Housing Revenue Account Business Plan 2018/19 - Wrexham · Housing Revenue Account Business Plan...

Providing well managed, decent, warm homes with modern facilities

Housing Revenue Account Business Plan 2018/19


Section 1:Introduction 2

Section 2:Strategic Planning 3

Section 3:Service Priorities and Objectives 6

Section 4:Housing Need and Demand for Affordable Homes 10

Section 5:Welsh Housing Quality Standard (WHQS) 19

Section 6: Financial Modelling and Resources 30

Section 7: Monitoring and Evaluation 36

Section 8: Communication and Tenant Involvement 39

Appendices:Appendix 1 Housing Services Performance (January 2018)Appendix 2 WHQS Investment Programme up to 2020Appendix 3 Table: Current Position of Council’s Housing Stock Achieving the WHQS (January 2018)Appendix 4 HRA Business Plan 30 Year Financial ModelAppendix 5 WHQS Governance

Contents

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This is the Housing Revenue Account (HRA) Business Plan 2018/19 for Wrexham County Borough Council that explains how we as a Council will use our resources to provide an efficient housing service that will improve the quality of life, health and well-being of tenants living within the County Borough.

Wrexham County Borough Council supports the Welsh Government’s (WG’s) view that all Council housing should achieve the Welsh Housing Quality Standard (WHQS) by 2020. Our focus is to invest in our communities not just financially but also in providing a quality customer service. Investment in the housing stock plays a key role in the regeneration of the whole community.

This Business Plan demonstrates that there is sufficient finance in terms of revenue and borrowing availability to deliver the WHQS by 2020. This plan is supported by a 30 year financial model which contains key assumptions including future rent levels, number of sales under the Right to Buy scheme and inflation levels.

The Business Plan:� sets out the investment required to bring all

Council homes up to the WHQS by 2020;� explains what the council has achieved over

the past 12 months and what are our key actions for 2018/19;

� helps us to review and amend financial assumptions in the 30 year financial model; and

� provides the WG with a document that shows Wrexham County Borough Council’s commitment to achieving the WHQS.

The Council will continue to build on the successes of previous years and ensure it remains on target to deliver the Capital Investment Programme for 2018/19 of £50.3m and achieve the WHQS by 2020.

Section 1: Introduction

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Council Plan 2017-2022This plan is the overarching plan for the Council which defines where to focus our energies and resources for the next 5 years.

The Council Plan 2017-2022 focuses on three strategic planning themes – Economy, People and Place. These are enabled by a corporate theme of Organisation – building an efficient and effective organisation that can best support local well-being.

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The Housing and Economy Department delivers the corporate priorities of Wrexham’s Council Plan and within the current Council Plan specific objectives for housing are:�Pe2 - Supporting People to live

active, independent lives within their community;

� PL1 - Promoting good quality homes and regeneration;

� PL3 – Communities with sustainable, attractive settlements, neighbourhoods, buildings and spaces.

Section 2: Strategic Planning


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Quarterly reports are presented to Executive Board which report on overall performance against the outcome indicators agreed within the Council Plan and against the four themes set out: Economy, People, Place and Organisation. In regard to the indicators which Housing have responsibility for, the following are reported on:

• Averagenumberofcalendardaystakentodeliver Disabled Facilities Grants (DFG);

• Numberofnewunitsofaffordablehousing;• Numberofemptypropertiesbroughtback

into use;

• Percentageofallpotentiallyhomelesshouseholds for whom homelessness was prevented for at least 6 months;

• Percentageofpropertiesmeetingthefollowing elements of the WHQS:

- Up to date kitchens; - Up to date bathrooms; - Adequately heated; - In a good state of repair

The following table demonstrates the well-being objectives of the Council Plan that the HRA Business Plan is supporting:

Planning Themes

Well-Being Objectives Key Strategies

People Pe2 – Supporting People to live active, independent lives within their community

Local Housing StrategyTelecare StrategyAgeing Well StrategyAdult Social Care Departmental Commissioning Strategy

Place PL1 – Promoting good quality homes and regenerationPL3 – Communities with sustainable, attractive settlements, neighbourhoods, buildings and spaces

Local Housing StrategyLocal Development PlanCorporate Land & Building Strategy

The Well-Being ActsThe Well-Being of Future Generations (Wales) Act 2015 sets out seven interdependent well-being goals for Wales; together they provide a shared vision for the public bodies listed in the Act to work towards:


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To support the Council in its decisions, the five ways of working set out in the Well-Being of Future Generations (Wales) Act have been adopted. Wrexham have also developed two additional principles which are to prioritise the most vulnerable and to provide services and information for local people, equally in Welsh

and English. These planning principles reflect the sustainable development principles defined within the Well-Being of Future Generations (Wales) Act but also the Social Services and Well-Being (Wales) Act 2014 and the Environment (Wales) Act 2016.

The Council wish to ensure Wrexham and its people are supported and enabled to fulfil their potential, prosper and achieve a high standard of well-being. When planning services it will consider the level of local need and the resources available to respond. The Council will then consider the planning principles which have been defined to help plan and enable the most fair, effective and sustainable services to be delivered with available resources and these principles run through this Business Plan:


The Council’s Housing and Economy Department aims to improve the quality of life, health and well-being of tenants living in Wrexham. It does this by providing 11,171 rented homes to tenants and their families which are decent, affordable, warm and well maintained in communities where people want to live. The Department works closely with Registered Social Landlords (RSL’s), the private rented sector and the Local Lettings Agency in the provision of housing within the County Borough.

The Council’s housing service is directly managed through 6 decentralised housing offices which form part of the Housing and Economy Department. It provides a range of services including income collection, administering the housing register, allocations, housing management, housing enforcement, responsive repairs, capital improvements, tenant participation, tenancy support, supported housing and homelessness prevention.

Within the HRA portfolio there are also 2,080 garages and 39 shops which are located on housing estates across the County Borough.

As of 27 November 2017, the Council’s housing stock consisted of:

Section 3: Service Priorities and Objectives

Type of property Numbers

Bedsits 43Bungalows 1052

Flats 2444Houses 6976

Sheltered Accommodation 656TOTAL HOUSING STOCK 11,171

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Housing Services Key Priorities 2018/19The Department’s Service Management Plan contributes to the Council Plan and identifies the priorities and challenges for the Housing and Economy Department. It outlines how the Department will aim to meet them and what it intends to achieve. The Service Plan contains the key actions and performance measures to enable us to achieve our priorities which in turn will contribute to the overarching Council Plan.

The key priorities include: • deliveryoftheCapitalInvestmentProgramme

in order to achieve WHQS by 2020;• increasetheCouncil’shousingstockthrough

the Build and Buy Programme;• respondingtochallengesandimplications

of Welfare Reform/Universal Credit whilst minimising the impact on tenants and their tenancies;

• complyingwiththeRentingHomesinWalesAct 2016;

• regenerationofPlasMadocestate;• reviewofTenant&LeaseholderParticipation

Strategy;• reviewaccommodationforolderpeoplein

order to meet their needs;• implementationofrecommendationsfrom

review of IT systems• service reviews and continual service

improvement.

The performance of the service is continually monitored and is reported both to Elected Members and tenant representatives. The Wrexham Tenant & Member Partnership receives quarterly reports on landlord performance on a number of key service areas. This includes reporting on revenue collection, the Council’s housing register, allocations, voids and relets, repairs completion and right to buy sales. Appendix 1 provides a summary of the current level of performance on key areas of the Housing service (January 2018).

The Department also submits an annual return to the Data Unit Welsh Government for the following: • property stock and rent levels;• number of tenants in rent arrears less than

and more than 13 weeks;• number of allocations broken down by waiting

list, transfer ,homeless and mutual exchanges;• number of voids long term and short term,

ready to let, under repair;• number of properties which have achieved

WHQS.


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Maintaining the Council’s Housing Stock During 2017, the Housing Service Centre received 73,485 calls. This includes general and housing enquiries but also requests for repairs. With effect from the 1 April 2017, the 2017 Lettable Standard was introduced. This means that all void properties are brought up to the WHQS before they are returned to the local Housing Office for letting. The new Lettable Standard was implemented over a 6 month period and applied to all void properties from 30 October 2017. The aspiration of the Department is that all void properties are returned for letting in an excellent condition.

The new Standard has increased the amount and duration of work undertaken at each empty property and has led to some delays in reletting but the ethos of the Department is to “do it once, do it right” in order to avoid repeat or numerous visits.

Welfare ReformOn the 1 April 2013, the Government’s Welfare Reform Act came into effect and this introduced a programme of radical changes to the Welfare Benefit system. The changes with the greatest impact on Council tenants were the introduction of Universal Credit, introduction of the Spare Room Subsidy and the benefit cap.

Since October 2016, further changes to the welfare benefit system have been announced as part of the enactment of the Welfare Reform & Work Act 2016. The changes that will probably have the greatest effect on Council tenants are:

• furtherreductionoftheBenefitCap;• freezingofcertainbenefitsat2016levelsfor4

years;• limitingofthechildelementofUniversal

Credit and Housing Benefit payable to two children only; and

• rolloutofUniversalCreditfullservicetoallclient groups in Wrexham from October 2017.

There have also been changes in payments made to those between the ages of 18 and 21 years old. With effect from April 2017, any young person under 22 years of age, who has been claiming Universal Credit for 6 months, will have to either apply for training, apprenticeships or attend a work placement, unless they are considered vulnerable, in which case they are exempt. Unemployed people within the same age category, will not receive the housing costs element in their Universal Credit, unless likewise exempt.

Preparation for Welfare Reform

In order to mitigate and minimise some of the effects of Welfare Reform, Wrexham is undertaking a range of activities. Since May 2017, a number of training sessions facilitated by Welfare Rights have been provided for Housing staff with particular focus on Universal Credit. A joint working protocol has been set up by the Department of Works and Pension (DWP) and the Council and officers attend weekly surgeries at the DWP which are appointment based. Officers are able to offer housing advice and assistance to benefit claimants who are affected by the Benefit Cap. It is envisaged that this joint working protocol will evolve to include Universal Credit claimants in the future.

Funding has also been available for a member of staff to offer personal budgeting support to claimants which will primarily be based at Wrexham Job Centre Plus. The Department’s rent recovery procedure has been reviewed and continues to be reviewed as different sections of Welfare Reform come into force. The emphasis continues to be on early intervention and further checks have been put in place to ensure that tenants in arrears are fully aware of all avenues of assistance prior to the commencement of any formal possession procedures.

Articles on Universal Credit have also been included in the tenant’s newsletter the ‘Housing Hotline’. A departmental officer working group also meets regularly to address on-going issues as well as to discuss ways in which working practices can be changed and information disseminated.


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There are currently 319 tenants who are subject to Spare Room Subsidy in arrears. This equates to 44% of all tenants affected. An analysis of the impact of Universal Credit on tenants has been conducted and as at 2 January 2018 a total of 409 tenants in Wrexham are claiming Universal Credit and 281 are in arrears. This figure may include new claimants who are awaiting their first payment.

It is anticipated that it is likely there will be an increase in the level of rent arrears due to Welfare Reform proposals and a provision for bad debt has been made within the HRA Business Plan 2018/19. This will have the potential to cause further disruption to the Council’s rental income at a time when it is investing in the housing stock to meet the WHQS.

Renting Homes (Wales) Act 2016The Renting Homes (Wales) Act 2016 received Royal Assent on the 18 January 2016. This is one of the most significant pieces of legislation to be passed by the National Assembly and will replace various and complex pieces of existing legislation with one clear legal framework. The Act means that wherever possible consistent terms will be used irrespective of whether the landlord is a Local Authority, Housing Association or private landlord. All of the key rights and responsibilities of both landlords and tenants will be set out in a written statement of a rental contract.

Welsh Government will provide model contracts for authorities and landlords to use as a basis of their agreement. There will be two types of occupation contract, one for social housing called ‘secure contract’ and one for the private rented stock called ‘standard contract’ The secure contract will replace the current Tenancy Agreement. Further information on the timeframe and contracts are awaited from Welsh Government for converting existing tenancies to the new occupation contract and issuing contracts for new tenancies. Consultation and engagement will be undertaken with all tenants in implementing these new arrangements.

Abolishment of Right to BuyOn the 5 December 2017, the National Assembly for Wales gave final approval for the Abolition of the Right to Buy and Associated Rights (Wales) Bill. This change in legislation is to try and protect social housing from further reduction and ensure it is able to provide safe, secure and affordable housing for people who are unable to take advantage of the housing market to buy or rent a home.

The Abolition of the Right to Buy and Associated Rights (Wales) Act 2018 gained Royal Assent on the 24 January 2018 and the provisions within the Act mean abolition of the rights will come into force on 26 January 2019.

Information for tenants will be issued by the Welsh Government to all social landlords, which will then be provided to affected tenants advising them of this change.


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Prosperity for All

In September 2017, the Welsh Government published ‘Prosperity for All’, a national strategy to deliver its key priorities and set the right foundations to tackle the big challenges faced by the nation.

The strategy is designed to drive integration and collaboration across the Welsh public sector and put people at the heart of improved service delivery: “Prosperity is not just about material wealth – it is about every one of us having a good quality of life, and living in strong, safe communities.”

The strategy identifies five priority areas: Early years, Housing, Social Care, Mental Health and Skills and Employability that have the potential to make the greatest contribution to long-term prosperity and well-being. These are areas where it has been shown that earlier intervention and more seamless services can make a real difference to people’s lives.

The strategy identifies several specific actions in each priority area and in the case of Housing these are:

• contributetoanationaltargetof20,000newaffordable homes by 2021 and make more homes available at an affordable rent;

• makebuyingahomemoreaffordablethrough the “Help to Buy” and “Rent to Own” schemes. Support for buying a home in high cost rural areas within reach of local people through Homebuy;

• acceleratesupportfornewandinnovativehousing designs to meet challenges including pressing housing need, fuel poverty, climate change and demographic change;

• endthe“RighttoBuy”and“RighttoAcquire”in order to protect social rented housing for those in need;

• workwithlocalauthoritiestobegincouncilhouse building at pace and scale for the first time in years;

• significantlyreducethenumberofpeopleforced to sleep on the streets by focusing on the individual support needs of rough sleepers and deliver earlier effective intervention for those at risk of becoming homeless;

• unlockthepotentialofSmalltoMediumEnterprises (SMEs) to build homes and deliver local skilled jobs in all parts of Wales;

• incentivisehousingproviderstobuildhomesthat respond to the challenges of an ageing population and that enable people to live independently and safely in their own homes for longer;

• linknewhousingwithmajornewinfrastructure developments.

Section 4: Housing Need and Demand for Affordable Homes


Wrexham Local Housing Strategy 2018 - 2023The Council is in the process of developing its new Local Housing Strategy 2018-2023. The strategy will outline the Council’s five year vision for the delivery of housing and its related services in the County Borough along with the role of its partners in achieving this.

The current Local Housing Strategy took its priority themes from the Welsh National Strategy – Improving Lives and Communities – Homes in Wales 2010 but it has seen significant changes in legislation, demographics and demand for both housing and services required to support independent living. The priority themes proposed for the new Local Housing Strategy will be the continuation of those within the current 2013-2018 Strategy of:

• Morehousingmorechoice;• Betterqualityhomesandcommunities;and• Betterservicestoimprovepeople’slives.

Section 87 of the Local Government Act 2003 requires local authorities to produce housing strategies. A Local Housing Strategy should be an over-arching document that considers housing related issues at a local authority level, sets out a vision for housing and estate key objectives, with priorities for action, both across the authority and by partner agencies and organisations.

The new Local Housing Strategy will provide a framework that will direct the work of council departments and in conjunction with external partners provide a positive environment for collaboration and sustainable development. The strategy will cover all types of tenures of housing and not just those that are socially rented. The Council is only one provider of affordable housing and the strategy will recognise the role

RSL’s operating in the County Borough and other partners have in the area. The private rented sector in Wrexham is expanding and at the last census there were approximately 8,200 units contributing to the housing offer in the County Borough. The strategy will consider the importance of market housing and private development as key factors in the wider vision of delivering more, good quality homes for people in Wrexham. Consultation of the new strategy will take place with key stakeholders and partner agencies. Public consultation on the common themes of the strategy is scheduled early in 2018 when people will be able to give their feedback and input into the strategy.

There is consistency between the priorities of the National Strategy and Wrexham’s Council Plan 2017-2022 and the new strategy for 2018-2023 will support the Council’s priority of creating a sustainable and thriving economy. The conditions required for this includes access to a balanced housing supply, so it is important that the Council has a strategy to engage private developers and housebuilders to bring a diverse mix of housing to the area. This work will further the ambitions around improving the supply of housing in support of the Regional Growth Bid and capitalising on Wrexham’s key location relative to the Energy, Advanced Manufacturing and Digital Clusters as well as the Northern Powerhouse.

The new strategy will demonstrate the Council’s commitment to both the Well-Being of Future Generations (Wales) Act 2015 and the Social Services and Well-Being Act 2014. The new strategy seeks to identify the type of social landlord the Council aims to be; balancing the business functions and financing of housing services with the ambition of enabling our tenants to live safe and productive lives as independently and as long as possible in good quality surroundings.

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Wrexham’s Well Being Assessment (March 2017)The Well-Being assessment for Wrexham has been completed by Wrexham Public Services Board (PSB). This Well-Being assessment is a snapshot of economic, social, environmental and cultural well-being in Wrexham as of March 2017 and can be found at www.wrexhampsb.org/wp-content/uploads/2017/05/030517-wellbeing-assessment.pdf. The Deposit Plan strategy has had regard to the well-being assessment which provides an analysis of well-being in Wrexham County Borough as of March 2017.

The PSB will use the well-being assessment as the evidence base to agree a Well-being Plan for Wrexham by May 2018. Public consultation will continue to inform this process, and further information can be found at www.wrexhampsb.org.uk

Local Development Plan (LDP) 2013-2028 The Local Development Plan is a key part of the Council’s strategic planning framework, establishing the objectively assessed need for housing across Wrexham County Borough Council to 2028 and identifying a supply of land suitable for new housing development to meet the need identified. It also seeks to create sustainable communities by ensuring that both the right type of homes are built in the most appropriate locations across the borough to meet need and that new development supports a vibrant economy.

The Local Housing Strategy will complement and support both the planning policies set out in the emerging Local Development Plan and the Council’s ambitious plans for growth and seeks to connect local people to the new opportunities being created. It is intended to place local priorities for housing within the context of national and sub-regional housing policy and priorities, ensuring a good fit with sub-regional objectives and with the Council’s wider corporate aims, as well as setting out our plans to address local housing issues in collaboration with local partners.

Consultation on the LDP Preferred Strategy was carried out between February and April 2016, and the Council is currently developing the Deposit Plan. Publication of this version of the Plan will be followed by another period of formal consultation in the Spring 2018.

The Deposit Plan will include detailed policies, proposals and housing site allocations to support the implementation of the Preferred Strategy.


Local Housing Market Assessment (LHMA) 2015In line with Planning Policy Wales, the 2015 Local Housing Market Assessment (http://www.wrexham.gov.uk/assets/pdfs/planning/ldp2/march_2015/local_housing_needs_assessment.pdf) provides the evidence base for the Council’s LDP and Local Housing Strategy. The LHMA provides information on the housing stock, housing market, need and supply across Wrexham and Flintshire. It provides a range of information which can inform policy, contribute to the delivery of a range of housing interventions, help inform and influence strategic responses and shape local and regional strategic housing priorities to inform future investment plans with the overarching priority of growing Wrexham’s economy.

The following table gives the calculations for Wrexham showing the number of households in housing need who require affordable housing. It is based on the prescribed WG guidance on how to calculate the figure:

Analysis through the LHMA needs assessment model reveals that there is an annual shortfall of 157 affordable dwellings across the County Borough over a five year period. This would equate to 2,198 affordable dwellings over the lifetime of the LDP. The LDP cannot deliver all affordable housing; it is only one of the delivery mechanisms. Housing assessments are a snapshot in time and the figure calculated under this model should not be used as a definitive measure of housing need or as an absolute target figure.

In terms of affordable housing tenure spilt, existing households in need and newly-forming households: stated their strongest preferences for social/affordable renting. Overall, analysis would suggest a tenure spilt of 70% social rented and 30% intermediate tenure. The analysis clearly suggests a need for smaller one to three bedroom properties for both under and over 65’s with some three bed general needs (under 65’s). There is also a need to ensure a range of appropriate housing provision, adaptation and support for older people as it is recognised that the Borough has an ageing population.

In terms of intermediate affordable housing for sale, analysis reveals that around one quarter of all households in need can afford an intermediate affordable house at £100,000 or less.

The LHMA highlights that houses remain the most popular, particularly detached and semi-detached properties with three and four bedroom properties and bungalows most popular overall. There is a high level of social rented/affordable housing stock in the Borough with just over 1.4 of every 5 households renting from or in joint ownership either with the Council or some form of regulated housing provider.

Population ProjectionsIn September 2016, Welsh Government Statistics for Wales issued its first release of population projections based on 2014 figures. In 2014, Wrexham had a population of 136,700 with a projected population in 2039 of 150,000.

Between 2014 and 2039 the population of Wrexham is projected to increase steadily by around 13,300 (9.7%) This is the second largest increase of the local authorities in Wales. Only the 0-4 and 5-10 age groups are projected to fall, with the largest increases in the older age groups. Net migration will account for an increase of 8,600 in the population between 2014 and 2039 with natural change accounting for a further 4,700 increase.

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Affordable Housing Need 2014/15Current Need + 4586Available Stock 507Newly Arising Need 448Supply of Affordable Units per year 797Annual additional Affordable Units Needed (Annual imbalance)

157


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Affordable Housing and Community Infrastructure Levy and Development Viability Assessment (2014)Maintaining the viability of residential development schemes is crucial to ensuring the release of sites and ensures a continued supply of housing of all types across the County Borough. The Council needs to make sure that new infrastructure and community facilities are provided as part of new development where necessary. At the same time, it must make sure that any extra cost placed on developers does not render schemes to become unviable and ultimately not delivered on the ground.

There is currently a lack of availability of land given that the Unitary Development Plan housing requirement has been met and the plan has expired as well as a shortage of Council-owned land to develop new housing. The result of previous strategies which included disposal of land to RSL’s to develop affordable housing, mean there are very few areas of land available to the Council and those that are, are of low quality or affected by ground conditions with old mine shafts and workings being a significant factor.

The Joint Wrexham and Flintshire Strategic Affordable Housing and Community Infrastructure Levy Viability Assessment (November 2014)¹ was prepared to assist in the setting of affordable housing targets and thresholds and identify the headroom for a potential CIL charge across the range of different use classes within the County Borough. This evidence has informed the settlement hieracrchy² to give a broad, strategic indication of viability levels within settlements which has a knock on effect on the ability of

an area to deliver development and associated planning gain. The study also recognises that varying development density amongst a range of other factors can have an effect on viability.

This assessment has been used to give an indication of the likely level of affordable housing which could be delivered on site allocations, in the emerging Deposit Plan Policy.

Older Persons Housing Needs and Aspirations StudyA study was undertaken in 2013 into the housing needs and aspirations of older people living in the County Borough. The findings of this study were fed into the current Local Housing Strategy and conclude that older people expect choice, quality and the opportunity to adopt a positive lifestyle in old age. It is proposed to update this study during 2018. A stock option appraisal has been completed on the Council’s sheltered housing stock and discussions are ongoing in order to assist the Council in deciding the future viability, use and improvement of this type of housing.

¹ Joint Wrexham and Flintshire Affordable Housing and Community Infrastructure Levy and Development Viability Assessment (November 2014) http://wrexhamldp.wrexham.gov.uk²Background Paper 2: Settlement Hierarchy and Development Potential (February 2016) http://wrexhamldp.wrexham.gov.uk


Extra Care Housing

Tŷ Glas Housing Society in conjunction with Wrexham County Borough Council are developing an Extra Care Housing Scheme called Maes y Dderwen for older people. This will be a development consisting of 60 one and two bedroom high quality apartments for rent with communal facilities located in the centre of Wrexham. The scheme is designed to meet varying levels of need for care and support, helping people to live in their own homes as independently as possible and providing an alternative to residential care. Housing management and ancillary services on site will be provided by Clwyd Alyn Housing Association as Managing Agent for Tŷ Glas Housing Society whilst the Council will commission on site-domiciliary care and housing related support for residents with an assessed need. It is anticipated that the scheme will be opened in Summer 2018.

Housing StockIn Wrexham County Borough over 22% of the stock is social rented / affordable housing. There is a lower than average level of shared ownership accommodation. 13.6% of all households in Wrexham rent privately and there is a lower than average level of private rented housing despite rapid growth in the sector since the 2001 Census. This growth is expected to continue and is expected to compete with social / affordable rent as the second most available tenure over the next 5 to 10 years.

Council Housing Register and HomelessnessDuring 2016/17 a total of 1172 Council allocations were undertaken which is an increase of 202 in the number of allocations in 2015/16 which was 970:

For the period 1st April to 31st December 2017, 677 allocations were carried out, of which 388 (57%) were waiting list allocations, 223 (33%) transfer and 66 (10%) homeless allocations. As at December 2017, there were 1719 people registered on the Council’s housing register. Some areas of the County Borough remain to be more popular than others and the waiting time for people being allocated properties can vary due to demand for particular types of property and vacancies occurring in specific areas.

In 2016/17, 1,345 homeless applications were made to the Housing Options Team, an increase of 325 applications compared to the figure in 2015/16. Progress continues to be made on both preventing and alleviating homelessness within the County Borough. There are many housing options available to meet all circumstances and include the following: providing advice on individual’s rights, claiming financial assistance, exploring options such as mediation, housing support, providing assistance out of the Prevention Fund, rent in advance deposits and bond schemes.

Wrexham Council is currently working on a homelessness strategy for 2018 and is undertaking a homeless review. Work on the homelessness strategy is taking place at a regional level, with all North Wales local authorities taking part. It is anticipated that the findings of Wrexham’s homelessness review will be used to inform local action plans that will sit behind the main strategy document for each local authority.

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Allocations 2015/16 2016/17Waiting List 539

(56%)643 (55%)

Transfer 315 (32%)

361 (31%)

Homeless 116 (12%)

160 (14%)

Total 970 1172


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The new homelessness provisions in the Housing (Wales) Act 2014 which came into effect on the 27 April 2015 included new duties on Local Authorities to help all eligible applicants to keep or find a home. There remains continued pressure on the Council’s housing stock to provide both temporary and permanent accommodation for those who are homeless. In 2016/17 the Council were successful in assisting approximately 51% of applicants (677 families or people) into long term or permanent accommodation.

The Housing (Wales) Act 2014 enables local authorities to discharge their homeless duties into the private rented sector. To facilitate this opportunity the Council established a Local Lettings Agency in 2015 to provide access to good quality, well managed and affordable homes within this sector. The agency manages a mixed portfolio of 78 units that includes shared housing and Houses of Multiple Occupation (HMO’s). The Council is currently exploring further opportunities for the Local Lettings Agency to provide a framework for intermediate rent and possibly low cost housing options.

Working with Registered Social Landlords (RSL’s)The Council works closely with RSL’s, private developers and housebuilders in the area providing access to a range of social rented housing, intermediate rental and low cost home ownership which comprises of shared ownership or shared equity housing. Since December 2005, the Wrexham Housing Alliance has been established whose membership includes representatives from the Council, RSL’s and from the National Landlord Forum. Meetings are held on a quarterly basis to discuss housing issues in the County Borough, co-ordinate delivery of the Local Housing Strategy and address key housing priorities.

The Council has also entered into a nomination agreement based on the principles of the Regulatory Framework for Housing Associations Registered in Wales 2011 with the following RSL’s:• Abbeyfield(Wrexham)Society• ClwydAlynHousingAssociation• GrŵpCynefin• HabintegHousingAssociation• NorthWalesHousingAssociation• Wales&WestHousingAssociation• FirstChoiceHousingAssociation

This nomination agreement relates to certain properties let by RSLs in the Wrexham area and the Council is offered the following nomination rights on eligible properties:• onnewRSLdevelopmentswhereeither

land has been gifted by the Council or Welsh Government grant supported – 100% of all first lettings and a minimum of 50% on relets;

• onallothernewdevelopmentsaminimumof50% of all first lettings and a minimum of 50% of relets and

• aminimumof50%ofreletsonexistingRSLproperties.


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New Build & DevelopmentsFollowing the move to a self-financing HRA with buy out of the subsidy system in April 2015, the Council can now not only finance investment in its housing stock in order to meet the WHQS but also build or purchase new homes. The Local Housing Strategy 2018-2023 will outline the approach the Council will take to increase and adapt its housing stock to meet increasing demand as well as contribute to the Welsh Government’s delivery of 20,000 affordable homes across Wales.

The Council’s Executive Board approved a Build and Buy Programme in 2015, which set out 15 recommendations to support the increase of affordable housing units in the County Borough. This included commencing a house building programme, purchasing housing units and developing an externalised Local Lettings Agency to pursue a wider range of tenure options. Investment in new stock will respond to evidenced needs and future developments. It will link with the emerging Local Development Plan to establish priority sites that are viable, respond to changing demographics and contribute to sustainable communities.

The Council needs to be able to provide more housing in rural areas where securing affordable units from private developments are limited. As the Council is now able to purchase ‘off the shelf’ housing in areas with little or no affordable housing, this will ensure families are not separated by the lack of affordable housing within rural and exclusive areas.

Under the Council’s approved Build and Buy Programme, there are plans to bring forward 3 sites from 2018 which will deliver a minimum of 34 units within a £4.7m allocation of HRA borrowing. The Buy element of the programme will see £6m allocated for purchase of units off-plan from developers and this work is ongoing.


Armed Forces CovenantOn the 5 April 2013, 21 partners across Wrexham signed the Armed Forces Community Covenant (AFCC) for Wrexham. The AFCC is a voluntary statement of mutual support between a civilian community and its local Armed Forces Community. It is intended to complement the Armed Forces Covenant, which outlines the moral obligation between the Nation, the National Government and the Armed Forces, at a local level. The purpose of the Community Covenant is to encourage support for the Armed Forces Community working and residing in Wrexham.

Following a successful bid made to the Ministry of Defence, Homes for Veterans Libor Fund, Tŷ Dewr was opened in 2016. Tŷ Dewr offers 12 ensuite bedrooms in a high quality newly refurbished home set in a rural location a couple of miles from Wrexham’s town centre. The building was refurbished by First Choice Housing Association and the accommodation provides support for veterans who may struggle to make the transition into civilian life or who suffer from PTSD, addictions or other mental health issues.

During 2017, two Armed Forces Liaison Officers have been employed to work in Wrexham and across North Wales to promote the Armed Forces Community Covenant. Covenants aim to ensure that when servicemen and women leave armed forces they are not disadvantaged in anyway by their service to their country. They will look at existing policies and procedures in areas including Human Resources, Social Care, Education and Housing and make sure the needs of the armed forces community are fully considered in any strategic plans and services linked to legislation.

Within the current Allocation Policy. applicants who have sustained injury as a result of service in the Armed Forces, or who are at risk of homelessness due to their discharge are placed in Band 1. In placing members of the armed forces in Band 1 enables the Council to meet its statutory duties as set in the Housing & Regeneration Act 2008, adopted by WG in March 2009 and its obligation as a signatory of the Armed Forces Covenant.

Work commenced in 2017 on a self-build scheme of a new 16 apartment development in Wrexham called Ty Ryan project. This development is in association with Williams Homes and First Choice Housing Association. The project will see a selection of veterans gain on-the-job experience while being employed to build their own apartment complex. The Wrexham Western Gateway development, supported by Wrexham County Borough Council, will consist of one and two-bed apartments and will be partly funded by the Ministry of Defence Veterans Accommodation Fund. The project will help ex-forces personnel to learn new skills, have access to future employment opportunities and offer housing for veterans.

15 18


19

Central to our vision is the expectation that all tenants shall have the opportunity to live in good quality homes.

The WG first published the WHQS in 2002 and which expects all landlords in Wales to adopt the standard and meet it by 2020. The WHQS has been developed to provide a benchmark for the physical standard and condition of all existing social housing in Wales. The WHQS standard gives tenants the opportunity to live in good quality homes that are:• in a good state of repair;• safe and secure;• adequately heated, fuel efficient and well

insulated;• contain up to date kitchens and bathrooms;• well managed;• located in attractive and safe environments;

and• as far as possible suit the specific

requirements of the household e.g. specific disabilities.

Delivering the Capital Investment Programme 2018 to 2020To achieve the WHQS, Local Authorities are required to devise detailed programmes of works. The priority for the 2018/19 financial year is to continue to work towards maximising the number of our properties that achieve WHQS.

The Capital Investment Programme is funded from WG’s Major Repairs Allowance, HRA Revenue Contributions, Capital Receipts from sale of assets and Prudential Borrowing. When combined they will fund the investment programme to 2020 and beyond.

The WHQS Investment Programme for the next 5 years is outlined in Appendix 2. For 2018/19 an investment programme of £50.3m is proposed and a further £103.3m for the following 4 years 2018/19 to 2022/23.

The future estimates of work have been revised following the knowledge and experience which has been gained since the commencement of work. The total programme cost for the period 2018 to 2020 is estimated to be £103.2m (at current prices) to achieve the WHQS by 2020.

The programme to 2020 will see:• asmallnumberofkitchenandbathroom

replacements where there has been a previous refusal.

• re-roofing will continue and increase until the 2020 deadline;

• non-traditional properties will receive External Wall Insulation (EWI) by 2019;

• full and partial rewires will continue and increase until the 2020 deadline; and

• replacement of central heating systems to continue until 2020 with numbers reducing annually;

• following the outcome of the stock option appraisal report, options to be explored on whether to refurbish, replace or reduce the number of sheltered housing schemes; and

• external works and environmental programme continue until all properties comply with the external requirements of the WHQS.

Section 5: Welsh Housing Quality Standard (WHQS)


WHQS Progress by Component

20

Component

Roofs & associated components

Windows

External Doors

Kitchens

Bathrooms

Energy Rating

Central Heating Systems

Electrical Systems

Mains Powered Smoke Detectors

External Works

%

2018/19

%% No.

972786

--

--

1100098

1059194

1013090

--

865377

2019/20

% No.

1112698

--

--

1120099

1111698

--

1078796

2020/21

% No.

--

--

--

Baseline

No.

848375

11171100

11171100

11171100

11171100

1020090

979987

828173

11171100

704162

%

Full compliance with the WHQS will be achieved in 2020.= 100% compliance

How the Capital Investment Programme is Identified and PrioritisedThe investment programme and property lists for work to be carried out are primarily identified via the use of an Asset Management IT System. The Council utilises an asset management database, currently Keystone Version 7.4, to record data on its housing stock. All properties in the database have been populated with the information required to generate WHQS programmes of work and produce forecasting reports required for the 30 year Business Plan as well as the requirements to 2020.

The data has been sourced via stock condition surveys carried out both internally and by external consultants and updated with future replacement dates once completion of the various work elements has occurred.

The Keystone system was implemented in 2010 and has provided a much better knowledge of the housing stock and allows more effective asset management. The system currently provides:• investment planning detailing addresses and

costs;• asbestos register;• energy efficiency monitoring;• servicing information and programming for

gas and fire risk assessments;• scenario modelling allowing changes in costs

and life cycles to be modelled without altering the base data;

• sustainability modelling; and• links to the Council’s mapping system

allowing the various programmes to be shown geographically.


21

In building up programmes of work and the forecast costs associated with these, the Keystone system uses the life cycles for each element advised in the ‘Stock Condition Surveys – Guidance’ available at: http://gov.wales/topics/housing-and-regeneration/publications/stocksurveys/?lang=en

The cost for each element is based on actual costs incurred; these costs are monitored and updated annually.

The table below details the life cycles for each element used in the Asset Database for future replacement times and associated costs. These have been included in our 30 year plan. These anticipated life cycles are established on the basis of guidance contained within the Welsh Government’s ‘Stock Condition Surveys – Guidance’ document and the BCIS ‘BMI Life Expectancy of Building Components’.

Element Life Cycle (Years)

Kitchen 20Bathroom 30

Extract Fan 15Electric Shower 15

Boiler 15Central Heating System 25

Electrical Installation 35

Roofing Slate 70

Clay Tiles 50Concrete Tiles 50

Repointing 40Chimney Stacks 40

uPVC Windows 30

uPVC Doors 25

Keystone is crucial in the planning and monitoring of the WHQS programme and the updating of information ensures that forecasts and remaining works are accurate. The system is updated monthly with the various completed works elements. The methods of updating are generally via spreadsheets (Keystone Generic Interface, KGI) which allow a number of addresses and elements to be updated electronically. The Council is in contact with other users of Keystone in Wales and representatives have attended user group meetings specifically for Welsh users.


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Acceptable FailsAcceptable fails are logged on the Keystone Asset Management System and can be for one of the following four reasons:-• cost of remedy;• timing of remedy;• resident’s choice; and• physical constraint.

Acceptable fails are noted under one of the above heading reasons. To date the majority of acceptable fails have been due to ‘Resident’s Choice’ with the amount of tenants who are refusing a new kitchen and bathroom having increased to approximately 25%. A programme for targeting these addresses, along with the addresses that have previously been offered a new kitchen and bathroom at the start of the programme commenced in April 2017. This programme of re-visiting refusals is ongoing with a high number of letters being sent out to tenants during 2017 who have refused works, however the response rate has been poor.

When tenants decline the offer of a new kitchen or bathroom, these will be modernised when the property becomes vacant. A very small number of residents also choose not to have a new central heating system or an electric rewire due to the disruption, however, the properties must be safe for the refusal to be accepted. To date there have been no recorded acceptable fails due to either cost, timing of remedy or physical constraint.

Proposed Capital Investment Programme for 2018/19The budget for kitchen and bathroom replacements will decrease as all of the community areas will have been completed apart from those properties where there has been a refusal. The programme will still include enhanced works to kitchens such as demolishing pantries, structural works and meter and boiler movesinordertoensurethatthesize,layoutandinternal arrangements are considerably improved for tenants and their families.

As part of the WHQS there is a requirement to ensure all heating systems are reasonably economical. The programme for 2018/19 will continue to focus on replacing the older, inefficient central heating systems by age of system. We anticipate some 580 properties being provided with new systems during the year. The work on central heating systems will also contribute to achieving the energy efficiency targets set by the WHQS. All Council properties now have central heating due to the significant expenditure on heating systems in recent years.

We anticipate over 700 properties being either rewired or partially rewired during the year. Where required, full electrical rewires are being carried out in conjunction with the kitchen work to ensure co-ordination as well as reducing tenant disturbance.


The budget for roofing and associated components will increase slightly in 2018/19 and we anticipate over 1160 properties being re-roofed during the year. Work continues to progress across the County Borough to re-roof properties identified as in need of work, with works being concentrated on houses and flats where stock condition surveys have identified work needing urgent attention. Re-roofing of non-traditional housing stock is carried out in conjunction with EWI works as cost savings are made by utilising the scaffolding for both types of work.

£1.8m has been allocated for the ongoing programme of adaptation work which benefits tenants who are in need of adaptations to their home to enable them to remain in their own home for as long as possible. Whilst the majority of adaptations remain small scale such as ramps, handrails, etc., there is an increasing number of larger adaptations such as level access shower facilities and extensions being requested.

The budget for external doors finances the replacement of front doors and frames which is in the main, work undertaken to flats. Fire doors are being fitted in appropriate locations following the introduction of the Regulatory Reform (Fire Safety) Order 2005. A duty is placed on authorities to undertake fire risk assessments to all buildings that contain communal areas and to carry out any remedial works identified. Risk assessments to assess sheltered housing schemes and flats have been completed again in 2017/18, and works will also been completed and work prioritised according to the risk identified.

Sheltered Housing StockA stock option appraisal has been completed by appointed consultants Michael Dyson Associates on the Council’s sheltered housing stock. This will assist the Council in deciding the future viability and investment required in this type of housing. The financial outcome of this study is not yet known but several options have been considered and factored into the financial modelling of the Business Plan.

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Estate Remodelling Project - Plas MadocPlas Madoc housing estate is currently being re-modelled. A Project team comprising officers from the Housing and Economy Department, Planning and Environment and Local Members has been established. A 10 year Masterplan has been prepared detailing the vision and phased direction estate re-modelling will take. This Masterplan identifies opportunities for action and interventions that will deliver a long term vision for the Plas Madoc estate, aiming to utilise a joined up approach to regenerating the whole estate. Due to the volume and cost of work required it is accepted that there will not be a quick remedy. A number of projects have been identified which are to be undertaken in the short, medium and long term.

In recent years, a series of piecemeal demolitions have been undertaken within the estate in order to provide improved aesthetics to the area. Although the demolition provided improvement by opening vistas, the areas have often been left as concrete bases or, in some cases, grassed over. In April 2016, the Council’s Executive Board agreed a number of proposals for the estate, including demolition of 22 of the unpopular three storey properties, demolition work was completed in October 2017. Also approved were opportunities for unpopular properties to be redesigned, new build properties, small gardens to be redesigned to offer better space wherever possible, poor landscaping and public spaces to beredesignedandformalizedparkingareastobeprovided.

Funding for the demolition was provided from the existing Capital Investment Programme, but funding for redesign works is yet to be identified. It is anticipated that this re-modelling will create physical change and improvements which will support the creation of a safer and more attractive living environment giving residents more pride in their homes and the estate.

As part of the Capital Investment Programme in achieving the WHQS, the following works are underway in the Plas Madoc area:• installationofEWIwhichcommencedin

October 2017;• newroofingwhereapplicable;Planned works include:• renewaloffencingwhererequiredandpath

repairs under the External Works programme;• improvementworksundertheEnvironmental

Improvement budget;• newkitchensandbathrooms;and• rewiresandnewcentralheatingwhere

required.

A number of consultation events have taken place with tenants and residents living on the estate to seek their views on the future appearance of properties and on the design of the estate, working closely with students from Glyndwr University in preparing visual aids to be used as part of the consultation, including a model of the estate and a ‘fly through’ film, which was showcased to residents during January 2017. Consultation with tenants will also be ongoing throughout the duration of the project.

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Progress on Delivery of the Programme for 2017/18The current 2017/18 programme of work had a revised budget of £51.5m, delivering works both internally and externally to properties. The Council endeavors to ensure co-ordination of works wherever possible with the aim of maximising the number of properties that achieve the various elements of the WHQS. Additionally, whilst co-ordinating the works, careful consideration is given to tenants being able to cope with large volume and packaged works. Detailed specifications and scopes of work have been developed and are in place for WHQS works.

The 2017/18 programme has seen the continuation of installing new kitchens and bathrooms. As part of this programme rewiring of kitchen circuits as well as plastering where required has been offered to tenants. The programme for installing these has been agreed on properties in Community Council boundaries, on an alphabetical basis, with the last few wards being completed by March 2018. Generally and before works commence in an area, an open day is held for tenants to attend and look at the range of kitchens and ask questions, providing tenants with the opportunity to meet both the contractor, Tenant Liaison Officer and the officers responsible for the daily management of the programme.

Kitchens are being individually designed and installed in line with the WHQS requirements. The process for tenants to be consulted and offered a range of different colour schemes for units, tiles and worktops has continued throughout 2017/18, which provides them with a new, modern and up to date kitchen and bathroom.

Work is progressing well on all the major elements of the programme with most targets being anticipated to be achieved before 31 March 2018. Rewiring work has been brought forward, partly to co-ordinate the programme with the kitchen and bathroom work which minimises disruption for the tenant. There will be a large number of properties where a partial rewire will be required, these will be targeted after the main kitchen and bathroom programme.

During delivery of the investment programme, the Council has decided to undertake some high volumes of enhanced work to properties within the programme, in particular to kitchens, bathrooms and empty properties. These enhanced works include, but are not limited to, removal of pantries, internal stores, enlarging kitchen areas, moving bathrooms upstairs, renewing ceilings, over-boarding walls, remedying damp and structural issues.

25


Early in 2017, a report was presented to the Council’s Strategic Leadership Team, which proposed increasing the standards and volume of works in vacant properties. When undertaking work to empty properties, enhanced work has been undertaken to improve those properties which are in a poor condition. This includes extensive re-plastering, redecorating, structural works, new heating, rewiring and work to the exterior of the property including fencing and footpaths. Undertaking this additional work is considered to be beneficial and, in many cases necessary as it is cost effective to carry out this work whilst the property is vacant. In addition, this benefits the future in terms of tenant satisfaction and property desirability for re-letting. A new framework has been set up for four Contractors to work in designated areas for voids and this will commence in early 2018.

Appendix 3 shows the current position of the Council’s housing stock in achieving the WHQS.

Non-Traditional HousingThe Council owns 1,639 non-traditional properties. These are houses not built from the traditional brick type construction. During 2014, Michael Dyson Associates Ltd were commissioned to establish the structural condition of the non- traditional stock, their likely future life, repair requirements and cost options to maintain a 30 year assured life. The survey found that the Council’s non-traditional properties to be, by and large, in a reasonable structural condition and recommended a programme of moderate repairs, most prominent of which is the installation of external wall insulation.

A programme of EWI has commenced and is on site in a number of areas of the Borough. Work is being undertaken making homes more energy efficient, cheaper to heat and increase the overall lifespan of the property by protecting the structure.

The work will also significantly improve the outer appearance of houses with attractive designs of render and brick slips covering the insulation. The brick slips give the properties the appearance of traditional brick houses resulting in a huge

physical transformation to many streets as well reducing fuel costs for individual tenants as helping in improving their well-being.

For the financial year 2017/18 the focus has been on completing our Airey, Cubbitts and Trusteel property types. The Cubbitts properties in the Acton area and Trusteel properties located in the Coedpoeth area, have received a traditional EWI solution. The Airey properties are located in a number of areas across the County Borough are receiving a Structural EWI system. An element of the roofing programme has been co-ordinated with the EWI works to these properties to allow the works to be carried out simultaneously; this allows roofing details to be amended to suit EWI and to reduce disruption to the tenants. During 2017/18 we expect to complete 214 Airey properties and 149 Cubbitts properties.

We anticipate that the EWI programme will in 2018/19 deliver works to 45 Airey and 202 Cubbitts properties across the County Borough.

26


Environmental StandardThe external environment areas of the housing stock are within elements of Part 6 and 7 of the WHQS. To ensure we achieve these elements, a new budget was introduced to the Capital Investment Programme in 2015/16 which funds a rolling programme of external works within the curtilages of the housing stock. This budget and approach has been reviewed due to challenges faced during delivery of the programme. For 2018/19 a budget of £10.7m has been allocated.

The budget for works to gardens and external storage up to and including the boundary of the property will fund a rolling programme of:

• fence/wall repairs/replacements;• path repair/replacements within the curtilage; and• communal area repair/refurbishment and storage provision if appropriate.

A detailed specification has been produced, updated and is constantly being reviewed which scopes out what external works will be undertaken in order to allow a standardised approach to be adopted in achieving the WHQS Environmental Standard. This budget area is challengingaspropertiesdifferinsizeandthework that is required following an assessment differs dramatically.

Prior to the works progressing, Surveyors visit all properties and discuss what works are to be carried out with individual tenants. Tenant satisfaction with the schemes is gauged through the use of face to face contact and also completion of satisfaction questionnaires.

The External Works Programme will follow an alphabetic community area approach and will follow on to those properties which have had internal works. This minimises the number of contractors working in the area and will complete

the WHQS programme maximising the number of properties achieving WHQS in their entirety. The first and second year of the programme have both been challenging due to the scope of the works, and whether to approach the properties in a repair based manner or to develop a more robust approach where enhanced works will be carried out. A more detailed approach is currently being undertaken where a complete plan is being developed for an area, this will focus on the estate as a whole, additionally linking how the estate will look in line with the external works to individual properties.

In addition an Environmental Improvement budget exists as it has allowed for positive efforts to be made to improve the environment and appearance of housing estates and has proved popular with local communities. In consultation, Estate Managers, tenants and Local Members identify possible schemes which are funded from this programme. The Environmental Improvement budget will also be used to enhance the works carried out by the External Works Programme.

Work to improve the external environment also include a number of Environmental Action Days which are held during the course of the year within most estate areas. These events which are held in association with other Council departments, Tenant & Resident Associations, Local Members, voluntary groups, Police and Fire Services, promote recycling and generally clean up local areas. Skips are provided and assistance given to local tenants and residents to remove bulky items of rubbish. These events prove very popular and make an instant impact on improving the overall appearance of an area.

Further budgets fund work to Council garage sites and HRA land and also boundary wall works.

27


Use of Contractors in Delivering the ProgrammeThe Housing and Economy Department has adopted a low risk based, proportionate approach to procurement to ensure we encourage a mixed range of contractors, including SME’s. This helps to stimulate a varied and competitive marketplace and support the local economy. We continue to monitor our use of local contractors on WHQS works.

The Council’s Delivery plan details how it will deliver the various contracts and the approach is designed to:

� utilise existing Frameworks;� where new tenders are required they are

based on multiple years with EU allowable procurement extensions (e.g. 2 +1+1); thereby allowing partnership and investment from Contractors; and

� works have been split in lots to allow both large multinationals and local companies to apply.

Where contracts have been awarded, robust monitoring using a KPI based approach ensures that delivery is achieved both on time and to the desired quality.

Community BenefitsThe Department is committed to maximising the value for every pound it spends, and via the use of Community Benefits, believes it can promote social, economic and environmental well-being in the widest possible sense. Community Benefits fall into two broad categories – Core benefits and Non-core benefits. Core benefits form part of the contractual requirements and staff continue to work in partnership with the Finance Department to ensure that Community Benefit clauses are in all its major WHQS contracts. Contractor compliance continues to be monitored via the use of Key Performance Indicators using the Community Benefit measurement Tool, which is returned to Value Wales on an annual basis.

Where Core Community Benefits are stipulated, Contractors are required to employ or maintain Apprentices, provide training and commit to local employment.

Non-core benefits do not form part of the contractual requirements and include for example, the softer outputs such as sponsorship, kitchen replacements in community centres, play equipment and community benches. The Council has devised a process for handling requests for all Non-core community benefits in order to ensure consistency and transparency for all concerned and provide a central point of contact for all Elected Members as this provides better administration of the requests in order to ensure accuracy and fairness across the County Borough.

Examples of Community Benefits we expect to be provided by Contractors are:

� employment of Local Labour;� local Apprentices/Trainees;� refurbishment and support of community

facilities;� talks by contractors at school/college careers

days;� sponsorship of community events &

initiatives;� opportunities for SME’s; and� work placement/experience opportunities.

2428


Employer PledgeThe Council’s Executive Board in 2015, approved the integration of the Employers Pledge within the Council’s procurement processes as a means of maximising value attached to Community Benefits. The purpose of the Employer Pledge is to create sustainable work experience and employability opportunities to support improved economic outcomes for unemployed people in the County Borough. It is supported by a partnership of agencies including the Council, Job Centre Plus, Coleg Cambria and Glyndwr University. This has been adopted into the procurement practices as a policy of the Council.

Verification of Compliance with WHQSIn addition to the Council’s own verification, it is currently working with Flintshire County Council, in order to provide independent verification for compliance with the WHQS. This entails an examination of a sample of completed works, the methodology used to update WHQS compliance results and an analysis of the use and appropriateness of the ‘acceptable fail’ criteria. Officers from Flintshire have recently completed an audit of Wrexham’s compliance and vice-versa and positive feedback has been received.

29


The HRA Business Plan Model demonstrates that the Council can balance income and expenditure in the long term, whilst meeting capital financing costs and other obligations, and achieving and maintaining the WHQS over a 30 year period.

The Housing Revenue Account (HRA) and Self FinancingUnder Part VI of the Local Government and Housing Act 1989 a Local Housing Authority has a duty to keep a HRA. This account records the statutorily defined revenue income and expenditure in relation to Council Housing, (e.g. rental income, supervision and management and repair and maintenance costs).

Any expenditure or income not related to the Landlord Service is recorded in the Councils General Fund. The HRA is ring-fenced, which means that no resources can be transferred to or from the General Fund. The Council has a duty to ensure that the HRA does not go into deficit in any year.

The WG and the UK Treasury reached an agreement allowing the 11 stock retaining Local Housing Authorities in Wales to exit from the HRA Subsidy System and become self-financing from April 2015.

The agreement was in two parts; firstly it required a one off settlement payment of £146.3 million to be made by the Council to the UK Treasury and, secondly the Council became subject to a cap on HRA debt of £294.9 million. The 30 year financial model shown in Appendix 4 demonstrates that this is affordable over the longer term and that headroom is available as provision for repayment of debt is made over the period.

The introduction of self-financing has given the Council the resources, incentives and opportunity to provide good quality, well managed council homes and to plan for the long term with certainty. For the first time, the Council is now in a position where it can support its landlord activities from its own income, enabling us to:

� Deliver WHQS work, to ensure achievement by 2020, and sustain it into the future;

� Increase investment in existing homes and in regenerating neighbourhoods;

� Increase the supply of new affordable homes;

� Create jobs and training opportunities, and increase investment in the local economy.

Rent Setting PolicyLocal authorities and housing associations are responsible for setting the rents for social housing properties within a financial and policy framework established by the WG. Part 4 of the Housing (Wales) Act 2014 provides the legislative framework for social housing rents.

Section 6: Financial Modelling and Resources

19 30


The WG Policy for Social Housing Rents was applied to Local Authorities from April 2015 with the agreement being for an initial 5 year period. Under this policy, a Target Rent band for each type of property is set each year. These Target Rents are based on a consistent set of principles suchasthesizeandtypeofdwellingwithineachLocal Authority area. The Council is required to set rents which fall within 5% of the mid-point of this Target Rent band.

A number of the current rents charged to tenants in Wrexham are below Target Rent whilst others are above. The Council intends that all rents will eventually be at the Target Rent level but in some cases this may take several years. In moving towards the Target Rent, it has been agreed that transitional arrangements are put in place.

As we move into the final year of Welsh Government Policy for Social Housing rents during 2018/19 a review is currently being undertaken to ensure it remains appropriate and sustainable. As part of the stress testing of the Business Plan, the Council has modelled a range of possible scenarios, specifically in relation to the annual rental uplift mechanism in order to assess the cumulative impact on its Rental Income over the 30 year period.

Welfare Benefit Reform & Potential Impact on HRAThe introduction of Universal Credit and the continued roll out of the Government’s Welfare Reform programme will impact on tenants and the Council. The changes which will probably have the greatest effect on tenants are the furtherreductionofthebenefitcap,freezingof certain benefits at 2016 levels and roll out of Universal Credit full service from October 2017. It is anticipated that these proposals will have an impact on the Council’s rental income and a provision for bad debt has been made within this Business Plan. Systems are in place to try and minimise some of the effects and staff continue to give advice and signpost both tenants and perspective tenants with regard to meeting some of the challenges.

The HRA Housing Capital Investment ProgrammeThe proposed HRA Capital Investment Programme for the next 5 financial years is shown in Appendix 2. The investment level required for each element is derived from detailed stock condition survey information for the entirety of the Councils Housing Stock. This is approved in accordance with Asset Management Plans and will ensure that all of our properties achieve WHQS by 2020 and to maintain it into the future.

A Capital Investment requirement of £50.3m has been identified for 2018/19 and a further £103.3m for the following 4 years 2019/20 to 2022/23.

Funding for the Capital Investment Programme comes from a combination of the WG Major Repairs Allowance, HRA Revenue Contributions, Capital Receipts from the sale of assets and Prudential Borrowing and the chart below illustrates the proposed sources of funding in 2018/19 to facilitate this:

2031

Prudential Borrowing

£31.1mRevenue

Contribution£9.6m

Major Repairs Allowance

£7.6m

Capital Receipts£2.0m

Funding for the 2018/19 HRA Capital Programme


The 30 Year Financial ModelThe HRA Business Plan Model (Appendix 4) demonstrates that the Council can balance income and expenditure in the long term, whilst meeting capital financing costs and other obligations, and achieving and maintaining WHQS over a 30 year period. A summary of the model is shown in the table below:

Revenue Income and Expenditure

Capital Expenditure and Funding

21 32


Key Facts and Figures:

• Themodelanticipatesatotalcapitalspendof£867million(includinginflation)over30yearsofwhich £104.7 million will be used to reach WHQS by 2020.

• Itrequiresapproximately£54millionofborrowingby2020.• TotalrevenuefromRentsandOtherChargesisexpectedtobe£2.6billionover30years.• TheAverageWeeklyRentfor2018/19isanticipatedtobe£87.71• TheCapitalFinancingRequirementisexpectedtopeakat£290millionin2019/20inrelationtoa

Debt Cap of £294.9 million.• Themodelincludesplannedexpenditureof£10.7millionforthebuildinganddevelopmentofnew

Council Housing and £12.6m for sheltered accommodation review.

Key Assumptions in the 2018/19 Financial Model:

The model contains a number of key assumptions including implications of Welfare Reform, achievement of the WHQS by the agreed deadline, future rent levels, capital receipts, inflation levels, empty homes and changes in housing demand.

Area Assumption Rate / ValueGeneral General inflation rate 2%Rental Income Rent increases 2018/19 CPI + 1.5% + £2 per week transitional amount

Rent increases beyond 2018/19 CPI + 1% + £2 per week transitional amount Voids provision 2.5% of Rental Income in 2018/19, 2.2% in

2019/20 and 2% in 2020/21Bad debt provision 1.5% of Rental Income

Costs Staff cost increases 2% per annumMaintenance cost inflation 2% per annumWHQS cost inflation 2% per annum

Debt Debt Pools Single pool approachConsolidated Rate of Interest (CRI)

3.6% for 2018/19 and 3.5% from 2019/20 onwards

Minimum Revenue Provision (MRP)

2% straight line for HRA supported borrowing pre buy out) and HRA Subsidy Settlement debt.

New Prudential Borrowing is calculated on asset life.

The Business Plan assumes no early voluntary repayment of debt.

Other Major Repairs Allowance £7.6m per annum with no inflationary increaseRight to Buy Sales 25 in 2018/19 and nil thereafterMinimum HRA Balance £5m

33


Risk and Sensitivity AnalysisThere are a number of risks that will impact on the HRA and future rental income, which is required to fund services to Council tenants and WHQS housing improvements.

The assumptions in the plan together with the additional borrowing requirement which accompany it present the Council with a level of risk. Managing risk is an integral part of our planning process and the assumptions in the Business Plan are regularly reviewed.

Achieving the WHQS is included on the Council’s Risk Register and actions have been put in place to help minimise and reduce these where possible.

A WHQS Risk Register and Welfare Reform Risk Register are also in place and reviews are carried

out every six months, with all risks identified and actions being put in place to help mitigate these risks.

A WHQS Programme contingency plan has also been introduced which can be implemented to mitigate the risks identified in the risk register, should they occur. This plan is also reviewed and revised following the Risk Register review.

Sensitivity analysis is an informative tool which can be used to stress test the key variables within the base financial model in order to establish the impact of any potential variations in the assumptions made. In order to carry out this exercise, the Council has identified a number of key risks to the viability of the HRA Business Plan and modelled the potential impact of changing the assumptions to which these relate. A range of potential mitigating actions have also been considered as detailed in the table below:

Key Financial Risk Description/Issues Potential MitigationReview of WG Social Housing Rent Setting Policy and potential changes to the annual rental uplift formula

• FinancialviabilityoftheBusiness Plan

• AbilitytodeliverandmaintainWHQS

• AbilitytodeliverBuildandBuy Programme

• ImpactonHRAservices

• EnsureregulardialoguewithWG

• Financialmodelling• Reviewrentalincome

collection procedures

The value of and continuation of the Major Repairs Allowance


• MRAfundingisonlyguaranteed year on year


• EnsureregulardialoguewithWG

• Financialmodelling• MonitorandreviewatWHQS

Project Board

The impact of Welfare Reform, the roll out of Universal Credit and potential limits to Local Housing Allowance Rates


• IncreasesinRentArrears• SustainabilityofTenancies

• Effectivetenancymanagement and support

• Reviewarrearsmonitoringprocedures

• Increasetheprovisionforbaddebts

• Reviewrentalincomecollection procedures

• Exploretheuseoffundingsources such as Discretionary Housing Payments

Inflation rising above the forecasted levels


• IncreasestoCapitalExpenditure


• Financialmodelling• Monitoreconomicindicator

forecasts

Increases in interest rates • FinancialviabilityoftheBusiness Plan

• IncreasesinBorrowingCosts• Abilitytodeliverandmaintain

WHQS

• Financialmodelling• Monitoreconomicindicator

forecasts

34


Monitoring the Delivery of the WHQS ProgrammeMembers and Officers from the Housing and Economy Department meet on a monthly basis to monitor delivery of the housing investment programme as well as monitoring the financial aspect of the programme.

A WHQS Governance Structure is in place to manage the investment programme and monitor progress against achieving the WHQS. This is set out in Appendix 5.

All works involving WHQS are undertaken in compliance with corporate governance. This ensures the service is providing effective, inclusive, honest, transparent and accountable management of the project. The Corporate Governance Code is linked to the overall Council Plan and it is this code which is used as an overarching document to steer the project going forward.

A WHQS Project Board, which includes Executive Director level attendance, meets quarterly and considers reports on the progress, performance and finance towards achieving the WHQS.

The WHQS Project Team meets every month. This meeting is chaired by the Service Manager and considers progress, targets, performance and finance towards achieving the WHQS, ensuring that works are being delivered within budget and on time.

The Wrexham Tenant & Member Partnership and the Homes and Environment Scrutiny Committee continue to receive quarterly updates on performance against targets and progress made towards achieving the WHQS by 2020. From 2017, officers have been reporting three times a year to the Council’s Executive Board on the Capital Investment Programme and progress made against achieving the WHQS.

The Economy and Place Service Improvement Groups made up of tenant representatives also meet monthly with officers to consider delivery of the WHQS, discuss customer satisfaction, carry out on-site inspections and undertake mystery shopping of the service. The group reports its findings to the Wrexham Tenant & Member Partnership.

In reviewing the Council’s current Business Plan 2017/18, consultation with tenants on investment priorities and to seek opinions for the 2018/19 Business Plan has taken place. A meeting with tenant representatives from the Service Improvement Group took place in November 2017 to explain the requirements of the Council in having an acceptable Business Plan which is submitted on an annual basis to Welsh Government and its contents.

Service Continuity PlanningThe Department has a number of Service Continuity Plans for areas of the service which allows the Council to continue its critical services in the event of any significant disruption or incident, which may affect the organisation. These plans explain what officers will do if something serious happened to the service and examples include Council office buildings were badly damaged, loss of significant staff due to illness or major loss of power.

Within the Plans, anticipated threats to service delivery such as ICT, data management, BT faults are detailed along with the approach, recovery and priorities which need to be taken in the event of such disruption. Information in regard to stock condition and Keystone is backed up in the event of a loss of power. The Service Continuity Plans are reviewed and updated on an annual basis.

Section 7: Monitoring & Evaluation

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Tenant FeedbackAn effective method of recording and assessing feedback and tenant satisfaction is essential in assisting us to monitor, review and improve the services offered to tenants. It allows the Department to see where the service is performing well and identify key areas where improvement is required.

It also offers our tenants a chance to voice their opinions and contribute directly to the development of Housing Services and delivery of other services, so that the Council is better able to meet their expectations for the future.

The Housing and Economy Department collects feedback in various ways and these include:

� Satisfaction Questionnaires

These are given to tenants after the completion of work at their property and this helps us to monitor the performance of our Contractors, as well as the housing service. A variety of survey questions helps us to identify where we are performing well and where improvement is required.

� Tenant Surveys

The People Service Improvement Group regularly attends community events to undertake surveys on various aspects of the service (e.g. Repairs, Communication, etc.). Surveys are also regularly included in the Housing Hotline and these surveys can also be completed online. The results help the Department to identify areas where improvements are required.

� Consultations

The Housing and Economy Department regularly holds consultation events to collect the views of tenants. These can be organised in a variety of forms, including online, postal, consultation events and at Forum events held at local venues across the County Borough.

� Compliments and Complaints

The level and nature of compliments and complaints received by the Council are monitored corporately. These are a good indicator of customer satisfaction and can identify areas for improvement.

� Wrexham Tenant & Member Partnership

Survey results and performance reviews are regularly reported to the Partnership, where Members and tenants are able to comment and play an active role in the decision making process for improving the service.

� Service Improvement Groups

Tenant representatives meet regularly with officers to review service areas, examine best practice and suggest ideas for potential improvements. Tenants are able to feedback on experiences of services and views of other tenants.

Satisfaction FeedbackFeedback on the service is obtained from surveys and questionnaires. Questionnaires are given to tenants to measure performance for capital improvement schemes which are undertaken to their homes which includes external and internal works carried out on properties. Tenant satisfaction for completed WHQS works is collected and monitored. If tenants express dissatisfaction, they are contacted to gain further insight into the issue and if possible resolved or practices are revised in an attempt to increase future satisfaction levels.

Findings from the surveys are reported to the Wrexham Tenant & Member Partnership as well as providing quarterly updates to the Homes and Environment Scrutiny Committee. Feedback is also reported directly to contractors working with the Department so that the areas requiring improvement can be highlighted and monitored in the future.

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37 38

The analysis of tenant satisfaction for Quarter 3 (December 2017) indicates that overall satisfaction with each element of the works completed was:

�Kitchen & Bathrooms Replacements 94%

�Roofing 83.02%

�External Works 77.78%

�Painting 95.83%

The average rate of returns does vary, with only 43% for roofing, 62% for external works and 86% being returned for repairs and painting. The average of 77.78% for external works is due to the current programme offering a repair based approach as opposed to a full replacement. Some tenants would like all works completing in their gardens however, Officers have to follow guidance on WHQS, Household Health & Safety Rating System (HHSRS) and Building Regulations as well as adhere to the budget set for this type of work.

Satisfaction Levels:

�Gas Contractors - The Department currently carries out audit checks on its gas servicing contracts. A 5% check is carried out by contractors who carry out the work on behalf of the Council and a 5% check by a chosen auditor Morgan Lambert. Part of these checks includes completion of a customer satisfaction questionnaire which is completed by the tenant whilst the auditor is on site. We carry out 1,000 customer satisfaction surveys per year and overall satisfaction of the quality of the service is good. Levels of satisfaction are challenged with contractors at the monthly progress meetings.

�Housing Repairs Survey - Questionnaires are given to tenants. Tenants are asked to complete a questionnaire following completion of a housing repair to their property. 395 completed surveys were returned to us between April – October 2017. Surveys showed a 89% satisfaction rating with the work carried out.

Results of satisfaction surveys are analysed and reported quarterly as part of the Overall Performance Report to the Wrexham Tenant & Member Partnership and to tenants through the Housing Hotline. They are also used to identify key areas for service improvement.


Our commitment: We are committed to working with, engaging and supporting tenants in their involvement with housing matters.

We recognise that effective tenant participation is key to improving our customer focus and driving service improvements. We aim to deliver a wide range of opportunities for all tenants to engage with us by their preferred method. This enables tenants to become better informed and experienced, which in turn will help us deliver a better housing service that meets the needs of our tenants, residents, leaseholders and local communities.

The Tenant and Leaseholder Strategy 2014-2016 outlines a number of key actions that the Council intends to implement in order to continue to support and enable tenant participation. It is acknowledged that Wrexham’s tenants and leaseholders are key stakeholders of the housing service and play a prominent role informing and shaping the key elements of the investment programme. This Strategy is currently being reviewed in conjunction with tenants and consultation is being undertaken with stakeholders for 2018/19.

The Department employs a dedicated Tenant Participation Project Officer who works closely with tenants and promotes opportunities for tenant engagement and involvement through a number of methods. For many years, the Council has had good links with its tenants working with them through the following forums:

Wrexham Tenant & Member PartnershipThis group consists of ten Elected Members and ten Tenant Representatives, who meet bi-monthly with officers to monitor the overall performance of Housing Services and discuss housing policies that may affect the lives of tenants. For a number of years, members of the Partnership have been consulted on the priorities for the annual Capital Investment Programme prior to its approval by the Council’s Executive Board. This has enabled resources to be targeted to those areas identified by tenants as being most important.

In June 2012, an all Wales study led to a report on public engagement by Councils in Wales. It found that Wrexham had some positive examples of effective tenant engagement arrangements and it is used as an example of good practice on the Wales Audit Office (WAO) Good Practice website. The Wrexham Tenant & Member Partnership has five tenant places selected from tenants who are actively engaged in participation activities and five places are decided by an open election at the Annual Tenants Event. Tenant representatives on the Partnership serve for a period of 2 years.

Section 8: Communication & Tenant Involvement

3839


Tenants Forum This is an open meeting for any tenants or leaseholders to attend. Meetings are used to promote the opportunities for involvement and provide information on major issues affecting tenants. Meetings are held in different locations across the County Borough using local facilities to improve and encourage accessibility.

Tenant & Resident Associations (TARA’s)Tenants are encouraged to form Tenant Associations within an area, which act as representative voices for the communities they serve. An annual grant is provided by the Council to assist these groups who meet the agreed funding criteria. All groups are recognised and are supported by local Housing staff who are invited to attend their monthly Association meetings.

Service Improvement Groups (SIG’s)Tenants are involved in reviewing Housing Services by attending a series of review groups with Council officers examining best practice and service improvement. The groups regularly analyse performance and the customers’ experience of the service and scrutinise service standards. The groups were reshaped in 2016 to complement the Council Plan. There are now 4 groups: People, Place, Economy & Organisation:

A number of activities have been undertaken within these groups and tenant satisfaction surveys have been completed and gathered at various community events. Findings of these surveys and suggestions for improvements are published in future editions of the Housing Hotline.

Each group has an officer and Tenant Champion to lead the group and they report regularly to the Wrexham Tenant & Member Partnership on the work of the group and give suggestions for service improvement.

Annual Tenants EventFour Tenant Events have been held since 2009 which were each well attended. Tenants at these events are able to access information on services, listen to guest speakers who advise on changes in legislation which may affect tenants in Wales and awards have also been presented to both tenants and staff in recognition of the work they do. Feedback from the last Tenants Event, was very positive with many tenants finding it to be a very informative day as well as an opportunity to meet and speak with other tenants, Elected Members and Officers. The next tenants’ event will be held in 2018, and tenants will have the opportunity to have an input into the content of the event.

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Drop-in Sessions & SurgeriesFollowing feedback from tenants, the Department has been looking at different ways and places to meet with tenants. The Department continues to hold drop-in sessions and repairs surgeries across the County Borough in local venues and attends a number of community events. At these events, tenant satisfaction surveys are gathered and form the basis for tenant service improvement recommendations. We will continue to look at identifying new and more accessible locations to hold these events to reach a wider range of tenants.

Welsh LanguageThe Council’s internal business language is English but all services and information provided for local people is available in Welsh or English. There are a number of staff within the Department who are either fluent or Welsh speaking. The Council’s Welsh Language Scheme was replaced on 30 March 2016 with Welsh Language Standards. These were introduced as part of the Welsh Language (Wales) Measure 2011 with the purpose of setting a consistent level of service that Welsh speakers can expect to receive in Wales. The standards were drafted with the aim of:

• improvingtheservicesWelshspeakerscanexpect to receive from organisations in Welsh;

• increasingtheusepeoplemakeofWelsh-language services;

• makingitcleartopublicbodieswhattheyneed to do in terms of the Welsh language; and

• ensuringthatthereisanappropriatedegreeof consistency in terms of the duties placed on bodies in the same sectors.

The Council is committed to ensuring that it complies with the Welsh Language Standards and provides equal opportunities for its customers to communicate with the Council in their preferred language of either Welsh or English as well as provide bilingual services to customers.

Tenant TrainingBuilding on the previous year’s successful training programme, we have further developed the opportunities for tenants to maintain and enhance their knowledge and experience. This knowledge base will be built upon with further topics such as anti-social behavior awareness, customer service skills, scrutiny and communication skills training.

Further visits are planned to other organisations to expand tenant’s knowledge of good practice and what it looks like in operation and enable them to apply this knowledge when scrutinising existing services. These visits will also enable tenants the opportunity to network and build links with other tenants from other authorities.

4041


Key Achievements for2017/18:� Tenants Training Programme has been

further progressed with a wide range of opportunities.

� Commenced programme of audits of communal hallways in blocks of flats. The findings of which were presented to Wrexham Tenant & Member Partnership

• Instrumentalinreviewingandupdating the new Lettable Standard

� Carried out Housing Office audits and report presented to Housing Officers and Wrexham Tenant & Member Partnership. This report highlighted key areas where tenants felt improvements could be made to improve the customer experience of visiting a Housing Office.

� Housing Hotline continues to be produced and distributed to both tenants and leaseholders. It is full of opportunities for tenants to get involved and give feedback.

� Attended local events on housing estates gathering opinions about service areas.

� Carried out estate audits, identifying estate and environmental issues.

• DevelopedtheDepartment’ssocialmedia presence, engaging with new tenants every week

Key Actions for 2018/19:� Consult with stakeholders and tenants

in order to develop and update the Tenant & Leaseholder Participation Strategy

� We will continue to build on involving tenants in the delivery of Housing Services by looking at innovative ways of engagement and building strong relationships.

� Continue scrutinising the service by carrying out mystery shopping.

� We will pubicise the good work carried out by Wrexham Tenant & Member Partnership

� Work together to improve local environments, well-being and supporting strong local communities.

� Develop training opportunities to expand tenants’ knowledge and

abilities.� Deliver awareness sessions on issues that may affect tenants and their

tenancies.� Continue to develop partnerships that

enable us to work collectively on areas such as the environment, community safety and improving budgeting and finances.

� Ensure customer satisfaction is at the forefront of our work.

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CommunicationsAn effective, coherent and varied method of communicating news and information is vital for keeping staff, tenants, leaseholders and our various partners well informed of the work we are doing and plays a key role in providing an excellent tenant focused service. The Housing and Economy Department has its own dedicated Press Officer who oversees communications.

A WHQS Communication Strategy is in place which outlines and manages the way the Department communicates the plans and progress of improvement works and the WHQS.

• ReferencetotheWHQS,WGandtheMajorRepairs Allowance grant is included in all relevant communications.

• Articlesoverthelast12monthshaveincludedphoto opportunities and interviews with tenants and Elected Members around the completion of improvement works such as new kitchens and bathrooms, EWI, new central heating systems, re-roofing work and improvements to external areas.

• PublicisedanumberofCommunityBenefitsschemes, including a photo opportunity with modern apprentices taken on by contractors who are currently working with the Council, refurbished community facilities and features on contractors that have contributed to the local economy by boosting employment and supporting local businesses.

Our primary communication channels with our tenants and customers include the following:

� Local Press We regularly send press releases to local

newspapers and news websites to inform and update tenants and the wider community of the progress and developments of the WHQS programme, and the numerous benefits it brings to the local economy e.g. Community Benefits . Our aim is to put tenants at the heart of these stories and we always feature photos and comments from the tenants themselves wherever possible.

� Tenants Newsletter The Housing Hotline is a quarterly produced magazinewhichisdeliveredtoallCounciltenants and leaseholders. Every edition features an update on the WHQS programme and a calendar/timetable which details when each aspect of improvement work is due to be carried out in each community ward.

Themagazinealsohasa‘LocalLegacy’section which covers the extra benefits of the WHQS programme such as employment and training opportunities, money invested in the local economy and Community Benefits schemes.

Feedback and comments from tenants is also a regular feature and we include latest customer satisfaction information wherever possible.

An Editorial group made up of tenant representatives from the Service Improvement Groups work closely with officers to ensure that the content of the newsletter is informative and accessible to tenants.

� Social Media Feedback from our Tenant Forums,

particularly from younger tenants, has shown that news and information is increasingly being obtained online rather than in print form. Wrexham County Borough Council has close to 14,000 followers on Twitter and over 4,000 on Facebook. All of our press releases are now accompanied by social media posts. Social media provides a quick, efficient, measurable and fully interactive way of communicating with a large number of people living in the County Borough.

The Department now has a dedicated tenants’ Facebook page (available in Welsh and English) where we can instantly post news and information for council tenants. The Department has carried out a promotional campaign which has boosted the number of Facebook followers to just under 1,500. This number is increasing on a weekly basis and we are increasingly seeing tenants using this platform to engage with us through commenting on stories and sending messages.

43 42


� Online Tenants News Service Tenants are now able to subscribe (via the

Council’s website) to a dedicated email news service. Through this service they are able to receive news, information and advice, as well as receive an electronic versionoftheHousingHotlinemagazine.To date, just under 2,000 tenants have subscribed and this figure is increasing on a weekly basis.

� Website Housing Services has a dedicated section

on the Council’s website. This includes a webpage on the WHQS programme where tenants can read information on the work being carried out, as well as some background to the project, an explanation of how the work is funded, and a guide to Community Benefits. Tenants are also able to download a calendar which details when particular improvement work will be carried out in an area. The website also includes information on how to get involved with tenant participation, as well as other useful information for tenants including paying their rent, news on Welfare Reform and how to request a repair.

� Tenant Forums, Events and Open Days Tenants are regularly invited to Open

Day events held at local venues across the County Borough. Events include consultations, forums and open days where tenants can meet the contractor who will be carrying out improvement work.

� Letters Letters are sent out to tenants prior to any

improvement work being carried out on their property.

� Posters/Flyers The Department produces posters

and flyers to promote local events and information relevant to tenants.

� Tenant Leaflets & Booklets The Department produces accessible

booklets for tenants covering different aspects of the WHQS improvement work such as the kitchens and bathroom programmes and EWI. These are given out prior to work commencing and explain why the work is being carried out, what are the benefits of having it done, what tenants need to do to prepare and advice on aftercare.

� Trade Press The Department regularly sends out good

news stories to national trade press such as construction and local government magazines.Recentstoriesincludethe£51.5m investment in WHQS work for 2017/18. This was featured by trade press including Inside Housing, 24Housing, AdjacentGovernmentmagazineandPlanning & Building Control Today.

A number of these websites have also included features on specific areas of our WHQS programme. This includes sharing a ‘flythrough’ video created to show how the Plas Madoc housing estate could look after WHQS work has been carried out.

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Communication with StaffThe Department aims to ensure that all staff are equipped with the relevant skills and knowledge to enable them to carry out their roles and help them deliver the priorities for the service. Staff have a vital role to play in delivering an excellent service with excellent levels of customer care. Effective communication is crucial if we are to be successful in providing an excellent Housing Service. The Council communicates regularly with staff through a variety of ways which include:

� monthlyTeamLink‘eblast’magazine;� team meetings;� CouncilUpdatemagazine(emailedtoall

council employees);� Council’s Employee Forum; and� Council’s intranet website.

The Department will continue to review and conduct surveys with tenants asking for feedback on our communication methods. This will help us to ensure that we communicate effectively, that tenants are kept informed of progress and are encouraged to engage, ensuring we maximise tenant participation.

Communications – Key Achievements of 2017/18:� Promoted and increased the

Department’s social media following and emailing list subscribers.

• RelaunchedourTeamLinkstaffnewsletter as a more dynamic ‘eblast’ version, now e-mailed to staff rather than producing printed copies.

• IncreasedawarenessofcoreCommunity Benefits schemes by producing stories on our Modern Apprentice schemes and publishing figures for employment and investment pumped back into our local economy.

• GainedwidepublicityforourWHQSprogramme for 2017/18, with a number of local and national publications featuring our ‘record’ £51.5m funding.

Key Actions for 2018/19:� Encourage more tenants to engage

with us using our online services (social media and website).

• Gainpositivelocalandnationalmedia coverage for the major WHQS schemes due to be completed over the next 12 months, including kitchens and bathrooms, EWI and external works.

• UtilisethenewCouncilnewsblogtopromote various positive aspects of the WHQS programme.

• Useourvariouscommunicationchannels with tenants to conduct focused surveys to collect feedback on performance and identify where the Department can develop and improve services moving forward.

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Appendices

Appendix 1 Housing Services Performance (January 2018)Appendix 2 WHQS Investment Programme up to 2020Appendix 3 Table: Current Position of Council’s Housing Stock for Achieving the WHQSAppendix 4 HRA Business Plan 30 Year Financial ModelAppendix 5 WHQS Governance Structure

4645


Appendix 1 - Housing Services Performance (January 2018)

47

Processed beginning of October

£1,085,028

2.21%0.86%

£423,474

£74,516

232

2

118 days

1719

1222

497

64

204

75

85

44

46


48

0.06

5.42

18.30

170.36

10,263

99.96%

0.04%

15

5

34195

181

0.09%

47


Appendix 2 - WHQS Investment Programme up to 2020

49 48


Appendix 3 - Current position of Council’s Housing Stock achieving WHQS

49 50

8721

2075

010

796

7741

2053

097

94

9512

198

097

10

8194

182

083

76

8408

00

8408

Appendix 4 - HRA Business Plan 30 Year Financial Model


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Appendix 5 - WHQS Governance

Council

Executive BoardScrutiny Committee

Lead Member Group (via Lead Member for Housing)

SLT

Chief ExecutiveExecutive Director

151 OfficerProper Officer

WHQS Project Board

WHQS Project Team

Wrexham Tenant & Member Partnership

Service Improvement Group

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For more information visit:www.wrexham.gov.ukwww.wales.gov.uk

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