Author: Adrian Pengelly Role: Director of Assets. Recommendations: 1. That the review of the Assets Directorate budget pressures for 2014/15 is noted.

Transcription

1 Cornwall Housing Limited Report Template for DLT Agenda No: 7 Report to: The Board Part 1 Date: 27 July 2015 Title: Assets Directorate Budget Pressures 2014/15 Author: Adrian Pengelly Role: Director of Assets Contact: Adrian.pengelly@cornwallhousing.org.uk For Board reports only Committee: Date: Recommendations: 1. That the review of the Assets Directorate budget pressures for 2014/15 is noted. 1. Executive Summary: The report evaluates the 2014/15 budget outturn position for the Assets Directorate with specific focus on the areas of budget pressure as previously reported to Board. For each of the budget pressure areas, the report identifies the factors that caused, or contributed to, the outturn position and confirms the current budget position. Also included in the report is a detailed Action Plan for the Savings proposals which includes the identification of responsible officers and milestone dates. Whilst the report confirms that some of the proposed actions are delivering the desired outcomes, it is clear that continued work on some of the more recently implemented initiatives is needed to achieve the full Savings Plan targets. In terms of the actions required to address the areas of budget pressure, the following key activities have been identified: budget monitoring and ownership More robust have been implemented and increased staffing resources have been aligned to ensure that monthly budget monitoring and reconciliation of revenue and capital budgets is now completed by Assets and Finance staff. The Action Plan detailed at the end of Section 3 highlights a significant number of areas where improved (including contract procurement and ) and improved budget monitoring have been implemented to address weaknesses. Equally, ownership of budget responsibilities has been restated throughout the Directorate and I have 1

2 confirmed to DLT my absolute commitment, including that of my team and support staff, that the budget pressures experienced in 2014/15 will be addressed via the delivery of the proposed actions. Staff Training Analysis of the emerging issues from 2014/15 confirmed that there were, and remains to be, a number of skills gaps throughout the Directorate. Far too much reliance was previously placed on individual staff to manage systems and budgets and a consequent lack of robust budget monitoring and challenge resulted. As such, a range of financial training sessions have been scheduled and myself and my team are ensuring that we and all of our staff receive the training and support required to enable improved delivery of roles and responsibilities, particularly relating to financial control. In terms of the need for greater alignment of roles within the Directorate to improve working arrangements, I have instigated a number of key personnel changes including the reduction of my tier 3 managers from four to three, and have prepared a revised Directorate structure for implementation which targets skills gaps and seeks to assist staff development, training and progression. Additionally, given the recent scrutiny review of the repairs service, I have instigated a fundamental review of the Responsive Repairs service to improve procedures, target improved tenant satisfaction and address trade staff utilisation and productivity. Inter-Directorate Communication Increased joint working between the Finance and Assets Directorates has been jointly implemented by myself and the Head of Finance to inform and monitor Savings Plan and general budget activity. I have confirmed to the Head of Finance that any changes required to Assets IT systems or working practices to improve the budget monitoring and reporting in the Finance Directorate will be implemented with immediate effect. Again, working with the Head of Finance, we have jointly communicated to our respective teams the need for a consolidated approach to the planning and configuration of the new HMS IT system. In this way, we will ensure that the system meets our business needs. IT Systems I have instigated a review of options regarding the continued operation of two housing IT systems, one of which (Archouse) has been un-supported for 18 months resulting in key reporting and system interface issues (particularly with ERP) remaining unresolved. The Head of Finance has supported the proposal for the Lead Management Accountant (Repairs and Capital) to implement where possible some system changes which will significantly improve the system capability, financial reporting and control. Additionally, it has been agreed to seek external support, if required, to eliminate a number of inefficient manual which are currently required as part of the Open Contractor system to complete full budget analysis. The significant resource requirements of such was a key factor in the failure to accurately forecast budget positions during 2014/15 and was a particular contributory factor in the budget changes experienced from Period 6 to Period 8 and from Period 8 to Period 10. Clearly the fundamental system solution to the multi-software issues will be the implementation of the new HMS IT system in November Until then, I will ensure that the Assets and Finance Directorate staff work closely to ensure that any technical and/or system issues are resolved promptly. 2

3 Stock Condition It is evident that we are hampered in our maintenance and void work by having full stock condition data for only 50% of our properties. I have highlighted this issue in the Assets Service Plan and submitted a proposal to the Client Officers in terms of providing a solution via the temporary recruitment of staff to accelerate the stock surveys. I will work to implement an agreed solution at the earliest opportunity as I am mindful of the significant review of the HRA Business Plan due for adoption for the 2017/18 financial year. This is also a key area for the Directorate to progress given the implementation of new Asset Management software in As an interim measure, an immediate review of the 2015/16 capital programme has been carried out and I have agreed with Client Officers that options for increased capital funding this year could be achieved via the early payment of 16/17 capital fee. Firm proposals are being developed for assessment and consideration. Until this position is resolved, I have instructed that capital work which does not relate to the Cornish Housing Standard will be delayed to ensure that sufficient capacity exists to deliver the Savings Plans commitments this year. 2. Background and Cornwall Housing Objectives: The areas of housing maintenance referred to in the report specifically impact upon the following Company Objectives: Achieving the Cornish Housing Standard Maintaining our homes Efficient use of resources Providing an excellent housing service Previous reports to Board identified budget pressures across the Company and, in relation to the highest areas of budget pressure, referred to the respective areas of Assets activity. From the Period 10 Finance Report, the outturn position changed considerably and whilst a formal Savings Plan has been implemented, this report identifies the reasons for each of the budget pressures within the Assets Directorate and the Action Plan included in Section 3 details the individual actions, responsible officer(s) and milestones. 3. Decision and Supporting Information (Including Options): Following the adverse budget outturn in 2014/15, proposals have been developed and agreed by Board in relation to the Assets Savings Plan. The proposals (as detailed below) requires the delivery of both cashable efficiencies and underspends and the of the assets budget within the respective budget envelopes. The 2015/16 budget is detailed in Section 4 below for reference and context. More specifically, the following evaluation relates to each of the individual areas of budget pressure or Savings Plan proposal; Responsive Repair Cause of budget pressure: Period 10 budget monitoring reported an indicative adverse outturn position for responsive repair budget. This changed at outturn due to the significant journals from revenue to capital 3

4 partly due to mis-coding and partly due to the failure of Assets staff to identify capital activity. The budget had a favourable balance of 721k at the end of the year. However, given the need to target revenue efficiency/underspend as part of the Company Savings Plan, the following evaluation has been carried out. Current Position:2015/16 Responsive Repair budget (Buildings Reactive) 1,515k. The budget information detailed below compares the Q1 positions for 2014 and 2015 and illustrates the effect of actions already implemented, along with other initiatives. The figures to the end of June 2014 already indicated signs of pressure against budget with a variance to date of 59k adverse. The underspend to the end of June 2015 of 160k is a combination of the impact of the Actions implemented to date in controlling spend in this area, and the impact of other assets initiatives, such as the internalisation of PVCu repairs. June 2014 and June 2015 Budget Positions Responsive Repairs FY Budget Budget Actuals Variance '000 '000 '000 '000 April 2014 to June , April 2015 to June , (160) Responsive Repairs Actions See Action Plan Section 1 Voids Cause of budget pressure: The following factors all contributed to the 850k adverse budget position: The difficulty managing two housing IT systems and the limited skills and knowledge within the Company in the use and functionality of the systems. Lack of robust, control and escalation of budgets issues in key areas of the Assets Directorate necessitating staffing changes during the year. Voids procedures allowed too much work to be externalised without the necessary challenge being made of such decisions. Excessive void periods were used to complete capital works when a better business decision would have led to the capital works being completed after let. Failure to tackle high levels of tenant neglect of properties. Gaps in stock condition data which compromise stock investment decisions. Current Position: 2015/16 Void Budget (Non Rechargeable) 412k. The budget information detailed below compares the Q1 positions for 2014 and The figures to the end of June 2014 already showed signs of pressure against budget with a variance to date of 199k adverse. The overspend to the end of June 2015 of 63k was anticipated and is due to a number of high cost voids being progressed and completed during the 4

5 period April to June some being commissioned towards the end of 14/15. Aside from the targeted external spend to reduce the number of voids, the only other expenditure against this budget this year will be for specialist work asbestos testing and removal, scaffolding and property damp issues, with all other Void works being completed by the internal teams. June 2014 and June 2015 Budget Positions Void Repairs FY Budget Budget Actuals Variance '000 '000 '000 '000 April 2014 to June April 2015 to June Voids Actions See Action Plan Section 2 Capitalisation Cause of budget pressure: The following factors all contributed to the 528k adverse budget position: Lack of Housing Management System reporting to influence budget monitoring and expenditure profiles. Voids procedures allowed too much work to be externalised without the necessary challenge being made of such decisions. Excessive void periods were used to complete capital works when a better business decision would have led to the capital works being completed after let. Lack of Finance Directorate involvement and challenge due to the over reliance on individual Assets staff particularly relating to the Open Contractor system. Time taken to agree a Company guide as to the definition of capital works Capital Guide issued to staff in March Failure to tackle high levels of tenant neglect of properties. Gaps in stock condition data which compromise stock investment decisions. Current Position: Spend against the 2015/16 budget of 832k to the end of Q1 is 260k the profiled budget is 203k. This June figure has yet to be adjusted to take account of capital work to be aligned to specific capital budget codes and needs to be adjusted to take account of accruals. Capitalisation Actions See Action Plan Section 3 Materials Cause of budget pressure: The following factors all contributed to the 271k adverse budget position: Budget pressure not identified and escalated early enough in relation to scale of activity during the financial year. Inability across the Assets and Finance Directorates to interrogate and report on activity in the Open Contractor IT system system configuration influenced too heavily by individual staff rather than a Company and team position. 5

6 Staffing resource pressures resulted in delays with materials procurement review excessive trade counter purchases failed to deliver vfm requirements. The poor condition of properties and the high number of voids resulted in increased materials budget expenditure Current Position: Period 2 budget monitoring confirms that the budget actual is 391k against the profiled budget of 388k. This position a 3k adverse - was anticipated given that the actions put in place to address the budget position did not commence until May Materials Actions See Action Plan Section 4 Staffing Cause of budget pressure: The following factors contributed to the 360k adverse budget position: Agency staffing fees of 218k - The spend on Agency Staff was largely to cover the statutory obligations of the in house team where the high level of sickness throughout the year meant the full service schedule could not have been completed. The main servicing area contributing to this overspend was Gas Servicing. The Assets Directorate did not achieve the targeted Vacancy Factor for the year of 142k. Current Position: With a total Directorate Budget of over 7m, Finance and Assets budget s have this year prioritised a fit for purpose Payroll Forecast. The new report developed includes budgets, actuals and a full year forecast detailed for each of the 280 staff members, split over Team, Service and Budget Cost Code. The report is updated monthly for the pay for that month and on an ongoing basis in order to inform on Business Cases, Recruitment Request Forms etc. As at June 2015 the Payroll Budget Monitor Summary for the Assets Directorate indicates a forecast underspend for 2015/16 of 203k. This projected favourable year-end position includes the Directorate vacancy factor of 337k. Staffing Actions See Action Plan Section 5 Reduction in Income Cause of budget pressure: There was no budget pressure for this area of activity this relates to PVC responsive repairs which in 2014/15 and prior was carried out by external contractors. In June 2015, the Company agreed to internalise this area of work and the year-on-year spend of 200k was transferred to create an internal team. As part of the decision to internalise the work, 25k efficiency was identified and offered up. Current Position: Approval has been secured from the Directors Leadership Team and jobs are being advertised to create the responsive team. The budget has been reduced to reflect the savings proposal. Reduction in Income Actions See Action Plan Section 6 6

7 Painting & Repair Cause of budget pressure: The following factors contributed to the 107k adverse budget position: Payments 13/14 (Year 1 of the Contract) to the amount of 160K were not accrued for by budget holders at end of the financial year March 2014 for work completed. This left a shortfall in budget for remainder of contract year 1 and impacted on year 2. Contracts run from July to June each year and alignment with the budget financial year has not been successfully achieved. This will now occur via payments/valuations being received /made on a monthly basis. Current Position: Payments made to the end of Q1 for 2015/16 total 132K against the annual budget of 870k. A delayed payment from one contractor is due in Q2 for Q1 activity but all other work is as scheduled and accounted for. Painting & Repair Actions See Action Plan Section 7 Contract Management Cause of budget pressure: The budget pressure that this area of activity relates to is the externalised responsive and cyclical repairs works. This Savings Plan proposal seeks to deliver a minimum of 100k efficiencies from the regularisation of revenue and cyclical Contracts. All other Contract activity is regulated under the Terms of the Housing Maintenance Framework introduced in 2012/13 by the Company. Current Position: the development and implementation of new Company-wide Contract Procedure Rules for completion September 2015 the compilation of Contracts Register for the Company for completion August 2015 Contract Management Actions See Action Plan Section 8 CVIS Cause of budget pressure: Budget has yet to be aligned to CVIS (a staff bonus scheme for a number of staff who have transferred into the Company from Ocean and Mears) this area of expenditure has been managed via a contribution from Company reserves rather than full inclusion in the staffing budget. Current Position: Assets s are working with HR s to determine an alternative way forward target for resolution during 2016/17. CVIS Actions See Action Plan Section 9 General Lessons Learned Whilst a number of specific initiatives have been implemented to address the budget pressures and system failures as detailed above, some of the general lessons learned include the following: 7

8 The implementation of the new housing system needs to urgently address the current system issues and allow multi-user access and understanding of the systems implemented. The configuration of the new housing system and the new asset system needs to be achieved with the full sign-off of key users from all the respective Directorates in order to address the current over-reliance on individuals. Furthermore the implementation of the new system needs to be informed by best practice use of the system from other user sites and the IT consultants currently engaged by CHL. More frequent budget monitoring needs to be carried out by the Assets and Finance Directorates where detailed budget monitoring and issues escalation must formally occur. Investment in the current IT systems (primarily staff time to configure system changes Archouse Scheme of Delegation) needs to be carried out in essential areas, albeit with a limited time benefit given the new HMS implementation in November The full impact and consequence in budget terms of the recharging mechanism for the internal trade teams needs to be fully reassessed and key issues need to be resolved including Company Trading Accounts, Company uplift of costs, capability to substantiate the full cost recovery of trade activity. Capital Programme works need to be realigned to ensure appropriate budget provision for the level of activity undertaken specifically trends in void numbers and conditions. Staff Training It is clear that the improvements referred to in this report require that Directorate staff own our areas of activity including all budget and monitoring responsibilities. In order to fully achieve this, it will be necessary to implement detailed financial control training for every member of staff in the Directorate with any form of budget responsibility. To this end, the Head of Finance has now completed a training session for all Cornwall Housing Directors and Tier 3 staff and this process will be repeated throughout the Company. For staff who do not have direct responsibility for budgets, more general financial training will be provided to ensure that all staff are aware of the impact of all roles in the overall process of financial control and monitoring. Additionally, within the Assets Directorate, I have implemented monthly budget reconciliation, undertaken by Assets and Finance staff. This is increasing the capability of Assets staff who are receiving instruction in all aspects of budget and reporting. Additionally, myself and my s are working closely with the Finance Team to increase our skills and knowledge of individual systems and and I anticipate that this will positively impact on the configuration of the new HMS IT system over the new few months. Within the Company it has been recognised that there is a lack of specific commercial knowledge and experience and I am working with the Managing Director and Head of Finance to address this. It is hoped that by addressing this skills gap more rapid progress can be made in the development of a number of key initiatives including Company Trading 8

9 Accounts, trade operative recovery rate and commercial appraisal of all areas of housing maintenance services. 9

10 Assets Savings Action Plan Aim Action Responsible Officer(s) 1. Responsive Repairs budget controls budget controls budget monitoring VFM Manage communications process Introduced more robust approval for revenue expenditure Reinforced scheme of delegation system controls Issued staff briefing regarding budget approval process Introduced additional sign-off and monitoring arrangements of weekly expenditure (Finance and Assets) Identifed manager to be responsible for monthly monitoring and control of all revenue expenditure and who is empowered to control expenditure requests and who will escalate budget pressures to Director of Assets and DLT immediately as required Introduced monthly reconciliation of revenue expenditure by Assets Team and Accountants monthly communication issued to all staff on performance against profiled budget escalation process reinforced for all budget pressure issues additional re-alignment of budgets to ensure full accountability and robust 1. Planned and controlled use of sub-contractors (alignment with Contracts Register analysis) 2. Implementation of CPR s Instruction to staff regarding revised of responsive repairs (primary focus on emergency/high priority and H&S issues) wider communication to be prepared and issued to inform Board Members and Tenants Tenants Forum updated 13/07/15 Establish a process to group non-urgent repairs into a planned maintenance programme for procurement with immediate effect Assistant Technical Services (Response Repairs) Assistant Technical Services (Response Repairs) Lead Management Accountant (Repairs & Capital) Commissioning Director of Assets Assistant Technical Services Milestone June /09/15 31/08/15 10

11 VFM Increased outputs VFM budget controls budget monitoring budget monitoring 2.Voids Review and monitor operatives productivity levels on void works Assessment of job numbers, completions, re-issued works orders underway increased assessment of voids works by Team Leaders and s Plans being developed for more detailed benchmarking/commercial assessment of the service area Planned and controlled use of sub contractors instruction issued to staff regarding the issuing of works externally for essential activity only increased monitoring of works orders issued and budget analysis Establish and implement a robust approach to capital works which are identified and approved up front to ensure spend on capital contained within budget Assets team monitor 2k average void cost target-monthly monitoring with Accountants Introduction of team monitoring and team targets Instruction from Director of Assets regarding property standards and immediate priorities communication issued to confirm extent of work to be carried out and the implementation of budget expenditure monitoring targets 8k and 2k) Implementation of lean principles following the Lean workshop all Assets void are under review and challenge to simplify and delete duplication/non-value adding activity Creation of Voids Champion role including responsibility to set team targets and implement agreed periodic (weekly) monitoring of void numbers and achievement against budget limits (Response Repairs) Assets Voids Assistant Technical Services (Response Repairs) Director of Assets Lead Management Accountant (Repairs & Capital) Director of Assets Voids Assistant Technical Services (Response Repairs) 01/07/15 05/06/15 30/06/15 Ensuring rechargeable repairs are accurately identified and Voids 11

12 budget controls budget controls budget controls Reduce voids backlog recharged on a timely basis to ensure costs are fully detailed Agreed with Housing Management and Finance teams identified to monitor and approve all external spend Voids Scheme of Delegation (Archouse) to be amended regarding approvals Implementation of additional system authorisation 31/08/15 stages in budget expenditure process Approvals process introduced - 2k average void cost and upper Director of Assets limit of 8k limit requiring DLT approval Transfer staff from Response Repairs Team to increase void repairs output 08/06/15 budget controls budget monitoring Analysis of outturn budget budget forecasting 3. Capitalisation Introduce more robust approval for any capital expenditure fully aligned to the published Capital Guide - Formal reconciliation process implemented on a monthly basis Finance Directorate sign-off of capital expenditure on a monthly basis Identify a manager to be responsible for approving all capital expenditure (both void capitalisation and responsive repairs capitalisation) and who is empowered to control expenditure requests and who will escalate budget pressures to Director of Assets and DLT immediately as required Complete a review of 2014/15 budget position including impact of additional capitalisation and submit to DLT (and Assets Committee and Board) report to make recommendations (as required) Complete a review of the c. 130 voids currently in the system to assess the likely budgetary impact both revenue and capital analysis carried batch of voids prepared for externalisation with Assistant Assets Lead Management Accountant (Repairs & Capital) Assistant Assets Director of Assets Completed 29/06/15 12

13 VFM VFM VFM VFM VFM VFM agreed plan for reduction. Planned and controlled use of sub contractors - instruction issued to Assistant Technical staff regarding the issuing of works externally for essential activity Services only increased monitoring of works orders issued and budget (Response Repairs) analysis 4. Materials Accelerate vfm reviews of all stores requirements - Stores May /09/15 Align single price purchases regardless of operational area - Meetings arranged for all materials suppliers representatives to formalise single price position Review van stock - Use of materials under review including process of materials purchased at trade counters Reduce obsolete stock levels to minimum working with Finance staff to ensure stores stock levels are aligned to budget and yearend audit requirements Improve materials by operatives via improved IT solutions (Total Mobile solutions) Open Housing sites being reviewed to assess best practice examples and comparable solutions for configuration/implementation Commence a process of materials cost analysis with Company Group partners via evaluation of top 200 items stock list circulated to Cormac for review and comparison Stores Stores Stores Lead Management Accountant (Repairs & Capital) May /09/15 30/09/15 31/12/15 Implementation 30/11/15 June /08/15 13

14 Address budget pressure Establish accurate budget position Address budget pressure Establish accurate budget position Determine internal income values Secure budget for Business Case Secure approval for Business Case 5. Staffing Targeted improved /reduction in staffing costs associated with Agency Staff operative productivity by improved works order Implement charging (recharging) process for ad-hoc project tasks requested by Client Team eg. Design and project of Cat II accommodation remodelling Fundamental review of staffing budget completed by Finance Team. Regularisation of all establishment posts underway via formal recruitment process to enable termination of agency arrangements. Implementation of formal Company Trading Accounts 6. Reduction in Income Terminate all external spend on repairs and maintenance to PVCu windows and doors DLT determine Business Case to delivery all PVCu repairs and maintenance inhouse Director of Assets Lead Management Accountant (Repairs & Capital) Lead Management Accountant (Repairs & Capital) June /08/15 01/07/15 Completed 30/06/15 June /08/15 31/03/15 Completed 24/06/15 14

15 Delivery of Savings Plan proposal Achieve Savings Plan PVCu team increased to deliver required works recruitment currently underway. For 2015/16 deliver works with efficiency saving against 2014/15 budget PVCu Services PVCu Services July /08/15 31/03/15 budget monitoring budget monitoring budget controls budget controls Address budget pressures VFM 7. Painting & Repair Establish robust budget monitoring procedures to control and eliminate capital spend Introduce monthly reconciliation of P&R Contract expenditure full monthly assessment introduced for P&R contract activity implementation of increased contract monitoring procedures to manage and control capitalised activity Issued briefing to Area Technical Officers to inform them of monitoring and approvals process Meetings with both external contractors held to reinforce monthly valuations/payments. Capital Programme re-aligned to ensure that sufficient capacity is available for any capitalised works - fascia s and guttering and other wall remedial works will be coded on each valuation and details kept as an ongoing process so that end of year information per property is readily available. 8. Contract Management Establish extent of Contract Register activity and target improvement in Assistant Assets Assistant Assets Lead Management Accountant (Repairs & Capital) Assistant Assets Assistant Assets Assistant Assets Commissioning May /12/15 15

16 VFM budget monitoring Introduce Company Contract Procedure Rules Implement interim (pending full CPR implementation) revised contract procedures separating works approvals and payment approvals Implement a formal process of monitoring procured works against profiled, budgeted contract costs and report on to senior in a timely manner to allow for action to be taken in response to identified budgetary pressures and to authorise any required adjustments to work plans. Assign responsibility for contract during the procurement stage of each contract Ensure that those charged with managing contracts have a clear understanding of their role, have their skills and competencies assessed and training and development plans put in place if required Introduce a segregation of duties within the Contract process for approving variation orders/compensating event requests and approval of the requests for payment Establish clear KPI monitoring for all contracts and ensure lessons learnt inform future proposals Commissioning Commissioning Assistant Assets Commissioning Commissioning Assets Commissioning Commissioning Commissioning 30/09/15 Completed 31/05/15 01/07/15 01/07/15 30/09/15 01/07/15 Ensure HR compliance 9. CVIS HR commissioned to review alternative options. 16

17 Fulfil consultation requirements Regularisation of budget General discussion held with Regional Trade Union Representatives regarding future options. CVIS aligned to the main staffing budget Director of Assets Lead Management Accountant (Repairs & Capital) 31/08/15 Completed 16/06/15 31/08/15 17

18 4. Financial Implications and Budget: The 2014/15 budget pressures are detailed in the table below. Also listed are the Savings Plans proposals and the full 2015/16 budget. Assets Directorate Savings Summary Service Area Budget Current 2015/16 Budget 000s Pressure 14/15 Proposal 000s Responsive Repairs ,978 Buildings Reactive 1,515 Voids 850 1,000 1,303 Capitalisation Materials ,330 Staffing ,071 Reduction in Income Painting & Repair Contract ,400 Management CVIS 80 0 Total Pressures 2,196 Total Proposals 2,884 Surplus Value for Money Implications: The primary areas which deliver value for money relate to improved of work. The current delivery of the CHS is through the Capital Repairs Framework which allocates work through an accelerated tendering process that complies with the Council s and EU procurement regulations and guidelines. Prices received in the first two years of the programme have proven to be offering VFM through the competition generated through the framework and the quality of the work delivered. Work has commenced on the other areas of expenditure to secure similar efficiencies. 6. Other Resourcing Implications: a. Property - The programme of works significantly improves the Councils housing portfolio and keeps it to a lettable standard b. HR/Staffing No additional staffing requirements to deliver this programme c. Information Services No impact d. Procurement and Contracts Procurement model in place Housing Maintenance Framework activity to be extended to cover all housing maintenance activity. 18

19 7. Legal Implications: There are no legal obligations for Cornwall Housing to meet a standard that exceeds the Decent Homes Standard as this already sets out the minimum standard that social landlords have to provide which we comply with. However the CHS has set a unified standard that has been accepted by the CHL Board and meets tenants aspirations. Equally, repairing and re-letting obligations are contained in agreed Company Policies. 8. Equality Impact Assessment: The main EIA for maintenance activity was carried out as part of the Cornish Housing Standard group of policies and as part of the individual tender within the Framework. 9. Significant Risks: The risk of not achieving the required budget position for 2015/16 is being managed via significantly increased monitoring by both Assets and Finance staff. 10. Consultation carried out including staff, SMT, Directors, specialist advice and the community: 11. Board committee: (For Board reports) Supporting Information Appendices: None Background Papers: None Approval and Clearance of Report Report cleared by: Adrian Pengelly Report cleared by: Jane Barlow Date: 22/07/15 19