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South Tyneside Homes Board Minutes of Meeting held on Tuesday 10 November 2015 Unit 4 Board Room, Middlefields, Heddon Way, South Shields, Tyne and Wear NE34 0NT

Present: Board Members Ed Malcolm, Jim Sewell, Melanie Cartwright, Jim Foreman, Laverne Elrick, Ian Farrar, Sarah French, Wendy Innes, Michael Laidler, Joyce Smith, Keith Baker, Gwen Smith Officers South Tyneside Homes Paul Mains, Managing Director, Brian Scott, Director of Resources, Gary Kirsop, Director of Housing and Area Management, Dorothy Richardson, Senior Business Support Officer South Tyneside Council George Mansbridge, Head of Development Services

Agenda Item 1.

Item Content

Action

Welcome and Apologies The Chair, Ed Malcolm welcomed everyone, including newly appointed Board Members Gwen Smith and Keith Baker, to the Meeting. There were no Apologies.

2.

Declarations of Interest None.

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3.

Minutes of the Meeting held 8 September 2015 / Matters Arising Agreed: The Minutes of the Meeting held on 8 September 2015 be agreed as a true record. Matters Arising There were no Matters Arising.

4.

Annual Governance Arrangements This report updated the Board relating to governance information, including the findings of a review and a self-assessment to enable Members to decide governance arrangements and structures for the next 12 months, thus meeting its obligations under the Company’s Standing Orders. The following decisions were discussed and agreed by the Board: 

Election of the Chair of the Board – Nominations were requested and received from Board Members for Ed Malcolm only. It was agreed that Ed Malcolm be reappointed as Chair of the Board with immediate effect.

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Election of the Vice-Chair of the Board – Nominations were requested and received from Board Members for Jim Sewell only. It was agreed that Jim Sewell be reappointed as Vice-Chair of the Board with immediate effect.

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Decide the Committee Structure – Following the selfassessments and the recent changes to the organisation it is proposed the Committee Structure be changed. The below Committees will support the Board over the next 12 months: o Audit and Risk Committee o Housing and Area Management Committee o Resources Committee

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Election of the Chairs and Vice-Chairs of the Committees – Although it is the duty of the Board to appoint the Chairs and Vice-Chairs of the Committees, the Board has in previous years wanted to involve the Committee membership directly in the appointments. It was therefore proposed and agreed that the Committees at their first meetings of the new business year, choose from their membership the Chair and Vice-Chair and then recommend their choices to the Board for agreement at the next meeting.

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 Committee Membership – The suggested Committee Membership was shown in Appendix A to the report. The Board agreed that the Committee Membership would ensure the Committee Members had the appropriate skills required to fulfil the Terms of Reference of each of the Committees. 

Board and Committee Meeting Timetables – Appendix B outlined the timetabling for meetings based on current frequencies and this was agreed by Board.

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Board and Committee Terms of Reference – The suggested Terms of Reference were outlined in o Appendix C – Audit and Risk Committee o Appendix D – Housing and Area Management Committee o Appendix E – Resources Committee The following changes were agreed by the Board: Audit and Risk Committee – There are no changes proposed for this Committee’s Term of Reference. Housing and Area Management Committee – This is a new Committee and the composition, in Section 3.1, is recommended to be 6 and includes the phrase: “One from each of the Board’s constituent groups”. The proposed Terms of Reference were set out in Appendix D. Resources Committee – This is a new Committee and the composition, in Section 3.1, is recommended to be 6 and includes the phrase: “One from each of the Board’s constituent groups”. The proposed Terms of References were set out in Appendix E.

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Continuation of the Co-optee Initiative – The Board agreed for the Co-optee initiative to continue for a further 12 months with 1 Co-optee being on each of the 3 Committees. This position will be reviewed in August 2016. The Co-optees will be on the below Committees from December 2015: Name of Co-optee Ken Middlemass Jess Todd Judith Ramsay

Committee Audit and Risk Committee Resources Committee Housing and Area Management Committee

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Self-Assessment – Proposed Actions – Key findings from Self-Assessments carried out, together with suggested actions were discussed by the Board. These included: o Training - Personal development to be agreed between the Company Secretary and individual members at their appraisals. A development programme would be discussed at the next Strategic Planning Event. o A Skills audit to show whether there is an appropriate mix of skills and experience. o Audit and Risk Committee – It is planned to introduce a business meeting before each meeting between the Chair and the Company Secretary. The Chair suggested that all Committee have a Business Meeting prior to Meetings. The actions proposed for Self-Assessment be agreed.

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Review of Vision, Mission and Strategic Objectives Following discussions at the recent Board Strategic Planning days it has been agreed that the vision, mission and strategic objectives needed to change to better articulate South Tyneside Homes’ changing role especially in area management. The following changes have been proposed: Vision Delivering innovative services to people, homes and neighbourhoods Mission Statement Dedicated to Great Homes, Great Places, Great Services, Great Company Strategic Objectives Providing quality homes Regenerating neighbourhoods Involving customers Delivering excellence Employer of choice The Board agreed to update the Company’s Vision, Mission Statement and Strategic Objectives as set out above. The Board noted that due to the changing role of South Tyneside Homes, and the developing relationship with South Tyneside Council, it is proposed that the activities of the Committee are reviewed during the year.

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The Board agreed: (a) Ed Malcolm be elected as Chair and Jim Sewell be elected as Vice-Chair of the Board for the forthcoming year; (b) The revised Committee Structure continue for the next 12 months; (c) The Chairs and Vice-Chairs of the Committees to be selected by the Committee membership at their first meeting and present their selections to the Board for agreement; (d) The membership of each of the Committees; (e) The Board Meeting and Committee Timetable but movement be allowed in the Committee Timetable at the discretion of the Committee Chairs to ensure maximum attendance; (f) The Committee’s Terms of Reference be agreed; (g) The Co-optee involvement be agreed until the Annual General Meeting in 2016; (h) The actions proposed to address the findings of the selfassessment outlined in the report be agreed; (i) Business Meetings be arranged prior to Committee Meetings taking place; and (j) The Company’s Vision, Mission Statement and Strategic Objectives be updated as set out above. 5.

Board Meetings – Outstanding Actions This report updated the Board on outstanding actions agreed by the Board at previous meetings together with their progress. Extension of the Management Agreement – the Board were advised that the Managing Director and the Council’s Head of Development Services will work to bring the Schedules within the Management Agreement up to date. The Board agreed the report. Exempt Information Agreed: That the public be excluded from the meeting for Items 6 to 11 inclusive as these involve the likely disclosure of confidential information. Definitions of what was considered confidential are contained within the Company’s Standing Orders, Paragraphs 36 to 38.

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6.

Financial Monitoring – April to September 2015 – 6 Months This report summarised the budget position for South Tyneside Homes, Housing Revenue Account (HRA) Responsive Repairs and Maintenance and the Housing Capital Programme from April until September 2015 including a forecast for the full financial year. The financial position of South Tyneside Homes is now based on the work of South Tyneside Council. During the financial year there had been a number of ICT system issues which resulted in the payment of recharges from Property Services impacting on South Tyneside Homes’ cash flow position. The Housing Management Fee was forecasting a small under spend mainly due to the non-filling of vacant posts and savings from staff not being in the pension fund. The Asset Management Budget was forecasting a significant over spend due to agency, technical and rationalisation costs incurred. Some of these costs would be offset by additional income from the Housing Capital Programme of South Tyneside Housing Ventures Trust Limited. Property Services was showing a break even position with turnover slightly higher than budget due to additional capital works. This was after estimating the income from work which had been unable to be recharged due to ICT problems. The Area Management Service was also forecasting a breakeven at year end. The Housing Capital Programme expenditure incurred over the first 6 months of the year was higher than that for the same period of the last financial year. The Council were concerned about possible overspending of the budget but the Board were advised that steps are being taken to reduce expenditure. The main concern is the costs of work on empty homes. However most of these costs relate to the decision to complete decent homes work when the house is empty. This decision is being reexamined. Last year was the final year of the Homes and Community Agency funding for decent homes. It is planned that the funding required to complete the programme by the end of December 2016 will be from resources from the Council’s Housing Revenue Account including the planned utilisation of the remaining borrowing facility.

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Agency Staff – recruitment and use of agency staff was controlled by the Senior Management Team to ensure that these are only used when there is a business case to do so. This is usually when additional skills or resources are required for a relatively short period due to specific workload requirements; there are vacancies to cover or short term constraints which would impact on service delivery. The vast majority of agency staff are employed within Property Services to carry out increased workloads. These workers are productive and paid for out of the recharges for works they carry out. As the workload reduces during the remainder of the financial year the number of agency workers will also have to be reduced. The Board agreed the financial monitoring information outlined in the report. 7.

Decent Homes Performance – April to September 2015 This report outlined for the Board an update on the performance of the Decent Homes Programme for the period 1 April to 30 September 2015. At the start of the year there were 5,732 homes that were non decent which was 32.75% of the total housing stock of 17,501. It is planned that if we complete the planned work on 3,402 properties in the year then at year end there will be 2,628 houses or 15.02% remaining non decent. Currently there are 950 properties that have refused decent homes work. Under the Regulations, the Council should claim these as decent. These are currently being discussed with the Council. Non-Traditional Homes on the Lakes Estate – problems had been found at this location and the Council had confirmed that all houses would be demolished. Consultation is currently taking place with tenants and home owners by South Tyneside Homes and the Council. At the present time South Tyneside Homes are unable to put a time line on this work being carried out; a report will be presented to the Board at a future meeting outlining the position relating to these properties. Homes and Communities Agency (HCA) Housing Plus Schemes – most of the Conservatory Programme had been completed. Committee Meetings had been held at Patrick Cain House and Prince Edward Court in South Shields and Calf Close House in Jarrow – these meetings had given the Board Members an opportunity to see what works had been carried out under the Programme at the various schemes. 7

The Board were advised that customer satisfaction with these new additional facilities was high. In response to a question relating to the number of tenants who had refused works and whether there were any legal implications the Board were advised that works relating to rewires cannot be refused whilst decent homes works could. The Board agreed (a) The report relating to the delivery of the Decent Homes Programme for 2015 / 16; and (b) A report relating to the Non-Traditional Homes on the Lakes Estate be presented to a future meeting of the Board. 8.

BS

Strategic Direction of Property Services This report outlined for the Board an update following discussions at the Board’s Strategic Planning Event held on 2 October 2015. The Board were advised that Property Services were optimising their in-house delivery by multi-skilling the team and reducing the volume of sub-contractors relating to damp proof course installations and structural works including pointing. By working closely with the Company’s Asset Management Team, the Property Services Team was developing a robust Planned Maintenance Programme to ensure future skills mixes of work teams is achieved. The Team are working closely with the Director of Resources, and the Council’s Finance Team, to examine its fixed, semivariable and variable costs. An application for Construction Line had been completed in readiness for the tendering process for South Tyneside Housing Ventures Trust Limited’s new build programme. Confirmation is awaited following this submission. The turnover required for 2016/17 was around £30m. South Tyneside Homes are currently in discussions with South Tyneside Council regarding the Housing Revenue Account for the Repairs and Capital budgets. The allocations of these budgets could have a detrimental impact on the future staffing levels and service delivery of Property Services. In response to a question of how much of the Council’s public buildings did South Tyneside Homes carry out work for the Board were advised that work is carried out relating to painting, central heating, electrical, repairs and joinery. 8

Discussions are taking place with Head Teachers of schools throughout the Borough with a view to tendering for more projects. A question was asked that of the £30m turnover for 2016 / 17 were there any predictions of what was secured for next year. The Board were advised that discussions are taking place with the Council to look at works with future years being more challenging. In response to a question relating to the projection over the next 2 to 3 years the Board were advised that the projection for the next 5 years would be agreed by the Council when agreeing the Housing Revenue Account and Capital Programme budgets. It was suggested that another Property Services, at a lower rate be looked to make ourselves viable, be looked at. As a Company we need to be an integral part and do this at a reasonable rate. This is something that will be looked at for the future. The Board agreed the Strategy of maximising work through other areas such as new build and work on schools and public buildings and fitting new technologies such as smart meters and PV panels. 9.

Installation of Central Heating Systems Framework This report updated the Board on the results of the procurement process to appoint a contractor to deliver central heating installations to various properties on the Decent Homes Internal Programme as well as reactive maintenance work until the Decent Homes funding ceases. Currently heating installation works in domestic properties are carried out by Property Services’ in-house workforce, supplemented by an external contractor. The contract for the external contractor was due to expire in December 2015; however a longer term requirement for heating installation services would still be needed. Consultation between the Corporate Procurement Service and Property Services agreed the most appropriate solution was to establish a framework contract, where contractors can be engaged to supplement the in-house team resource for planned and reactive works. The framework would provide a legally compliant route to market and had been divided into 2 lots to ensure a wide range of large and small contractors would be interested in the opportunity. The lots included; Lot 1 - works carried out on 1-5 properties per week which is expected to appeal to contractors who had a smaller capacity. 9

Lot 2 - works carried out on more than 5 properties per week which is expected to appeal to larger contractors The specification, pricing schedules and the tender documentation were jointly developed by South Tyneside Homes’ Property Services and Corporate Procurement Service. To evaluate best value the split between price and quality was set at 60/40 respectively. The quality criteria also considered the following areas; workforce stability, business continuity, performance management, delivering quality within required timeframes and management of sub-contractors. The duration of the framework is for 24 months with the option to extend for up to two further 12 month periods. As the value of the framework agreement is estimated to be approximately £1m per annum the framework was tendered following an OJEU open procedure. Eleven compliant tenders were received and the evaluation was undertaken by representatives from Property Services and chaired by a member of the Corporate Procurement Service Team. The table below listed the ranking for the framework and the highest scoring supplier will be the Prime Sub-contractor, with lower ranking reserve suppliers to call upon if necessary. Ranking 1 2 3 4 5

Supplier R Bland Ltd PH Jones Ltd. V&T (Plumbing, Central Heating & Bathrooms) Ltd TA Aqua Interiors Rothwell Plumbing Services Limited John N Dunn Group Limited

Appointing these Contractors will have a compliant contract in place; maintain operational continuity in terms of quality of service and delivery; achieve maximum cost benefits to South Tyneside Homes; and allow full transparency of all sub-contract arrangements. In response to a question relating to Contract Management the Board were advised that South Tyneside Homes would survey the properties and bring companies in as sub-contractors. The Board agreed the appointments for each.

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10.

Human Resources Policies This report outlined for the Board a range of Human Resources Policies which were recommended for change and would impact on the terms and conditions of South Tyneside Homes’ staff. The Board were advised that discussions had been held with the trades unions and following extensive consultation they felt unable to reach agreement on the proposed policy changes for the Board to consider. The following Policies were considered by the Board:  Early Retirement, Voluntary and Compulsory Redundancy  Pay Protection Payments  Honoraria  Flexible Working Hours  Paternity, Maternity and Adoption Leave  Simply Health The Company were facing severe financial pressures due to the Government’s austerity drive and this, together with the intended 1% cut in social rents for the next four years, will bring pressures on the Management Fee, Repairs and Maintenance Budgets and Capital Investment Programme. During the last year the Company has worked with the Council to undertake new services which have resulted in a number of TUPE (Transfer of Undertakings Protection of Employment Regulations) transfers. These negotiations have become extremely complex due to the different terms and conditions in operation between South Tyneside Council and South Tyneside Homes (STH). The proposed changes to policies aim to address some of the future financial impacts the Company will face and realign where possible our policies in line with the Council.  Early Retirement, Voluntary and Compulsory Redundancy South Tyneside Homes’ redundancy scheme is capped at 60 weeks and based on 2 times the statutory scheme, in comparison to the Council scheme which is capped at 45 weeks and based on 1.5 times statutory scheme. The Council scheme is continually open, however STH employees are only able to make an application for Early Retirement / Voluntary Retirement (ER/VR) when a restructure is announced. In addition, in the case of restructuring should an employee have their application rejected or apply for a post and be unsuccessful the current policy only pays the statutory scheme. Within STC employees can apply for ER/VR if they are unsuccessful in securing a role within the new structure. 11

The differences in policy have caused major disparity both between organisations and has been the subject of much discussion and negotiations with Trade Unions, who are obviously keen to cherry pick the best parts of both policies It is therefore recommended that this policy should be brought in line with the Council’s scheme which is always open, capped at 45 weeks and based on 1.5 times the statutory scheme.  Pay Protection Payments Pay protection payments within STH are paid on a 4 year sliding scale, with no restriction on the amount of protection paid. STH employees receive 100% protection in Year 1, 75% protection in Year 2, 50% protection in Year 3 and 25% protection in Year 4, protection is removed in Year 5. In comparison the Council’s policy includes restrictions around the amount of protection to be paid, i.e. the difference to one pay band, with protection being paid at 100% for the first 6 months and 50% for the next 6 months, with protection ceasing after 12 months. It is recommended that STH change their policy in line with the Council policy, where pay protection is paid over 1 band and at 100% for the first 6 months and 50% for the next 6 months, with protection ceasing after 12 months.  Honoraria Payments Honoraria payments are made to employees where they take on significant substantial duties over and above their current post. In STH this is for a period of 13 weeks and in STC it is for a period of 48 weeks. It is recommended that where employees are carrying out the full duties of a higher graded post then the appropriate Spinal Column Payment is paid, in line with the post. If carrying out additional duties we will apply a rule of up to 15%, this will ensure consistency as to how any uplift is applied across both organisations and keep discretion to a minimum. We will also keep the STH rule that no payment is made for extra duties at the same grade and any honoraria payments must be for minimum of 4 weeks.  Flexible Working Hours In STH employees can accrue 15 hours of flexi time and take off 2 days per accounting period. In the Council employees can accrue 37 hours and take off 2 days per accounting period.

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We believe that we need to implement a major change in this area of policy, whilst we are happy that staff can continue to accrue 15 hours of flexi time per month, we would recommend to minimise the loss of resources throughout the year that employees can only take 1 flexi day per month. Restrictions will also be put in place to stop employees taking a flexi day when this will put their time into a debit situation.  Paternity Leave STH pay one week’s full pay for paternity leave and one weeks full pay as maternity support leave, then an additional week can be taken which is paid at Statutory Maternity Pay (SMP) rate or 90% of average weekly pay. STC pay 5 days full pay as maternity support leave, then offer two weeks paid at Statutory Maternity Pay or 90% of average weekly pay. It is recommended that we implement payments at 5 days full pay, and then two weeks paid at Statutory Maternity Pay or 90% of average weekly pay.  Maternity Leave STH employees with more than 1 years’ service receive the following Maternity Pay: 6 weeks at 100%, 20 weeks half pay plus lower rate of SMP, then 13 weeks at SMP. Those employees with 26 weeks to 1 year’s service receive, 6 weeks at 90%, then 33 weeks at SMP. In comparison in STC employees with more than 1 years’ service receive 6 weeks at 90%, 12 weeks half pay plus lower rate of SMP, then 21 weeks SMP. Employees with 26 weeks to 1 year’s service receive 6 weeks at 90%, then 33 weeks at SMP. It is recommended that we implement STC policy where employees with more than 1 years’ service receive 6 weeks at 90%, 12 weeks half pay plus lower rate of SMP, then 21 weeks SMP. Employees with 26 weeks to 1 year’s service receive 6 weeks at 90%, then 33 weeks at SMP.  Adoption Leave In STH Adoption Leave for employees with more than 1 years’ service equates to 6 weeks at 100%, 20 weeks half pay plus lower rate of SAP, then 13 weeks at SAP. Those employees whose service is for 26 weeks to 1 year, receive 6 weeks at 90%, then 33 weeks at SAP. In STC Adoption Leave for employees with more than 1 years’ service equates to 6 weeks at 90%, 12 weeks half pay plus lower rate of SAP, then 21 weeks at SAP. Those employees whose 13

service is for 26 weeks to 1 year, receive 6 weeks at 90%, then 33 weeks at SAP. It is recommended that we implement STC policy for Adoption Leave for employees with more than 1 years’ service they will be paid 6 weeks at 90%, 12 weeks half pay plus lower rate of SAP, then 21 weeks at SAP. Those employees whose service is for 26 weeks to 1 year, receive 6 weeks at 90%, then 33 weeks at SAP.  Capability Policy The current timescales within the STH policy are too generous and could result in a poor performer being monitored for a total of 2.5 years. This would have a detrimental effect on the organisation and therefore needs to be reduced. Stage 1 can last 1-12 months, Stage 2, 18 months and at Stage 3, dismissal, demotion or redeployment, with potential for the 3 stage formal process to last over 30 months. In comparison, applying the STC policy would give a much tighter process and timeframe for performance to be monitored and hopefully improve, consisting of a 3 stage formal process over 7 months, with stage 1 lasting 1-3 months, Stage 2 lasting 2 months and Stage 3 – a further 2 months, then either dismissal or demotion if no improvement. It is recommended that we implement STC capability policy, which will result in performance being formally monitored over a maximum of a 7 month period.  Simply Health STH currently offer its employees additional benefits, such as partial reimbursement for optical service and dental work, counselling and physiotherapy. The scheme costs over £40,000 per annum and the contract is up for renewal in July 2016. The Council does not offer a similar service for its employees. It is recommended that in the current environment that we do not renew our contract in July 2016 and remove this benefit.  Salary Sacrifice Schemes As all the changes outlined above have a detrimental effect on employees, we can look to introduce salary sacrifice schemes, which are beneficial to employees. The first scheme that could be introduced is car leasing, which would enable employees to set up a car hire arrangement and have the money deducted direct from their salary, before tax is deducted. 14

This gives savings in tax and national insurance to employees and the organisation. We will then look to expand what can be offered as salary sacrifice in the future to items such as ICT equipment. This not only has financial benefits but also enables employees who have bad credit and are unable to get loans or hire purchase agreements with high street lenders, to lease or purchase items. As we have outlined we have been unable to reach agreement through negotiations with our Trade Unions and the following actions are recommended: a. The Managing Director will meet with all staff and discuss the operating environment and the proposed changes b. We will seek to contact the Regional Officials to discuss our proposals further to see if agreement can be reached c. If agreement cannot be met we will need to dismiss and reengage on the new terms and conditions, these would be at statutory levels which are far less favourable than set out in this report A lengthy discussion of this report the Board highlighted the following issues:  In relation to “dismissing and engaging everyone” then appointing on new Terms and Conditions it was asked if advice had been taking and the Board were advised yes. A 45 day consultation period would be opened up and Management had been open and honest to staff relating to the operating environment.  Looking at the quantity of changes to policies a question was asked if they would all come into force at once or would these be on an incremental basis. The Board were advised that agreement had been reached on some policies but not others, but all policies would be implemented at the same time.  In relation to the Early Retirement, Voluntary and Compulsory Redundancy Scheme the Council’s Scheme is continually open. In relation to the HR1 request would South Tyneside Homes come under the South Tyneside Council umbrella for the HR1? The Board were advised that South Tyneside Homes as a separate company would need to issue its own HR1.  It was noted that it was planned to have all policies, with the exception of the Flexible Working Hours Policy, in line with those at the Council. Staff would be asked to deliver services with far less staff (staff could potentially have 26 extra days with up to 2 days per month). The proposed change would result in staff having up to 1 day flexi per month. 15

 The issue of dismissal / re-engagement may become a Public Relations issue and it was asked whether regional officers from unions had been contacted. The Board were advised that yes regional officers had been contacted and issues had been discussed.  The Board felt that the Terms and Conditions for South Tyneside Homes’ staff should have been brought in line with those at the Council by now.  As the Company were unilaterally changing the terms and conditions a question was asked had these individual arrangements been discussed with legal advisers and the Board were advised they had been. The Board stated they felt comfortable with all recommendation in relation to policy changes but would be keen to avoid “dismissal and re-engagement” if possible. The Board requested a further update was required at the next meeting, of the outcome of the consultations held with staff and any further discussions with the Trade Unions on the proposed changes. The issue was going to change when the Capital Restructure takes place as South Tyneside Homes will pay staff 30 weeks. In conclusion the Board were advised that discussions are still ongoing with the trades unions and whilst the future was bleak the plan was to protect jobs and it was realised that agreement could be reached on most policies. Following a full and lengthy debate on this report the Chair advised the meeting he would take a vote. The decision was carried by significant majority. The Chair thanked the Board Members for their understanding during discussion of this report. The Board agreed (a) The changes to the Human Resources Policies and the way forward as outlined in the report; and (b) To receive an update from the Managing Director following consultations with staff and the trades unions. 11.

PM

Managing Director’s Report The Managing Director Paul Mains updated the Board on the following issues: ESCO Update Tenders had been returned and there was a need to understand all the differences they contained.

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Asset Management The 30 day consultation period closed on 11 November 2015. Jobs included in the restructure were out to advert for staff to apply for. South Tyneside Housing Ventures Trust Limited Work was progressing on these schemes with contractors currently on site at West Way, South Shields and Saxon Way, Jarrow. The Scheme at Biddick Hall will be brought forward this year. Medium Term Financial Plan Discussions are still taking place with South Tyneside Council to agree budgets. Strategic Planning Event The next Board Strategic Planning Event was planned for Tuesday 15 December. An agenda for this had been circulated. The Chair thanked the Managing Director for his report. 12.

Board Meeting Forward Plan This report presented the Board Meeting Forward Plan for Members information, consideration and update. The Board agreed the Forward Plan.

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South Tyneside Homes – Committee Updates This report outlined for the Board details of the Committees that had been held since the last Board Meeting for consideration. Updates provided for the Committee related to the following Meetings:  Audit and Risk Committee Meeting held on 2 November 2015 The Chair, Jim Foreman advised the Board that the November Meeting had been held at Prince Edward Court Supported Housing Scheme in South Shields. Board Members were given a tour of the Scheme prior to the Meeting and saw the Conservatory which had been added as part of the Homes and Communities Scheme funding. Covalent Performance Management System - The Committee received a report on Covalent and advised that some staff were not using the system properly. The Committee were advised that training for staff had being arranged to enable the system to be used more effectively.

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Tenants Scrutiny Panel – The Committee received a report on the work of the Panel. The Panel had reviewed the areas of Estate Walkabouts, Sign Up Procedures and the Homefinder Service. The Committee had asked that their thanks be passed on to the Tenants Scrutiny Panel for the work they had carried out.  Great Homes in Great Places Committee Meeting held on 19 October 2015 The Chair, Trevor Foreman advised the Board that the October Meeting had been held at Patrick Cain House Supported Housing Scheme at South Shields. Board Members were given a tour of the Scheme prior to the Meeting and saw the Conservatory which had been added as part of the Homes and Communities Scheme funding. Housing Plus Schemes – Completion of Works –The Committee were updated on the completion of works to the Housing Plus Schemes. Current Energy Projects Update – The Committee received an update on the progress of the solar and hybrid heating schemes.  Delivery Committee Meeting held on 21 October 2015 The Chair, Laverne Elrick advised the Board that the October Meeting had been held at Calf Close House Supported Housing Scheme at Jarrow. Board Members were given a tour of the Scheme prior to the Meeting and saw the Sky Room which had been added as part of the Homes and Communities Scheme funding. Integration of Housing and Area Management – The Committee were pleased to note the successful integration of housing and area management into one service. Universal Credit - The introduction of this scheme commences in South Tyneside in February 2016 and close monitoring of this scheme would need to be undertaken. The Board agreed to note the report. 14.

South Tyneside Homes 2015 / 16 Delivery Plan and Service Improvement Priorities – 6 Month Update This report updated the Board on progress against the 2015 / 16 Service Improvement Priorities. The Delivery Plan was based on the Council’s Integrated Housing Strategy and the agreed priorities of the Council.

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The following issues were highlighted in the report:  Completion of the Decent Homes Programme by December 2016 – progress on the schemes included as part of the Programme  Development of Sustainable Maintenance Programme for Housing Stock from 2016 – as the Programme comes to an end the nature and focus of work will change into a long term maintenance programme.  Reduction of fuel poverty levels and minimise energy demand across our housing stock – this priority was being addressed through a number of improvements and focused works.  Supporting the delivery of at least 400 more affordable homes – the progress in completion of 47 properties, with 39 tenants during 2015 /16, by the South Tyneside Housing Ventures Trust Limited. It was forecasted that completed and tenanted properties would rise to 79 and then to 2014 by the end of 2016 / 17.  Work with the Council to make the most effective use of the Housing Stock – the range of service improvements covering void properties and rent collection to ensure properties are tenanted and rent is collected.  Void Properties – a Task and Finish Group had been set up to review the process with the objective of ensuring all parts of the business worked together to ensure properties were available as soon as possible. The Board agreed to note the report. 15.

South Tyneside Housing Ventures Trust Limited – Verbal Update The Board were updated by the Trust’s Company Secretary on the following issues:  Agreement with Bellway to purchase 29 units to be built on the former Hebburn College Site.  Edhill Avenue – the progress being made at this site including the work carried out by Property Services staff. The Chair thanked the Company Secretary for his report.

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Board and Governance Information This report updated the Board with decisions which had been made by Officers under delegated powers since the last meeting. Details of the decisions taken by Officers under delegated powers during 1 September and 31 October 2015 were included in the report. The Board agreed to note this report. 19

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Any Other Business None.

18.

Date, Time and Location of Next Meeting Tuesday 26 January 2016 – 4.00 pm Unit 4 Board Room, South Tyneside Homes, Middlefields, South Shields

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