Avaliação de opções de estoque de habitação

Estoque de habitação.
Documento de Iniciação do Projeto.
1. INTRODUÇÃO.
1.1 O Conselho do Condado de Carmarthenshire, como todas as outras autoridades unitárias galesas em graus variados, enfrenta desafios consideráveis ​​em termos de cumprimento de suas obrigações como proprietário de cerca de 10.500 casas.
1.2 Por uma série de razões, como por exemplo uma grave escassez de financiamento ao longo de muitos anos, a condição da maior parte do estoque de habitação pertencente ao Conselho não atende aos padrões modernos e os serviços fornecidos aos residentes atualmente não são todos da qualidade desejada.
1.3 O Conselho do Condado declarou recentemente a missão dos seus serviços de habitação como sendo:
"Em 2014, seremos o fornecedor dos melhores serviços de habitação no País de Gales, onde a qualidade e a parceria apoiarão tudo o que fazemos".
- Estratégia de Habitação Local (2004 - 2009): Projeto de Consulta (maio de 2003)
O Conselho reconhece, neste momento, que a declaração de missão acima requer melhorias, tornando-se mais explícita em termos de padrões físicos e de desempenho e pretende fazê-lo quando a Estratégia for publicada em março de 2004, após um período de ampla consulta com as partes interessadas mas especialmente inquilinos.
1.4 Para poder realizar esta missão, é necessário que o Conselho analise a maneira pela qual gerencia e entrega os serviços dos proprietários aos inquilinos. Um caminho a seguir deve ser encontrado para melhorar a qualidade do estoque de habitação para os padrões e dentro de um prazo com o qual os inquilinos estão satisfeitos.
1.5 O fator mais crítico será garantir os meios financeiros para recursos das melhorias necessárias dentro da escala temporal preferencial.
1.6 O Conselho publicou um projeto de Estratégia Local de Habitação que estará sujeito a consulta pública entre julho e setembro de 2003 com vistas a adotar a Estratégia formalmente em abril de 2004. O projeto de Estratégia Local de Habitação levanta a questão-chave de abordar o padrão de acomodação fornecido para seus inquilinos.
1.7 O Conselho está em processo de produção do seu primeiro plano de negócios abrangente de ações habitacionais, com base nas orientações emitidas pelo governo da Assembléia de Galês em novembro de 2002. Este Plano descreverá como o Conselho se concentrará em gerenciar, melhorar e manter seu estoque habitacional e identifica trabalho que precisa ser realizado para estender o planejamento de serviços em um prazo de 30 anos.
1.8 O ponto de referência em relação ao qual o Conselho avaliará a sua própria provisão será o Welsh Housing Quality Standard (WHQS), que estabelece as expectativas do Governo da Assembléia de Galês para a qualidade de vida no País de Gales até o ano de 2012.
1.9 De acordo com os acordos de financiamento atuais, o Conselho do Condado de Carmarthenshire não pode atender ao WHQS até 2012. O diálogo com os inquilinos é necessário para identificar suas prioridades sob o WHQS e os padrões que serão aceitáveis ​​para eles. Isso, por sua vez, permitirá ao Conselho identificar e quantificar o que pode ser alcançado até 2012 e a diferença entre isso, as expectativas dos inquilinos e o WHQS.
1.10 Há uma necessidade urgente de uma avaliação detalhada de todas as opções disponíveis para o Conselho do condado para permitir que ele assegure sua missão e objetivos para os serviços de habitação.
1.11 Este artigo propõe um projeto para esse fim.
2.1 O CONDADO DE CARMARTHENSHIRE.
2.1.1 O condado de Carmarthenshire tem uma população residente de cerca de 172.842, representando cerca de 6% da população de Gales (Censo 2001). Os padrões de assentamento variam de alta densidade no sudoeste e vales tradicionalmente industrializados industrialmente para um interior rural escassamente e pouco povoado com várias pequenas aldeias e aldeias. Em geral, a densidade populacional é metade da média galesa.
2.1.2 Mudanças demográficas significativas ocorreram no perfil dos moradores nos últimos anos e a mudança está prevista para continuar.
2.1.3 O número de jovens de até 14 anos reduziu-se em 4,2% desde 1991. A população idosa aumentou, ao contrário, com o número de idosos com mais de 70 anos, aumentando em 8,7% e com mais de 80 anos em 17,3 % no mesmo período.
2.1.4 Esses fatores, evidentemente, terão um efeito sobre as necessidades futuras de habitação dentro da Carmarthenshire, especificamente na composição e nas necessidades das famílias.
2.1.5 A saúde da população em Carmarthenshire é motivo de preocupação. O perfil de saúde da população residente é consideravelmente pior do que as médias galesas e britânicas em vários aspectos importantes. Não só isso coloca encargos adicionais sobre os serviços públicos localmente, mas também está dificultando o desempenho econômico do condado.
2.1.6 É amplamente reconhecido que o bairro em que vivemos e a qualidade de nossas habitações podem ter uma influência significativa sobre a nossa saúde. Habitação pobre e inadequada contribui diretamente para uma má saúde. Um programa para melhorar a qualidade do estoque de habitação social em Carmarthenshire será um grande contributo para o cumprimento dos objetivos da Estratégia de Saúde e Bem-Estar, desenvolvida pelo Grupo Local de Saúde.
2.1.7 Em abril de 2000, havia 75.452 moradias no município, dos quais 14,5% (10.497 propriedades) foram fornecidas pelo Conselho, 3,2% por proprietários sociais, sendo o restante (82,2%) proprietário ou ocupado por senhorios privados .
2.1.8 O perfil de estoque habitacional para o município de março de 2003 foi o seguinte:
Perfil do estoque da Câmara do Conselho.
31 de março de 2003.
2.1.9 Uma dimensão significativa na satisfação das futuras necessidades de habitação dentro de comunidades sustentáveis ​​será um requisito para a sensibilidade às necessidades de pessoas com requisitos especiais e aqueles que dependem da língua galesa como seu principal meio de comunicação.
2.2 A NORMA DE QUALIDADE DE VENDA GALÊS.
2.2.1 Em junho de 2001, o Governo da Assembléia de Welsh (WAG) adotou o Welsh Housing Quality Standard (WHQS), que estabelece seus objetivos para a qualidade de alojamento no País de Gales. O WAG espera que até 2012 todas as habitações sociais no País de Gales satisfaçam o WHQS.
2.2.2 O WHQS exige que todas as famílias no País de Gales tenham a oportunidade de viver em casas de boa qualidade que sejam:
& # 183; em bom estado de conserto;
& # 183; seguro e seguro;
& # 183; adequadamente aquecida, eficiente de combustível e bem isolada;
& # 183; equipados com cozinhas e banheiros atualizados;
& # 183; bem gerido (para habitação alugada);
& # 183; localizado em ambientes atraentes e seguros;
& # 183; na medida do possível, atenda aos requisitos específicos da casa, e. deficiências específicas.
2.3 MELHOR CASAS PARA PESSOAS EM PAÍS DE GALES: UMA ESTRATÉGIA NACIONAL DE VIVENDA PARA PAÍS DE GALES.
2.3.1 Em julho de 2001, o Governo da Assembléia publicou sua estratégia nacional de habitação para Wales, Better Homes for People in Wales. Este documento declarou a visão da Assembléia para habitação no País de Gales como:
Queremos que todos no País de Gales tenham a oportunidade de viver em casas de boa qualidade e acessíveis; para poder escolher onde vivem e decidir se comprar ou alugar é melhor para eles e suas famílias.
2.3.2 O tema principal da Assembleia é a qualidade e a sua estratégia baseia-se no empenho em trazer todas as habitações sociais no País de Gales até os padrões de qualidade (WHQS) até 2012.
2.3.3 A Assembleia está empenhada em continuar a fornecer financiamento público às autoridades locais para a melhoria da habitação do Conselho. No entanto, reconhece que os montantes disponíveis não serão suficientes para atender às responsabilidades de reparação e melhoria que as autoridades locais enfrentam para alcançar o padrão de qualidade. Não há alternativa senão encontrar outras maneiras de investir para enfrentar o problema.
2.3.4 A Assembléia conclui que, para algumas autoridades locais, a única solução será transferir suas ações.
2.3.5 A Assembléia não favorece, neste momento, a opção de permitir que as autoridades locais formem empresas totalmente controladas devido ao efeito que isso teria sobre os empréstimos do setor público.
2.3.6 Independentemente da apropriação, a Assembléia pretende promover uma gestão eficiente e efetiva da habitação social e níveis mais altos de envolvimento dos inquilinos.
2.3.7 Além disso, a Assembleia reafirma que as autoridades locais têm um papel estratégico chave a desempenhar para garantir que as pessoas na sua área tenham acesso a uma casa digna numa comunidade sustentável.
2.4 PLANEAMENTO DE NEGÓCIOS DA AUTORIDADE LOCAL PLANEAMENTO DE NEGÓCIOS: ORIENTAÇÃO PARA AS AUTORIDADES LOCAIS.
2.4.1 Em novembro de 2002, o Governo da Assembléia de Welsh publicou orientações para as autoridades locais sobre a produção de Planos de Negócios para a gestão e melhoria do seu parque habitacional.
2.4.2 A data prevista para a produção do primeiro Plano de Negócios foi em março de 2003.
2.4.3 A Assembléia exige planos de negócios locais para:
& # 183; estabelecer o propósito ou a missão da autoridade como um senhorio de habitação social;
& # 183; definiu os objetivos e padrões para o serviço;
& # 183; estabelecer um plano para atingir os objetivos e padrões;
& # 183; fornecer previsões financeiras detalhadas que identifiquem os recursos necessários e fontes de financiamento para as estratégias escolhidas;
& # 183; definiu um quadro para monitorar e avaliar o andamento do negócio da habitação;
& # 183; fornecer identificação e análise de opções e estratégias disponíveis;
& # 183; fornecer análise de sensibilidade, indicando o impacto das mudanças nas principais variáveis ​​nas previsões;
& # 183; comunicar os planos da autoridade à Assembléia, principais interessados ​​(particularmente inquilinos), parceiros e a comunidade em geral.
2.4.4 O conteúdo do Plano deve ser curto prazo (anual) e longo prazo (com previsões de 5 a 30 anos).
2.4.5 O Conselho do Condado de Carmarthenshire produziu seu primeiro projeto de Plano de Negócios em março de 2003 e continua em diálogo com a Assembléia em sua conclusão, de acordo com a sua Estratégia de Habitação Local (prevista para abril de 2004).
2.5 PONER NOSSA CASA EM ORDEM: WLGA MANIFESTO PARA A VIVENDA EM PAÍS DE GALES.
2.5.1 Na sequência das eleições governamentais da Assembléia de Gales de maio de 2003, a Associação de Governo Local de Welsh (WLGA) publicou um manifesto para habitação no País de Gales.
2.5.2 Este documento justificou o aumento do investimento em habitação a preços acessíveis decentes, instando a nova Assembléia a tornar a habitação prioritária. Isso confirma a visão coletiva do governo local galesa de que a má qualidade e a habitação inadequada afetam as vidas das pessoas de muitas maneiras diferentes, contribuindo para a baixa escolaridade, a exclusão social e a falta de saúde, além de prejudicar a capacidade dos idosos de permanecerem independentes na comunidade. O maior investimento em habitação desempenharia um papel importante na regeneração social e econômica e estimularia o renascimento das habilidades de construção e da indústria da construção no País de Gales.
2.5.3 O manifesto repete a conclusão tirada pelo próprio Comitê de Governo Local e Habitação da Assembléia de que "as autoridades locais não podem entregar as melhorias necessárias à sua própria habitação sem uma injeção maciça de novos recursos".
2.5.4 A WLGA argumenta firmemente que o WAG deve lidar e resolver o desafio de liberar os recursos necessários para a melhoria da habitação do Conselho, mas dentro de um ambiente de política flexível e com uma escolha sem restrições. Deve ser para as autoridades locais e seus inquilinos decidir qual é a melhor opção em cada caso. Para ter uma escolha real, os inquilinos terão de ser capazes de entender todas as ramificações de qualquer modelo de entrega alternativo.
2.5.5 A WLGA insta o WAG a elaborar orientações sobre como os programas de investimentos habitacionais das autarquias locais podem apoiar a estabilidade do emprego e o fluxo de caixa no setor de construção e a oportunidade mais uma vez para estágios em empresas de construção local e DLOs de autoridades locais.
2.5.6 A WLGA define a melhoria futura dos serviços de habitação dentro de uma abordagem estratégica mais ampla para a regeneração, reconhecendo que a regeneração só pode ser alcançada e a qualidade de vida melhorada através de uma abordagem multi-agências e a coordenação efetiva e integração de serviços associados, como como saúde, segurança comunitária, educação, planejamento, transporte, serviços ambientais, etc. As autoridades locais possuem responsabilidade estatutária pela liderança comunitária e estão mais bem posicionadas para gerenciar estrategicamente essa agenda.
2.6 ESTRATÉGIA COMUNITÁRIA DE CARMARTHENSHIRE (2002-2003): TRABALHANDO JUNTO PARA COMUNIDADES QUE TRABALHAM.
2.6.1 Em fevereiro de 2003, o primeiro projeto de Estratégia Comunitária para Carmarthenshire foi publicado pela parceria estratégica local, liderada pelo Conselho Municipal. O projeto de estratégia expressa as aspirações da comunidade do condado em cinco temas de meio ambiente; saúde e bem-estar; aprendizagem ao longo da vida; regeneração e comunidades mais seguras.
2.6.2 A Estratégia Comunitária identifica um objetivo fundamental para "melhorar a qualidade e a disponibilidade de habitação nos setores público e privado, dentro de comunidades seguras que oferecem um bom ambiente e instalações". e a necessidade de um projeto para "melhorar a qualidade da habitação em todo o condado".
2.7 ESTRATÉGIA CORPORATIVA DO CONSELHO DO CONDADO DE CARMARTHENSHIRE (2003 - 2008): MELHORAR A MANEIRA QUE VIVEM E TRABALHAM.
2.7.1 Em março de 2003, o Conselho do Condado publicou sua Estratégia Corporativa nos próximos cinco anos, no qual ele estabelece seu plano para fazer de Carmarthenshire um lugar melhor para viver, trabalhar e aproveitar o tempo de lazer.
2.7.2 Ao apresentar suas propostas para cuidar de pessoas, o Conselho declara sua intenção de "melhorar a qualidade, a disponibilidade e a acessibilidade da habitação nos setores público e privado". e compromete-se a publicar "um plano para mostrar como o Conselho pretende melhorar sua própria habitação".
2.8 O DESAFIO PARA A CASA DO CONSELHO EM CARMARTHENSHIRE.
2.8.1 Em abril de 2003, o estoque habitacional do Conselho do condado consistiu em 10.325 propriedades. Para o primeiro trimestre de 2003/2004, foram vendidos 43 imóveis e, atualmente, prevê que o estoque habitacional seja de 10.153 em abril de 2004.
2.8.2 Uma pesquisa de estoque de condição de habitação foi concluída em 2002. Os dados coletados foram alimentados em uma avaliação de desktop usando uma interpretação estrita das notas de orientação WAG emitidas no WHQS. Isso revelou que do estoque total apenas 266 propriedades atendiam a WHQS na íntegra.
2.8.3 A avaliação inicial em setembro de 2002 revelou que, nos próximos 10 anos, cerca de 257 milhões seriam necessários para manter o estoque habitacional e melhorá-lo para o WHQS. & # 163; 118 milhões são estimados como necessários para melhorias e 139% para reparos, manutenção e adaptação.
2.8.4 O orçamento total de reparos e manutenção, incluindo todas as provisões de capital e receita para 2003/2004, é de $ 12,4 milhões. A agregação deste até 2012 proporcionaria um investimento total de $ 111,6 milhões, deixando um déficit de 144,4 milhões.
2.8.5 O Conselho do Condado é evidentemente confrontado com um desafio considerável se for para alcançar o objetivo de melhorar a qualidade do seu estoque habitacional e ambientes circundantes. O poder central para a sua capacidade será identificar formas de avançar o investimento financeiro essencial. Principalmente, o Conselho precisa consultar os inquilinos para avaliar sua interpretação de um padrão preferido e preparar um plano de investimento para atingir esse padrão acordado.
2.8.6 Este artigo propõe um projeto para avaliar todas as opções disponíveis para o Conselho do Condado para permitir que ele atenda esse desafio de uma maneira e dentro de um prazo aceitável para todas as partes interessadas, especialmente seus inquilinos.
3.1 OBJECTIVO DO PROJETO.
3.1.1 O objetivo do projeto será explorar e avaliar todas as opções disponíveis para o Conselho do Condado para a melhoria de seu próprio estoque habitacional.
3.1.2 O projeto ajudará o Conselho a cumprir os compromissos assumidos no âmbito da Estratégia de Estratégia e Estratégia da Comunidade e apoiar a finalização da Estratégia Local de Habitação, do Plano Operacional de Habitação e do Plano de Negócios de Habitação em resposta à agenda nacional de política de habitação e Assembléia de galês Requisitos governamentais para melhoria e planejamento de serviços.
3.1.3 O projeto reunirá o Conselho do condado e seus inquilinos para acordar uma visão compartilhada para a futura qualidade e provisão de serviços de habitação em Carmarthenshire.
3.2 TÍTULO DO PROJETO.
3.2.1 O projeto será conhecido como:
Avaliação das opções de estoque de habitação.
3.3 RESULTADO DO PROJETO.
3.3.1 Os principais objetivos do projeto serão entregar os seguintes resultados:
& # 183; Padrões claramente expressos para a condição e desempenho das habitações e serviços para sua melhoria e manutenção.
& # 183; Uma análise abrangente e avaliação de todas as opções disponíveis para a melhoria do parque habitacional do Conselho (incluindo aspectos ambientais e comunitários); detalhes sobre as implicações financeiras e o impacto corporativo de cada uma e as perspectivas realistas para a entrega de cada uma.
& # 183; A identificação da opção privilegiada para a melhoria e gestão do parque habitacional, conforme acordado pelo Conselho do condado e seus inquilinos através de um processo de engajamento e ampla consulta.
& # 183; Uma explicação detalhada e transparente dos motivos da seleção da opção favorecida.
& # 183; O estabelecimento de um diálogo formal com o Governo da Assembléia de Gales sobre a avaliação das opções com o objetivo de assegurar sua aceitação da opção preferida.
& # 183; Aprovação do Conselho Formal para proceder à entrega da opção preferida.
& # 183; Alteração da Estratégia Habitacional Local, do Plano Operacional e do Plano de Negócios de Stocks de Habitação à luz da opção preferida.
3.4 GESTÃO DE PROJETOS.
Projeto governamental.
3.4.1 O projeto será desenvolvido, debatido e reportado de acordo com o Mapa de Governança indicado na Figura 1.
Gestor de projeto.
3.4.2 O Diretor (Projetos Estratégicos) foi designado para liderar a gestão do projeto.
Patrocinador do projeto.
3.4.3 O Diretor de Assistência Social e Habitação atuará como Patrocinador do Projeto.
Equipe do projeto.
3.4.4 O projeto será gerenciado e desenvolvido por uma Equipe do Projeto. O Gerente de Projeto presidirá a Equipe do Projeto.
3.4.5 A adesão da Equipe do Projeto é fornecida no Apêndice 1. Outros oficiais podem ser co-optados de tempos em tempos para apoiar a Equipe do Projeto, se necessário.
Mesa de projeto.
3.4.6 Um Conselho de Projeto composto de principais interessados ​​e representantes de grupos de partes interessadas supervisionará o desenvolvimento do projeto. O Conselho de Projeto servirá como um painel de análise crítico para testar e avaliar descobertas e propostas para o projeto ao longo de seu curso.
3.4.7 Um papel essencialmente importante para o Conselho do Projeto será apoiar o envolvimento efetivo das partes interessadas no projeto e a comunicação do andamento do projeto nas etapas-chave.
3.4.8 O Conselho de Administração de Habitação existente e efetivo foi nomeado para desempenhar o papel de Conselho de Projeto. A composição do Conselho do Projeto é dada no Apêndice 2.
Termos de referencia.
3.4.9 Os termos de referência para cada um dos grupos e indivíduos que serão participantes ativos no desenvolvimento do projeto são apresentados no Apêndice 3.
Etapas principais do projeto.
3.4.10 O projeto será realizado em cinco etapas principais:
& # 183; Etapa 1 - Iniciação.
& # 183; Etapa 2 - Comissionamento.
& # 183; Etapa 3 - Pesquisa e Desenvolvimento.
& # 183; Estágio 4 - Análise e Avaliação de Opções.
& # 183; Etapa 5 - Seleção da Opção Preferida.
3.4.11 Um plano de gerenciamento de projeto para o estágio 1 é dado na figura 2.
3.4.12 Os planos para fases subsequentes estão além do escopo deste Documento de Iniciação do Projeto e serão desenvolvidos e relatados à medida que o projeto prosseguir.
3.5 FIM DO PROJETO.
3.5.1 Um cronograma de enquadramento para todas as etapas do projeto é dado na Figura 3.
3.5.2 Isso indica que o projeto provavelmente levará mais de um ano para ser concluído. Espera-se que seja possível colocar um relatório final sobre a avaliação das opções antes do Conselho do Condado durante o outono de 2004 para permitir ao Conselho tomar uma decisão totalmente informada sobre a seleção da opção preferida. Este período reflete a complexidade e a natureza exigente do projeto e a necessidade de assegurar um diálogo completo e efetivo com inquilinos e membros eleitos.
3.5.3 O horário da estrutura é apenas indicativo e estará sujeito a alterações à medida que o projeto progride.
3.6 IMPLICAÇÕES DE RECURSOS.
3.6.1 Um orçamento de & # 163; 200,000 foi provisionado provisoriamente da Conta da Receita da Habitação para financiar o projeto. As despesas serão principalmente incorridas no engajamento de consultores para assessorar o Conselho e seus inquilinos. As implicações financeiras do projeto serão mantidas sob revisão e reportadas conforme necessário.
Mapa de Governança.
Membros da equipe do projeto.
Designação.
Diretor (Projetos Estratégicos) - Gerente de Projeto.
Diretor de Assistência Social e Habitação - Patrocinador do Projeto.
Chefe dos Serviços de Habitação.
Gerenciador de Estratégia de Habitação.
Gerente de Planejamento e Finanças de Negócios.
Chefe de Finanças - Consultor Financeiro.
Legal - Consultor Jurídico.
Desenvolvimento Organizacional - Conselheiro de Impacto Corporativo.
Comunicações - Assessoria de Comunicação.
Representante do pessoal habitacional.
Representante sindical.
Sra. Edna Davies.
Sra. Jean Davies.
Mesa de projeto.
O papel do Conselho de Projeto será retomado pelo Conselho de Administração de Habitação existente, cuja composição é:
Título / Endereço.
Oficiais.
Diretor de Assistência Social e Habitação.
Chefe dos Serviços de Habitação.
Gerenciador de Estratégia de Habitação.
Gerente de Planejamento e Finanças de Negócios.
Senior Manager Housing Care.
Oficial de participação dos inquilinos.
Entrega de serviços do gerente operacional.
Gerente de Suporte de Serviços de Habitação.
Cllr Nigel Evans.
Membro do Conselho Executivo para Habitação e Proteção Pública.
Fazenda Pontyclerc, estrada Pen-Y-Banc, Ammanford.
Cllr John Gibbin.
Presidente, Comité de Escrutínio para Habitação e Proteção Pública.
Maesmeini, Glandy Cross, Efailwen, Clynderwen. SA66 7YY.
Cllr Glan Jones.
Vice-presidente do Comitê de Escrutínio para Habitação e Proteção Pública.
30, Morfa Maen, Kidwelly. SA17 4UG.
Cllr, Sra. Fioled Jones.
Abergwen, Pencader. SA39 9HD.
Cllr John Evans.
16, Danybanc, Felinfoel, Llanelli. SA15 4NS.
Cllr Alvan Rees.
73, Pontaman Road, Ammanford. SA18 2HX.
Representantes de inquilinos.
Sra. Edna Davies.
79, Brynhyfryd, Llangennech, Llanelli.
91, Belverdere Avenue, Carmarthen. SA31 1JD.
Sr. Lawrence Jenkins.
5, Grant Street, Penyfan, Llanelli. SA15 1PY.
Sra. Glenys Jones.
38, Brynderi, Pontiets, Llanelli.
Sr. Gordon Bowen.
33, Grant Street, Penyfan, Llanelli.
Sr. Trevor Lewis.
16, Bancyddraenen, Capel Hendre, SA18 3SR.
Diretor (Projetos Estratégicos)
Termos de referencia.
Equipe do projeto.
Cada membro da Equipe do Projeto estará sujeito aos seguintes Termos de Referência universais:
& # 183; Desenvolver e gerenciar coletivamente todos os aspectos do projeto.
& # 183; Para especificar que os padrões de serviço acordados com os inquilinos após uma ampla consulta estão claramente especificados.
& # 183; Realizar uma análise abrangente e avaliação de todas as opções disponíveis para a melhoria do parque habitacional do Conselho, incluindo aspectos ambientais e comunitários.
& # 183; Para avaliar as implicações financeiras e o impacto corporativo de cada opção e as perspectivas realistas para a entrega de cada uma.
& # 183; À luz da avaliação de opções abrangentes para fazer recomendações para o futuro dos serviços de habitação.
& # 183; Para garantir que todos os resultados do projeto designado sejam entregues dentro do prazo exigido.
& # 183; Produzir relatórios regulares sobre o andamento do projeto.
& # 183; Para produzir um relatório de projeto final na conclusão do projeto.
& # 183; Membros individuais para contribuir com o trabalho da Equipe do Projeto conforme necessário.
Mesa de projeto.
& # 183; Atuar como um fórum para as partes interessadas se envolverem em conjunto com o projeto.
& # 183; Atuar como um veículo de comunicação essencial para o projeto, apoiando um esforço para garantir que todas as partes interessadas sejam mantidas plenamente informadas sobre a informação e o progresso relevantes.
& # 183; Atuar como um veículo para as partes interessadas comentarem o projeto e seu progresso.
& # 183; Para receber relatórios regulares sobre o progresso no projeto, avaliar a informação fornecida e responder à Equipe do Projeto.
Membros individuais da equipe do projeto.
Certos membros individuais da Equipe do Projeto estarão sujeitos a Termos de Referência específicos além dos Termos de Referência Universais da seguinte forma:
Gestor de projeto.
& # 183; Dirigir e coordenar o trabalho da Equipe do Projeto.
& # 183; Para presidir a Equipe do Projeto.
& # 183; Para garantir que os minutos sejam registrados nas reuniões da Equipe do Projeto.
& # 183; Para providenciar que um plano de trabalho claro para dirigir o projeto seja produzido, regularmente atualizado e comunicado aos membros da Equipe do Projeto e outros conforme apropriado.
& # 183; Para garantir que os relatórios de progresso regular produzidos pela Equipe do Projeto sejam submetidos, conforme necessário, às reuniões do Conselho de Projeto, da Equipe de Administração Corporativa, da Diretoria Executiva, do Comitê de Escrutínio da Habitação e da Proteção Pública e do Conselho do Município.
& # 183; Servir como Conselheiro do Conselho de Projeto e participar de reuniões do Conselho de Projeto.
& # 183; Para participar das reuniões do Conselho do Condado e seus Conselhos e Comitês com o objetivo de divulgar o progresso e assegurar a aprovação das ações, quando apropriado.
& # 183; Apoiar o patrocinador do projeto na vinculação com as funções executivas e corporativas do Conselho.
Patrocinador do projeto.
& # 183; Supervisionar o progresso do projeto, garantindo que ele atenda objetivos estratégicos e seja integrado a programas corporativos e de parceria.
& # 183; Para fornecer um link com a Equipe de Gerenciamento Corporativo e Membro do Conselho Executivo para Habitação e Proteção Pública.
& # 183; Para garantir o apoio político e executivo para as etapas-chave do projeto e ações específicas nele contidas.
& # 183; Para garantir a seleção pela Equipe de Administração Corporativa, Conselho Executivo e Conselho do Condado de uma opção preferida para o futuro dos serviços de alojamento do conselho em Carmarthenshire. .
& # 183; Supervisionar um diálogo entre os oficiais do Conselho e o Governo da Assembléia de Gales sobre o futuro dos serviços de alojamento do conselho.
& # 183; Para servir como membro da Equipe do Projeto.
Conselheiro financeiro.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para assegurar que um conselho financeiro efetivo seja fornecido à Equipe do Projeto, aos principais diretores e membros em tempo hábil, conforme exigido pelo programa do projeto.
& # 183; Ser responsável pela produção de perfis de custos e análises de sensibilidade financeira relevantes para a avaliação das opções e, de outra forma, exigidos pela Equipe do Projeto.
& # 183; Apoiar o comissionamento de aconselhamento financeiro externo conforme exigido pela Equipe do Projeto e para manter contato em nome da Equipe do Projeto com todos os assessores designados.
Conselheiro legal.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para garantir que um aconselhamento jurídico efetivo seja fornecido à equipe do projeto, aos principais diretores e membros em tempo hábil, conforme exigido pelo programa do projeto.
& # 183; Para produzir opiniões legais relevantes para a avaliação das opções e, de outra forma, exigidas pela Equipe do Projeto.
& # 183; Apoiar o comissionamento de assessoria jurídica externa conforme exigido pela Equipe do Projeto e para manter contato em nome da Equipe do Projeto com os assessores designados.
Conselheiro de impacto corporativo.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para garantir que um conselho empresarial e organizacional efetivo seja fornecido à Equipe do Projeto, aos principais diretores e membros em tempo hábil, conforme exigido pelo programa do projeto.
& # 183; Realizar trabalhos de pesquisa e desenvolvimento em nome da Equipe do Projeto e produzir relatórios relevantes para a avaliação das opções e, de outra forma, exigidos pela Equipe do Projeto.
& # 183; Produzir em nome da Equipe do Projeto um Relatório de Avaliação de Impacto Corporativo em apoio da avaliação das opções.
Conselheiro de comunicações.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para assegurar que um conselho efetivo de comunicação e publicidade seja fornecido à equipe do projeto, líderes e membros em tempo hábil conforme exigido pelo programa do projeto.
& # 183; Produzir relatórios de comunicação e publicidade relevantes para a avaliação das opções e, de outra forma, exigidos pela Equipe do Projeto.
& # 183; Produzir em nome da Equipe do Projeto e afetar um Plano de Comunicação do Projeto.
& # 183; Trabalhar em conjunto com a Equipe do Projeto e os oficiais da Divisão de Habitação para produzir e afetar um Plano de Consulta do Projeto.
& # 183; Ser responsável pela produção de comunicados de imprensa em nome da Equipe do Projeto e para assegurar uma cobertura adequada da imprensa e da mídia.
Representante sindical.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Representar os interesses da equipe que tem interesse direto no projeto e o futuro dos serviços relacionados com a habitação.
& # 183; Para fornecer um link entre a Equipe do Projeto e o Grupo de Relações com Empregados.
& # 183; Para suportar as necessidades de comunicação da Equipe do Projeto, respeitando os requisitos de confidencialidade conforme apropriado.
Representante do pessoal habitacional.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para representar os interesses da equipe da Divisão de Habitação dentro do projeto.
& # 183; Fornecer um link entre a Equipe do Projeto e a equipe da Divisão de Habitação.
& # 183; Para suportar as necessidades de comunicação da Equipe do Projeto, respeitando os requisitos de confidencialidade conforme apropriado.
Representantes de inquilinos.
& # 183; Para servir como membro da Equipe do Projeto.
& # 183; Para representar os interesses dos inquilinos dentro do projeto.
& # 183; Para fornecer um link entre a Equipe do Projeto e a Federação de Inquilinos e as associações locais de inquilinos.
& # 183; Para suportar as necessidades de comunicação da Equipe do Projeto, respeitando os requisitos de confidencialidade conforme apropriado.
Glossário de abreviaturas.
BPFM Business Planning and Finance Manager - Serviços de Habitação: Adrian Young.
CC County Council.
Executivo-chefe do CE: Mark James.
Equipe de Gerenciamento Corporativo da CMT.
CSC Chair Scrutiny Committee for Housing and Public Protection:
Cllr John Gibbin.
DR Diretor de Recursos: Roger Jones.
DSC e H Diretor de Assistência Social e Habitação: Bruce McLernon.
Conselho Executivo da EB.
Membro do Conselho Executivo da EBM para Habitação e Proteção Pública:

Avaliação de opções de estoque de habitação
Informe ao Conselho do condado.
Abril de 2005.
1.1 O Conselho do condado de Carmarthenshire enfrenta desafios consideráveis ​​nas reuniões suas obrigações como proprietário de cerca de 9.300 domicílios (março de 2005). O principal desses desafios é a necessidade de melhorar a condição das habitações para atender padrões de vida modernos e estilos de vida.
1.2 A Estratégia Nacional de Habitação do Governo da Assembléia de Galesa, "Casas melhores para pessoas no País de Gales", publicada em 2001, expressa sua visão de moradia no País de Gales como:
Queremos que todos tenham a oportunidade de viver em uma habitação acessível de boa qualidade; para poder escolher onde vivem e decidir se comprar ou alugar é melhor para eles e suas famílias.
1.3 A estratégia baseia-se em torno do tema central da qualidade e da ambição da Assembléia de trazer todas as unidades sociais até o padrão de qualidade de habitação galesa (WHQS) até 2012.
1.4 As orientações publicadas pelo Governo da Assembléia de Gales (WAG) em 2002 para as autoridades locais sobre a produção de planos de negócios para habitação social requer conselhos para:
& # 183; estabelecer o propósito ou a missão da autoridade como um senhorio de habitação social;
& # 183; definiu os objetivos e padrões para o serviço;
& # 183; estabelecer um plano para atingir os objetivos e padrões;
& # 183; fornecer previsões financeiras detalhadas que identifiquem os recursos necessários e fontes de financiamento para as estratégias escolhidas;
& # 183; definiu um quadro para monitorar e avaliar o andamento do negócio da habitação;
& # 183; fornecer identificação e análise de opções e estratégias disponíveis;
& # 183; fornecer análise de sensibilidade, indicando o impacto das mudanças nas principais variáveis ​​nas previsões;
& # 183; comunicar os planos da autoridade à Assembléia, principais interessados ​​(particularmente inquilinos), parceiros e a comunidade em geral.
1.5 É claramente um requisito que os conselhos devem demonstrar como eles pretendem alcançar o WHQS.
1.6 In preparing the first draft business plan under this regime, for submission to WAG in March 2003, it became evident that Carmarthenshire County Council could not achieve the WHQS by 2012 under existing and forecast financial arrangements.
1.7 The guidance issued to councils, as indicated above, requires that, under such circumstances, councils need to evaluate alternative management and financial arrangements that could secure the Government's objectives for social housing standards. The WAG has been clear on its determination to secure from all councils a clear indication of how they intend to achieve the WHQS.
2 THE HOUSING STOCK OPTIONS APPRAISAL PROJECT.
2.1 The Council began a structured process in 2003 to identify how it could meet the business planning and dwelling standards requirements imposed by the WAG. The Director (Strategic Projects) was instructed to lead a corporate project to assess the options available to the Council to improve the condition of its housing stock.
2.2 A Project Initiation Document, which set out a rationale and terms of reference for the project, was approved by the Executive Board in September 2003.
2.3 The Housing Stock Options Appraisal Project was consequently formally launched with the objective of delivering clear outcomes:
& # 183; Clearly expressed standards for the condition and performance of dwellings and services for their improvement and maintenance.
& # 183; A comprehensive analysis and evaluation of all the options available for the improvement of the Council's own housing stock; details of the financial implications of each and the realistic prospects for the delivery of each.
& # 183; The identification of the favoured option for the improvement and management of the housing stock, as agreed by the County Council and its tenants through a process of engagement and extensive consultation.
& # 183; A detailed and transparent rationale of the reasons for the selection of the preferred option.
& # 183; The establishment of formal dialogue with the Welsh Assembly Government on the options appraisal with a view to securing its acceptance of the preferred option.
& # 183; Formal Council approval to proceed to the delivery of the preferred option.
& # 183; Amendment of the Local Housing Strategy, Operational Plan and Housing Stock Business Plan in the light of the preferred option.
3 THE OPTIONS APPRAISAL PROCESS.
3.1 The Office of the Deputy Prime Minister (ODPM), the Welsh Assembly Government and other organisations interested in the housing improvement agenda, such as, the Tenant Participation Advisory Service (TPAS), Community Housing Task Force (CHTF), etc, have between them published a considerable body of guidance on how to conduct a housing stock options appraisal. Whilst the guidance issued by ODPM and others has no formal jurisdiction in Wales, housing being a devolved function, it has nonetheless provided a useful reference and has informed the local options appraisal process.
3.2 The Carmarthenshire housing stock options appraisal has been conducted in accordance with best practice guidance and has covered the following key stages:
& # 183; Identifying the key stakeholders.
& # 183; Managing the process.
& # 183; Developing a detailed project plan.
& # 183; Defining the objectives.
& # 183; Establishing information needs.
& # 183; Resourcing the options appraisal.
& # 183; Establishing the base position of the Council.
& # 183; Identifying and evaluating the alternatives.
& # 183; Agreeing on a decision for the way forward.
Identifying the Key Stakeholders.
3.3 The key stakeholders have been identified and included within the appraisal process from the outset. Council officers, drawn from across all relevant departments, tenants and the trades unions have been part of the Project Team throughout. Members have been engaged through formal processes, including the Executive Board and Scrutiny Committee for Housing. Further details on member engagement and reporting are given in Appendix 1. Elected members, from all the main political parties, and tenants have together considered the options appraisal through the former Housing Management Board.
Managing the Process.
3.4 At the outset a Project Team, with clear terms of reference, was established to oversee the options appraisal. The Team, chaired by the Director (Strategic Projects), included Council officers from a number of professional disciplines, including housing, finance, legal, organisational development and communications, together with representatives of key stakeholder groups including tenants, housing staff and the trades unions. Tenant representation reflected the geographic areas of the County.
3.5 The Project Team has met regularly (approximately fortnightly) throughout the period of the project to guide its effective progress. Sub-groups were established to deal with the most challenging issues of finance and communications.
Developing a Detailed Project Plan.
3.6 A detailed project plan was drawn up and implemented at an early stage. This has been updated regularly during the course of the project. A Communication Plan was developed and enacted at an early stage to provide that all stakeholder groups were kept informed of progress with the project and to share information on the key issues and how they were being dealt with. This Plan also has been regularly reviewed by the Communications Sub-Group and amended as required.
Defining the Objectives.
3.7 The objectives to be achieved through the housing stock options appraisal project were clearly defined in the Project Initiation Document. They are reproduced in paragraph 2.3 above. Progress against the key objectives is detailed in Section 4 of this report and further decisions required are sought through the recommendations.
Establishing Information Needs.
3.8 An essential element for the options evaluation was the identification at an early time of the information needs of the project. Information was gathered and where necessary updated in the following critical areas:
(i) Stock Condition: A detailed stock condition survey was undertaken in 2002 and this provided the Council with a considerable amount of data. However, as the project progressed it became apparent that the data was not structured in a format conducive for financial and improvement modelling to the level of sophistication now required. A considerable amount of data manipulation work was necessary and this had an impact on the progress of the project. Organisational changes around the relationship between the Housing Division and the new Building Services Division and a major restructuring of the Housing Division, taking place concurrently with the options appraisal, introduced complications for the project and revealed a narrow capacity within the staff body for handling stock condition data. The need to address capacity and process for the future gathering and maintenance of stock condition data has emerged as a key issue for the future performance of the service and the management of risk and a strengthening of this area of work is recommended (see Recommendation 2).
(ii) Financial Forecasts: Detailed information on forecasts for revenue and capital expenditure was assembled at an early time. The financial regime for housing changed during the course of the project with the advent of the Major Repairs Allowance (MRA) for capital works to existing buildings, replacing the former supplementary credit approval arrangement, from the 1 st April 2004. The introduction of the prudential borrowing regime on the same date provided the Council with new freedoms to determine its own borrowing capacity within the housing account.
(iii) Corporate Impact: Whichever option is selected for the future there will be an impact on the Council. The exact impact will depend on the particular option. There are likely to be implications for the relationships between various divisions and the Housing Division and in the event of a transfer there are certain to be implications for the County Council in terms of the transfer of staff and the scale and efficiency of residual functions. A corporate mapping exercise was completed at an early stage in the project to identify the nature, scope, scale and value of support services provided to the housing function by other divisions in areas such as exchequer services, other financial services, building services, consultancy services, street scene services, legal services, democratic services, etc. This exercise informed the options appraisal process and an initial value for money study completed by the Council's Advisers to evaluate the scope for efficiency gains within existing working practices.
(iv) Housing Supply and Demand: A Local Housing Market Assessment had been undertaken in 2002 but since that time there has been considerable change in the overall housing landscape with large increases in property prices influencing demand and need issues. Over the past two years the Council has seen a marked increase in the number of persons and households presenting themselves as homeless and this has had an impact on the Council's capacity to meet fundamental need. Accordingly the Local Housing Market Assessment was updated during the autumn of 2004 to inform the options appraisal project and the stock sustainability exercise, which is a central feature for future planning.
(v) Current Performance: The current performance of all elements of housing services was known from routine performance management. Performance data informed the baseline mapping process and the identification of key areas needing improvement.
Resourcing the Options Appraisal.
3.9 The housing stock options appraisal process has been appropriately resourced throughout. A Director was appointed to lead the process from the outset and the Project Team has included senior managers, including Heads of Service, from the most relevant divisions. Funding was set aside from the Housing Revenue Account to procure external support for the Council and tenants to ensure that adequate capacity and expertise was available.
3.10 The appointment of an Independent Tenants Adviser (ITA) (DOME Consultants), selected by tenants, at a very early stage in the process, in accordance with recognised best practice, has ensured that tenants have been fully engaged at the heart of the options appraisal process and effectively supported throughout its course.
Establishing the Base Position.
3.11 As indicated above the base position detailing the present state of housing services was identified at an early stage in the project and has informed the options appraisal.
Identifying and Evaluating the Alternatives.
3.12 All of the alternative options potentially available to local authorities in Wales for the improvement of their housing stock have been identified and reported upon. An exercise to sift the broad range into a shortlist of options practically feasible for Carmarthenshire was completed and endorsed by the Executive Board in September 2004. Three options have been evaluated in detail and form the basis of this final options appraisal report (see also Section 5 below).
Agreeing on a Decision for the Way Forward.
3.13 This report presents the findings of the options appraisal analysis and asks that County Council selects its preferred option for securing the improvement of dwellings to the Carmarthenshire Homes Standard (incorporating the WHQS).
4 PROGRESS AGAINST KEY OBJECTIVES AND MILESTONES ACHIEVED.
4.1 The following is a summary of progress achieved against each of the objectives established within the Project Initiation Document (as reproduced in paragraph 2.3):
4.2 Objective - Clearly expressed standards for the condition and performance of dwellings and services for their improvement and maintenance.
The Carmarthenshire Homes Standard.
4.2.1 The Welsh Housing Quality Standard, published by the Welsh Assembly Government (WAG) in June 2001, establishes the national standard for the condition of dwellings. All social housing landlords are challenged by WAG to achieve the WHQS in all their homes by 2012.
4.2.2 In Carmarthenshire the condition of council housing generally falls short of the WHQS to varying degrees. This is due largely to government underinvestment in the maintenance of the stock over a period of many years. The stock condition survey carried out in 2002 revealed that only 266 council properties (of the 10,500 held at the time) met the WHQS in full.
4.2.3 Whilst the WHQS includes explicit specifications for many elements of the fabric of a house, standards for other aspects, such as the condition of the local environment in which houses are located, are not prescribed.
4.2.4 In beginning a process of assessing how it could move forward towards achieving higher standards in its social housing the County Council wished to assess the relevance of the WHQS to the actual circumstances prevailing in Carmarthenshire, particularly in relation to tenants' aspirations and priorities for improvement. Whilst it was acknowledged the WHQS, as the national standard, establishes the benchmark it was felt that for local improvement programmes to be effective in satisfying tenants' needs and preferences they needed to be informed by a clear direction from tenants around priorities for their homes and local environment. The objective was to produce a local standard - The Carmarthenshire Homes Standard - which incorporated the WHQS within a standard agreed between the County Council and its tenants to reflect the needs, aspirations and priorities of council tenants in Carmarthenshire.
4.2.5 In December 2003 the County Council appointed Research and Marketing Ltd (R&M), to conduct a comprehensive survey of tenants to establish tenants views on the WHQS and its appropriateness to their homes. A total of 1000 structured interviews were held with individual households, selected to be statistically representative of the overall tenant cohort, and a series of tenant focus groups were held. Interviews and focus groups were also conducted with housing staff, including those supporting tenants with specific needs.
4.2.6 R&M reported their findings in April 2004. These have subsequently been used to define the Carmarthenshire Homes Standard. The Carmarthenshire Homes Standard includes for the provision of the WHQS and further commitments beyond the WHQS, e. g. the installation of carbon monoxide detectors in all homes. Financial modelling within the options appraisal is based upon the local standard, which is higher that the WHQS.
4.2.7 The work that the County Council has conducted to agree a local standard with its tenants provides the best possible platform for the future as it ensures that the wishes of tenants are at the heart of the decision making process. Carmarthenshire's actions in this area are drawing attention from further afield and becoming acknowledged as good practice.
Housing Service Standards.
4.2.8 During 2004 the Housing Division fundamentally reviewed the way in which all landlord services are delivered to tenants. This exercise was undertaken in parallel with the organisational development review which resulted in a restructuring of the Division and significant improvements being implemented in the relationship between housing services and other providers, especially the Building Services Division.
4.2.9 The review led to the publication in August 2004 of a comprehensive housing services information guide and specification of service standards covering all areas including contact details, basic support and advice arrangements, complaints procedure, rents, benefits, special needs, environmental services, etc. The guide has been distributed to tenants.
4.2.10 This change programme is already achieving improved results with a survey of tenants undertaken during January 2005 revealing a significant increase in tenant satisfaction with the performance of housing services.
4.3 Objective - A comprehensive analysis and evaluation of all the options available for the improvements of the Council's own housing stock; details of the financial implications of each and the realistic prospects for the delivery of each.
4.3.1 On the 29 th September 2004 the Executive Board received a report describing the range of strategic options potentially available to local authorities and the implications of each for the Council, its tenants and staff.
4.3.2 Not all of the strategic options present practical solutions in Wales at the present time, due in the main to the legislative and funding framework in place within the Principality. The Executive Board was asked to sift the strategic options to identify those that present real prospects in Carmarthenshire for the foreseeable future and resolved that three options be evaluated in detail:
(i) Retaining the housing stock, exploring if necessary opportunities for prudential borrowing where this does not result in excessive rent increases.
(ii) A large-scale voluntary transfer of all the Council's housing stock, including examining the feasibility of a community mutual model.
(iii) A hybrid solution, which might include a partial transfer.
Detailed Options Evaluation.
4.3.3 These three options have since been evaluated in detail and form the central issue of this report. The full analysis is given in the report, included at Appendix 2, provided to the Project Team by the Council's Adviser, and summarised in Section 5 below.
Sustainability and Value for Money of Investment.
4.3.4 A "Stock Sustainability Study" undertaken by the Council's advisers confirms that investment in the stock is justified and represents value for money.
4.4 Objective - The identification of the favoured option for the improvement and management of the housing stock, as agreed by the County Council and its tenants through a process of engagement and extensive consultation.
4.4.1 The findings of the options appraisal analysis have been presented to tenants and a structured consultation on the options has been facilitated by the ITA. A report produced by the ITA submitting the views and preference of tenants is included at Appendix 4 and is summarised in Section 5.5.
4.5 Objective - A detailed and transparent rationale of the reasons for the selection of the preferred option.
4.5.1 The reasons for Council's decision will need to be documented.
4.6 Objective - The establishment of formal dialogue with the Welsh Assembly Government on the options appraisal with a view to securing its acceptance of the preferred option.
4.6.1 Throughout the options appraisal process officers and members have maintained a dialogue with counterparts at the Welsh Assembly Government. The Leader and Chief Executive have met with the Minister for Social Justice and Regeneration and her officials on a number of occasions to keep the Minister informed of progress.
4.6.2 The decision of County Council will be communicated to WAG shortly after it is made, with a view to securing the support of WAG for the Council's proposed strategy. The Council was required by the Assembly Government to submit a Housing Stock Business Plan before the end of March 2005. The Council could have been subject to sanctions by WAG had it not submitted a Plan by that date. The draft Business Plan is included at Appendix 3. The Plan makes reference to the options appraisal and whilst it indicates a potential way forward it has been made clear to the Assembly that it had not at the time of submission been formally approved by the County Council. Further detailed discussions will need to take place with WAG, whichever option is selected by the Council. Should the Council decide to proceed to a stock transfer it will be necessary to secure the approval of WAG for the transfer and attendant financial support. Should the Council prefer to proceed with a retention strategy utilising prudential borrowing the viability of borrowing and the delivery strategy will depend to a significant degree upon the willingness of WAG to negotiate financial conditions.
4.7 Objective - Formal Council approval to proceed to the delivery of the preferred option.
4.7.1 County Council is asked to approve that further work is undertaken to develop a strategy for the implementation of its preferred option, subject to the satisfactory completion of further discussions with WAG.
4.8 Objective - Amendment of the Local Housing Strategy, Operational Plan and Housing Stock Business plan in the light of the preferred option.
4.8.1 The Local Housing Strategy, Housing Business Plan and supporting Plans will reflect the Council's decision.
5 DETAILED EVALUATION OF THE SHORTLISTED OPIONS.
5.1 The main considerations and implications for each option are summarised below and in the matrix at the Executive Summary to this Report. Full detail is provided in the reports at the Appendices.
5.2 OPTION 1 - Retaining the housing stock, exploring if necessary opportunities for prudential borrowing where this does not result in excessive rent increases.
5.2.1 The initial financial modelling completed in September 2004 as part of the options sifting exercise confirmed that it would not be possible to achieve the Carmarthenshire Homes Standard (and WHQS) by 2012 through existing and forecast mainstream funding arrangements , within the 30 year business planning timeframe proposed by WAG.
5.2.2 It did suggest, however, that it may be possible to assemble a retention strategy through a model based over a timeframe longer than the standard WAG 30 year business plan period and which would have to explore opportunities to increase the funding available for improvement works through prudential borrowing. Consequently, a financial model was developed over a timeframe of up to 50 years, utilising the base model provided by WAG but modified to cover a longer period. Initially the Council's advisers assembled a number of financial scenarios reflecting variations in the inputs for the model. More recently the modelling work has been developed by the Council's own Finance Division and further scenarios have been prepared.
5.2.3 This modelling exercise concludes that a retention strategy can be implemented subject to the following terms:
& # 183; Prudential borrowing amounting to up to £74.3 million in total will be required between Year 2 and Year 10 to fund capital works.
& # 183; Borrowing and existing debt is projected to be fully repaid by Year 29.
& # 183; Savings in management and operational costs at a rate of 2% in each of years 2, 3 and 4 will need to be delivered.
& # 183; The minimum HRA working balance is reduced from £150 per property to £100, increasing by inflation after year 17.
& # 183; Capital receipts from the sale of housing portfolio land are used from years 2 to 11 at the (allowed) rate of 50% of sale value.
& # 183; In years 11 to 15 additional voluntary use of capital receipts is made. This assists in reducing the payback period for borrowing.
& # 183; Rent levels are retained within WAG guidelines.
5.2.4 The model relies upon a number of input measures which themselves depend upon a number of assumptions. The following are the most significant:
& # 183; Major Repairs Allowance (MRA) continues throughout the life of the model, based upon a figure of £6.2 million for 2005/2006 (as confirmed by the housing determination for that year) (equivalent of £600 per property), adjusted for subsequent years according to stock numbers and assuming inflation increase at RPI to maintain real terms value, including the period after the standard has been achieved. Guidance has been sought from WAG on this assumption and a written response has been received which advises " It is impossible to forecast so far ahead but for business planning we would suggest that you assume the same real terms value ".
& # 183; Set aside rules for capital receipts through right to buy sales of dwellings continue at a 75/25 split throughout the life of the model, to conform with housing subsidy calculation rules.
& # 183; Right to buy disposals follow a diminishing trend, continuing at a comparatively high level based upon recent numbers for the early years and then reducing quite considerably in the latter years as demand is expected to fall.
& # 183; There will be no additional government funding, beyond the HRA and MRA, to support a retention strategy.
5.2.5 Any change in the assumptions will have a direct impact upon the outputs forecast by the model, principally upon the overall affordability of the plan, and the timeframe for the repayment of borrowing. If the Council chooses to implement a retention strategy it must do so under a clear understanding that forecasting over a period of up to thirty to fifty years carries with it a significant degree of risk. Furthermore, a number of the critical risk factors are outside the direct control of the Council.
5.2.6 It should be noted that the model as constructed assumes the base year, Year 1, as the financial year 2005/2006 and that additional investment in the stock will commence in Year 2 (2006/2007). It is expected in practice, however, that it is likely to require some time to assemble a robust prudential borrowing programme and to secure the approval of lenders and so it is possible, therefore, that implementation may commence later than is suggested for modelling purposes. It will also be necessary to confirm that providers have the capacity to deliver the significantly increased workload. The dates presented are, consequently, indicative at this time and will be finalised once all the arrangements for defining an agreed prudential borrowing programme have been completed.
5.2.7 The financial prudential borrowing model predicts that it is likely to take up to the year 2014/2015 to raise sufficient funding to allow the achievement of the Carmarthenshire Homes Standard, compared to the target date of 2012 set by WAG. It is considered that there may not be sufficient time in the period up to 2012 to create and implement effective structured improvement programmes which exploit fully the potential for increased investment in housing to support broader regeneration objectives, e. g. in labour market development, local supply chain development, etc, in a truly sustainable way. It is proposed that the target date of around 2014/2015 would be more beneficial for the long-term regeneration of the County. This, however, will need to be negotiated with WAG to secure their agreement to move beyond the present national target for delivering the WHQS by 2012.
5.2.8 A retention strategy will have the following implications:
(i) Implications for the Council.
& # 183; Ownership of all stock will be retained by the Council. The Council will continue with its role as landlord and housing provider.
& # 183; Significant and challenging improvements in organisational efficiency will be required in order to release savings to fund the prudential borrowing programme.
& # 183; The Council will need to explore the potential for new partnerships with other local authorities and private sector providers to improve efficiency in procurement and delivery.
(ii) Implications for Elected Members.
& # 183; Role of elected members unchanged, subject to Council policy and democratic processes.
& # 183; Elected members will need to support the delivery of organisational efficiency gains.
(iii) Implications for Council Staff.
& # 183; There would be no enforced change for Council staff but the requirement to secure significant efficiency gains could have implications for organisational arrangements and staff numbers. These matters will need to be evaluated fully.
(iv) Implications for Tenants.
& # 183; There will be no change to the fundamental position of tenants.
& # 183; Right to Buy continues, in line with statute and Council policy.
& # 183; Rents will be set by the Council with reference to guideline rents set by WAG.
& # 183; Tenant Participation Compact will remain, subject to negotiation between Council and tenants.
Sensitivity Analysis and Risk Assessment.
5.2.9 A range of scenarios have been modelled to evaluate the effects of significant change in the assumed inputs for the model.
5.2.10 The major risks are:
& # 183; The Government changing its policies for social housing, especially funding, particularly the Major Repairs Allowance.
& # 183; Achieving the targeted efficiency gains in management and operational costs.
& # 183; The sufficiency of the Council's data on stock condition and estimates for the cost of improvement works.
& # 183; Cost inflation, interest rate changes, etc.
5.2.11 By far the most critical assumption within the model is that the MRA will continue throughout the life of the plan, even after the standard has been achieved, adjusted in real terms and in line with stock numbers.
5.2.12 The sensitivity analysis predicts that any significant change in government policy on the provision of the MRA renders the prudential borrowing plan unviable. Having borrowed to achieve the standard the Council would, if the MRA was removed or reduced to any significant degree, be unable to service the debt from within the HRA within the 50 year timeframe of the model.
5.2.13 The above assumes that the current MRA rules continue. In Wales currently MRA funding cannot be used to service debt, as is the case in England. However, if WAG relaxed this condition and continued to allocate MRA the financial scenario would be improved. Also, the figures presented above (paragraph 5.2.3) represent in effect the "worst case scenario" and if WAG is prepared to review current financial rules it is possible that the funding scenario could be significantly improved with the risk associated with prudential borrowing reduced and the timeframe for debt repayment shortened. In discussions held to date the WAG has asked the Council to indicate how it could potentially assist the position of the Council in meeting its obligations for the WHQS and through the modelling exercise the Council is now able to clearly demonstrate to WAG the conditions that would facilitate an improvement strategy supported by prudential borrowing. Further discussions will need to be undertaken with WAG to agree the scope for amending the financial framework prior to a commitment being made to prudential borrowing. Additionally, the Council may need to review certain of its own financial policies in order to provide maximum opportunity for a prudential borrowing programme for housing to succeed.
5.2.14 Critically, future provision of the MRA is a significant risk factor which is entirely outside the control of the Council, being a matter of government policy. As indicated earlier guidance has been sought from WAG on this matter and the Council has been advised to plan on the basis that MRA will continue in real terms value. Discussion with WAG on the possible modification of financial rules to allow MRA to be used to service debt are continuing. WAG has indicated that it may be prepared to reconsider its policy in this area but only after the national picture across Wales becomes clear, following the submission of housing business plans by all Welsh authorities in March 2005.
5.2.15 Another area of significant risk is the Council's ability to achieve the level of efficiency gains embedded in the model. The Council's Advisors have produced an initial Value for Money report, which evaluates the Council's present management and operational arrangements and performance. This suggests that there is sufficient scope for efficiency gains. This initial report provides a useful basis for undertaking a more detailed assessment to identify precisely the nature of efficiency targets and to allocate ownership and responsibility for their delivery. This should be carried out employing robust process management techniques, which could include using the now well-established best value review processes used across the Council.
5.2.16 The risks associated with efficiency challenges lie completely within the control of the Council.
5.2.17 The Council will wish to note that the prudential borrowing model originally constructed by the Council's advisers from the standard WAG model has been independently scrutinised and verified by IPF Consultants, the commercial arm of the Chartered Institute of Public Finance and Accountancy (CIPFA) which is the professional organisation that produced the Prudential Code on behalf of the Government. The CIPFA Prudential Code is part of the statutory framework for the prudential system for capital investment and is incorporated within the WAG's non-statutory Guide to the Prudential Framework for Capital Finance for Local Authorities in Wales.
5.2.18 IPF was asked to assess the model and comment on the affordability of borrowing. Their main conclusions are:
& # 183; The functionality of the model is sound and it will enable the Council to make an informed affordability judgement.
& # 183; The assumptions behind the model are adequate and provide a sound basis for assessing the affordability of the (retention) proposal.
& # 183; The financial model in its current form indicates that borrowing is affordable.
& # 183; Limited sensitivity testing has been undertaken but key elements of the model would benefit from further assurance.
& # 183; The financial model provides a sound basis for assessing affordability.
& # 183; A fully costed risk analysis and appraisal should be developed, including further sensitivity testing.
& # 183; Detailed action plans that demonstrate how the Council will manage significant variations from base assumptions of key cost drivers must be produced.
& # 183; The financial model should be continuously reviewed and revised to reflect new data that challenges existing assumptions.
& # 183; The prudential borrowing report (Penningtons - see Appendix 3) provides an accurate overview of the Code for Prudential Borrowing.
5.2.19 It should be noted, however, that the above commentary was made ahead of the most recent modelling work that has been undertaken in-house. Should the Council resolve to proceed with a retention strategy it will be important that a similar exercise is carried out as part of a full risk assessment to test the assumptions made within the final working model.
5.2.20 The financial model produced for the options appraisal provides the Council with an enduring tool that can be utilised to effectively manage housing investment programmes over the long-term, should a retention strategy be preferred. Through the extensive modelling work that has been undertaken Council staff have developed the capacity to deploy the model as an effective management tool.
5.2.21 The Council will need to implement effective risk management processes through the life of the strategy.
5.2.22 A crucial element of risk management for the future will be to ensure the dynamic management of the delivery of the plan over its lifespan. It will be essential that forecasts are reviewed and updated regularly based upon refreshed data that is contemporaneous and accurate.
5.2.23 It is appropriate for the Council to have regard to the Prudential Code, which states that financial forecasts should be made on the basis of best information available at the time and making reasonable assumptions where there is a significant element of uncertainty .
5.2.24 It must be emphasised that retention is certainly not a "do nothing" opção. In reality it can be considered more challenging than transfer in that all the risks associated with delivering improvements and management of the stock remain with the Council, although a number of the significant risk factors are outside the direct control of the Council. For those risks which are within the control of the Council, e. g. significant efficiency gains in management and operational costs, determination and persistence will be required to realise the savings which will be critical for the viability of the borrowing programme..
5.2.25 Should the Council determine to proceed with a retention strategy at this time it may still have open to it the option of reverting to a transfer, in whole or part, at some point in the future should circumstances change sufficiently to dictate such a course of action. However, it is important to note that in the event of the Council having instigated a prudential borrowing programme but deciding at a later date to move to a transfer the Treasury rules as they stand provide that overhanging debt write off applies only to debt that can be subsidised by the HRA which does not at this time include debt arising out of prudential borrowing. If this government policy continues any debt arising out of committed prudential borrowing would not be removed through the overhanging debt provision but would have to be met by the Council's general funds.
5.3 OPTION 2 - A large-scale voluntary transfer of all the Council's housing stock, including examining the feasibility of a community mutual model.
5.3.1 A Large Scale Voluntary Transfer (LSVT) would involve transferring the ownership of all the Council's dwellings to a completely separate organisation, a Registered Social Landlord (RSL), which would then manage the housing as landlord, improve the condition of properties to the defined standard and maintain them for the future. The new owner could be either an existing RSL, expanded to take on board the Council's stock, or a new organisation, created specifically to manage the present Council stock, but independently of the Authority.
5.3.2 There are potential advantages for tenants in placing the present housing stock under the control of a RSL:
& # 183; RSLs are not subject to government restrictions on borrowing. They are free to borrow funds from the private sector in order to invest in the stock.
& # 183; If the Welsh Assembly Government supports a transfer proposal the RSL will benefit from financial support to deal with any outstanding debt on the stock and any negative valuation arising out of poor condition.
& # 183; Tenants have the opportunity to play a more formal and direct role in the governance of social housing services with at least one third of the Board of the RSL company being tenants.
& # 183; RSL rents are regulated by the WAG through a benchmarking regime and so the impact of transfer on rents would be negligible.
5.3.3 Financial modelling predicts that a transfer proposal is financially viable from a lender's perspective and that borrowing required to achieve the housing standards could be paid back within 18 years.
5.3.4 This assumes that the Welsh Assembly Government would support the transfer and apply Treasury policy which would be for government to contribute a sum estimated at £34 million to pay off overhanging debt and meet the costs of a negative valuation on the stock, estimated at £15.9 million.
5.3.5 As for a retention strategy, the financial model predicts that sufficient funding can be brought forward to allow the achievement of the Carmarthenshire Homes Standard by 2012 but it is considered that a target date of around 2013/2014 would be more sensible and beneficial. Proposals to move the delivery date beyond 2012 will need to be negotiated with the Assembly Government.
5.3.6 A transfer of Council housing to a RSL is a permanent arrangement, it cannot be reversed.
5.3.7 A large scale stock transfer strategy will have the following implications:
(i) Implications for the Council.
& # 183; There is a possibility that costs, post transfer, could increase for the Council though the loss of economies of scale and that the performance of residual functions could become less effective. Any increase in costs in this regard would fall on the Council's General Fund with possible implications for Council tax or the level of service provision in other areas.
(iii) Implications for Elected Members.
& # 183; The role of elected members would be affected as responsibility for the landlord function would be removed from the Council. The Council, and it members, would play no part in the management of social housing and the delivery of services to tenants. Up to one third of the Board of a RSL is typically made up of council representatives and members fulfilling this role would play a part in the governance of the landlord function but the remaining members would be responsible only for the residual strategic housing function.
(iii) Implications for Council Staff.
& # 183; Council staff involved in the landlord function will transfer to the new owner on the date of transfer under TUPE.
& # 183; The new landlord could continue to buy in services, such as central support, grounds maintenance, etc, for a period of up to three years from the date of transfer subject to negotiation as part of the transfer proposal and with the agreement of WAG. Thereafter the RSL would be expected to demonstrate value for money in the procurement of these services. The Council could bid for such work but should it not be successful the staff concerned would then transfer to the new provider(s) under TUPE at the appropriate date. Alternatively, staff employed in these functions could be transferred through negotiation under TUPE as part of the transfer proposal.
(iv) Implications for Tenants.
& # 183; Tenancy transfers to RSL.
& # 183; Tenancy becomes Assured (rather than a Secured Tenancy). Tenants retain all key rights and security of tenure. Terms of Assured tenancy can only be changed with support of a majority of tenants.
& # 183; Preserved Right to Buy for transferring (existing) tenants - subject to statute. Right to Acquire for new tenants post transfer.
5.3.8 Before the Council could proceed to implement a LSVT it must arrange for all tenants to have the opportunity to vote on the proposal to transfer though a formal ballot. A simple majority of tenants voting in the ballot must support the transfer for it to proceed. If the transfer proposal does not secure the support of a majority of tenants voting it cannot go ahead. Tenants, therefore, effectively have a veto on any transfer proposal.
5.3.9 If the Council is minded to move towards a LSVT it is estimated that the cost of organising and conducting a ballot of tenants would be of the order of £360,000. If a majority of tenants participating in the ballot voted in favour of transfer the costs of the ballot could be set against the HRA but if the proposal to transfer was not supported by tenants only half of the costs could be set against the HRA, with the other half having to be met from the General Fund.
5.3.10 Should tenants support a transfer proposal at ballot the estimated cost of developing and implementing the transfer proposal is approximately £1.96 million.
5.3.11 Should the Council be minded to move towards a large scale voluntary transfer it is likely that the process of arranging a ballot and preparing a transfer proposal for implementation could take a period of up to two years.
The Community Mutual Model.
5.3.12 The Community Mutual Model is a particular type of organisation being developed in Wales for a stock transfer RSL, which increases the role of tenants and focuses on the local community.
5.3.13 In a community mutual all tenants become members of the company with a nominal £1 share holding, thus the company is wholly owned by tenants. The RSL is a not for profit company limited by guarantee, dedicated to serving the local community. Tenants do not receive a dividend from the company. Any surpluses are invested in improving conditions in the local community.
5.3.14 Governance arrangements are similar to the usual RSL model with tenants making up at least one third of the Board, with local councillors making up no more than one third and independent persons no more than one third.
5.3.15 To date there have been no community mutuals established in Wales.
5.3.16 The community mutual model has attractions because it involves tenants more directly in the governance of social housing and introduces clear community objectives within the constitution of the RSL. Such an arrangement has potential to support wider community and neighbourhood renewal objectives, placing housing at the centre of community renewal and community cohesion activity.
5.5.17 It has not been possible within the timeframe of the options appraisal to undertake a detailed evaluation of the arrangements for and potential offered by a community mutual. Should the Council resolve to move towards a large scale voluntary transfer then the potential of this model should be evaluated in full as part of the development of the transfer proposal.
5.3.18 A LSVT would most likely see all the significant risk associated with the landlord function, currently resting with the Council, pass to the RSL, although It is possible that some degree of risk sharing may be agreed through the transfer negotiation process to accommodate special issues.
5.3.19 For tenants, a LSVT proposal carries very limited risk. The benchmarking scheme applied by WAG should ensure that a LSVT would be largely risk neutral for rents. The risk that does exist rests around the performance of the new owner and developing a relationship with a new landlord. There are potential attractions for tenants in a LSVT in that a RSL may be able to secure additional funding to accelerate the improvement of dwellings and to maintain them at the defined standards for the future. There are also potential governance advantages under a RSL, especially if a community mutual model were to be adopted.
5.3.20 There are risks for the County Council under a LSVT, in that the transfer of staff to the new landlord and potentially service providers could lead to increased residual costs and possibly reduced performance in residual functions due to loss of economies of scale. However, this risk should be evaluated alongside the Council's Advisers' conclusions that there is considerable scope to reduce present management and operational costs.
5.3.21 There would be risk associated with constituting a transfer RSL under the community mutual model as this has not been done before but it likely that with proper preparation that these risks could be minimised and effectively managed.
5.4 OPTION 3 - A hybrid solution, which might include a partial transfer.
5.4.1 The Council's Advisers have considered the option of a hybrid solution, under which the Council would retain part of the stock with part being transferred to an RSL. They have concluded that, at this time, there does not appear to any benefit to be accrued through a partial transfer. This is due in summary to there being housing demand across all areas of the County with investment needs also being spread evenly across the stock. A partial transfer at this time would probably lead to a disadvantageous loss of economies of scale whereas whole stock solutions appear to be more viable.
5.5 TENANT CONSULTATION AND FEEDBACK.
5.5.1 From very early in the options appraisal process (May 2004) the Council facilitated the appointment of an Independent Tenants Adviser (ITA) to work with tenants, supporting them to play an active part in the process. TACT DOME were selected by tenants through a competitive selection process.
5.5.2 The appointment of an ITA at an early stage in an options appraisal is acknowledged as good practice.
5.5.3 The ITA has led a comprehensive and structured programme of consultation and engagement with tenants, leading to the production of a formal report on behalf of tenants, which expresses their views on the appraisal and their (tenants') preferred way forward. A copy of this report is included at Appendix 4.
5.5.4 The principal conclusion drawn from the consultation process is that tenants are overwhelmingly in favour (92% of those participating in the Insight Group decision making session) of the Council retaining the housing stock and delivering improvements to the Carmarthenshire Homes Standard (incorporating the WHQS).
5.5.5 In reaching this conclusion tenants expressed the following aspirations for the future:
& # 183; Tenants wish to be drawn more closely and effectively into the governance of housing services, including the management of performance and delivery.
& # 183; Tenants are eager for early progress in the delivery of improvements to dwellings.
5.5.6 In addition to the work being undertaken by the ITA the Council commissioned Research and Marketing Limited to undertake during January 2005 a telephone survey of a sample of tenants to assess views on the options appraisal and the way forward.
5.5.7 Of the tenants contacted who were aware of the options appraisal process and felt sufficiently informed to express an opinion (163 number) 91% declared their preference to stay with the Council. This result is consistent with that generated through the work of the ITA.
5.6 HOUSING SCRUTINY COMMITTEE.
5.6.1 The Housing Scrutiny Committee considered the draft options appraisal report on the 18 th March 2005 and debated the matter in depth. A copy of the minutes of that meeting is included at Appendix 5.
5.6.2 The Housing Scrutiny Committee resolved to recommend to the Council that on the basis of the best information available at the present time that Council adopts Option 1 as its preferred option, subject to the further supporting recommendations made for that option.
5.7 RECOMMENDATIONS.
5.7.1 Recommendation 1.
County Council considers the information presented in this Summary Report and its accompanying Appendices and selects, from the following, its preferred option for meeting the objectives detailed in the Welsh Housing Quality Standard and the Carmarthenshire Homes Standard:
& # 183; Option 1 - Retaining the housing stock, utilising prudential borrowing to secure the additional investment required.
& # 183; Option 2 - Embarking upon a large scale voluntary transfer of all its housing to a Registered Social Landlord.
A comprehensive implementation strategy will need to be developed to take forward the Council's selected option, to reflect further discussions with the Welsh Assembly Government, which will need to be satisfactorily completed. It is estimated that this work could take up to two years to complete fully.
(a) If the Council selects Option 1 the following recommendations are made:
(i) Detailed discussions on the prudential borrowing model and its assumptions should be held with the Welsh Assembly Government in order to clarify in so far as is possible present and proposed government policy for social housing funding, in order to minimise risks wherever practicable.
(ii) County Council approves the draft Housing Stock Business Plan included at Appendix 3 as the basis of these negotiations and as the basis of its preferred way forward.
(iii) The financial model produced for the options appraisal should be used to frequently update financial projections and to inform the management of funding and improvement programmes. The Council should dedicate sufficient resources to ensure that this work is done fully and on time.
(iv) A fully costed sensitivity analysis and risk assessment should be completed prior to any prudential borrowing programme being enacted.
(v) A detailed evaluation of prospective efficiency gains should be completed during 2005/2006, utilising robust process management techniques and best value processes, to identify optimum service management and delivery arrangements for the medium and long terms and to quantify the levels of efficiency gains realistically achievable.
(vi) A comprehensive Retention Strategy should be compiled to incorporate all aspects of the delivery of housing stock improvements and its potential to contribute to wider regeneration objectives, such as labour skill development, health improvement, environmental improvement, etc, within an integrated programme. The Council should commit appropriate capacity to this work, which could take up to two years to complete.
(b) If the Council selects Option 2 the following recommendations are made:
(i) A detailed transfer proposal be developed in consultation with the Welsh Assembly Government, to include a detailed examination of the potential offered by the community mutual model.
(ii) Arrangements be made for a formal ballot of tenants on the transfer proposal at an appropriate time.
(iii) A detailed corporate impact assessment be completed to identify and quantify the resource implications (finance, staff, administrative buildings, operational depots, etc) for the County Council post transfer.
(iv) Corporate capacity should be committed to manage the stock transfer process. It is estimated that this could take up to two years to complete.
6 KEY LESSONS LEARNED FROM THE OPTIONS APPRAISAL PROCESS LEADING TO ADDITIONAL RECOMMENDATIONS FOR IMPROVEMENT.
6.1 The options appraisal process has been a valuable exercise, not only in completing the analysis of the feasibility for improving homes to higher standards, but also in helping to identify key areas where attention is required to support a programme of continuous improvement in the provision of housing services whilst integrating action for improved social housing with other broader strategic objectives, e. g. deprivation (e. g. through affordable warmth programmes), health improvement (e. g. through eliminating dampness in dwellings), climate change (through improving energy efficiency), neighbourhood renewal, etc.
6.2 The following key issues have been identified during the options appraisal, which if addressed can support the wider objectives of the Council and its strategic partners:
6.3 Stock Condition Information.
6.3.1 The options appraisal process has reinforced the crucial importance of robust stock condition data for business and improvement planning. Whilst considerable work has been undertaken in the past in Carmarthenshire to gather comprehensive information on stock condition the appraisal process revealed that the large amount of data held was not initially structured in a form for reliable financial forecasting to the level of sophistication sought for the effective planning of improvement works over a long period of time. The maintenance of data sets so that information is current and accurate is an immediate, ongoing and vital need. For the Council to be able to have confidence that improvement plans are soundly based and reliable strengthened focus needs to be applied to stock condition intelligence gathering and management.
Recommendation 2.
The stock condition survey should be updated as a matter of priority. This is essential whichever option the Council chooses. Should the Council choose the retention option sufficient resources should be committed to the future management of stock condition data on a permanent basis, through a comprehensive and suitably structured housing database, which is consistent with the corporate Asset Management Plan, to ensure that the information held is current and accurate and is in a format that will support efficient resource management, and improvement planning and delivery.
6.4 Tenant Engagement.
6.4.1 The options appraisal process has confirmed the value of an effective relationship with tenants and the need for developing capacity for tenants to play an effective part in service governance, planning and monitoring. Carmarthenshire County Council has over recent years invested considerably in tenant engagement, securing recognition for its commitment and success in fostering relationships in this crucial area.
6.4.2 Tenant representatives have been included on the Project Team throughout the options appraisal process. The ITA has ensured that tenants have been able to articulate a collective contribution to the options appraisal process.
6.4.3 The Council has recently reviewed its arrangements for tenant engagement and a new process will be enacted from the 1 st April 2005, based around the Community Networks framework.
6.4.4 Furthermore, the Executive Board has recently completed a review of the nature and number of Advisory Panels serving the Council, its partners and stakeholders. It has resolved to constitute a new Housing Services Advisory Panel to replace the former Housing Management Board.
6.4.5 In expressing their views on the options appraisal through the structured consultation processes facilitated by the ITA tenants have clearly expressed their desire to be included more closely within the governance of housing services. Tenants have described at the Project Team their preference to remain with the Council as "a leap on faith" on their part, declaring that they are prepared at this time to place their trust in the Council and that the Council should be given a chance to prove itself. Should the Council decide to proceed with a retention solution it will clearly be in its interests to heed this feedback from tenants and to respond to their eagerness to play a closer role in service direction and performance. The Council should continue to review arrangements for engaging tenants in service governance with a view to fostering stronger relationships, which will be essential for the effective delivery of the challenging improvement programmes.
Recommendation 3.
Should the Council select the retention option the new tenant engagement arrangements, including the Tenant Participation Compact, Housing Services Advisory Panel, etc, should be kept under review with the objective of continuously improving governance and the direct involvement of tenants in housing services, in a manner which integrates with and supports the Council's wider citizen engagement objectives and programmes. The Council should design and implement programmes to increase the capacity of tenants so that they may effectively engage in housing services governance.
6.5 Neighbourhood Renewal and Sustainable Communities.
6.5.1 Good quality housing is widely recognised as a fundamental need that is central to people's quality of life. The condition of the environment in which dwellings are located, the proximity of local services, such as shops, schools, healthcare facilities, access to employment, etc, and the quality and effectiveness of local infrastructure are central to community functionality. The improvement of the standard of social housing offers considerable potential to stimulate community and economic regeneration, for example, by improving the "liveability" of estates and by supporting the reinvigoration of the local construction industry through the redevelopment of the traditional building trades.
Corporate capacity should be dedicated to develop and implement programmes for sustainable community renewal, embracing the opportunity provided by social housing improvements, as a long-term commitment.
Summary of Member Engagement and Reports.
Executive Board - 29 th September 2003.
Executive Board receives and endorses the Project Initiation Document and project formally launched.
Housing and Public Protection Scrutiny Committee - 24 th October 2003.
Scrutiny Committee receives Project Initiation Document.
Housing Management Board.
Between September 2003 and May 2004 the Housing Management Board received regular monthly reports on progress with the housing stock options appraisal project. The Housing Management Board was not constituted following the local government election in June 2004.
Council Seminar - 11 th March 2004.
A seminar was held for all members of the Council to describe the position concerning housing strategy and options appraisal in Wales and Carmarthenshire. The seminar received presentations from a housing policy officer from WLGA, the Council's head of Housing and Director (Strategic Projects). The Executive Board Member for Housing and Public Protection facilitated a question and answer and discussion session.
Housing and Public Protection Scrutiny Committee - 23 rd March 2004.
Scrutiny Committee receives a progress report on the options appraisal project.
Executive Board - 5 th April 2004.
Executive Board received a progress report on the options appraisal project.
Local Government Elections - 10 th June 2004.
11th August 2004.
Letter from Director (Strategic Projects) to all members of the County Council providing information on the progress of the options appraisal.
Council Seminar - 15 th September 2004.
Members of Council receive information on the range of strategic options potentially available for housing stock improvements and recommendations for developing a shortlist of three practical options. The Executive Board Member for Housing and Public Protection chaired an energetic debate on the options and their broad implications.
Executive Board - 18 th October 2004.
Executive Board receives report on strategic options and approves shortlist of three options for detailed evaluation.
Opposition Spokespersons Group - 4 th November 2004.
The Group received the strategic options report and questioned officers on its contents and progress in the appraisal process.
Independent Group - 7 th February 2005.
Labour Group - 8 th February 2005.
Plaid Cymru Group - 9 th February 2005.
Political groups given briefing on draft options appraisal report and offer feedback.
Preliminary Executive Board - 7 th March 2005.
Executive Board informally receives the draft final options appraisal report.
Housing Scrutiny Committee - 18 th March 2005.
Housing Scrutiny Committee considers draft options appraisal report and records response.
Executive Board - 3 rd May 2005.
Executive Board receives final options appraisal report and approves submission to County Council for decision.

Housing stock options appraisal

Will there be a fair and balanced debate before any decision is made and does this include equal resources for both sides to put the arguments for and against the proposal?
Will tenants be given a vote in a formal ballot over stock transfer, PFI and ALMOs?
Will tenants be offered an unbiased clear option of remaining as council tenants, using existing resources, investigating prudential borrowing and continuing to campaign to win the fourth option? This should not be described as 'Stay as you are' but 'Using existing resources and continuing to seek additional resources'.
THE COUNCIL'S FINANCES.
Have tenants seen the details of the 'stock conditions survey', do the results tally with tenants' own experience of estates/work they are familiar with or has the council exaggerated the problems in order to justify selling homes, PFI or ALMO?
How much is the total cost to meet the Decent Homes Standard, how much of that can the council meet out of its own resources, what's the gap (if any?)
If the council believes that existing resources won't be enough to meet the Decent Homes Standard by 2010 how much longer would it take to reach the standard?
If existing resources are insufficient what work would not be completed and how important is this work to tenants?
If the calculations regarding the Decent Homes Standard were done some time ago, has the council modelled the effect of the changes in the Management and Maintenance Allowance introduced over the last year (one increase Sep 03, one Nov 04), and how much extra resources does that give them?
What money does the council receive each year from 'right to buy' sales and is 100% of the money that it retains reinvested in council housing?
What are the council's debts and if the government wrote off overhanging debt for all councils - not just those who transfer - what improvement would this make to the council's financial position and its ability to use prudential borrowing?
Has the council investigated the potential of prudential borrowing to raise money to meet the Decent Homes Standard?
How important to local tenants are the specific targets set out in the Decent Homes Standard and are tenants being given the opportunity to weigh up the benefits of meeting Decent Homes against the disadvantages of stock transfer, PFI or ALMOs.
How much of the Basic Credit Approvals the council receives from government does it use towards improving its housing stock each year?
What is the Tenanted Market Valuation of the stock and does giving the homes away at knock down prices represent good value for money?
How much does the council estimate the set-up costs of transfer to be?
How much will the council actually gain as a lump sum through the transfer, after set-up costs and debt are taken into account (if anything) and what do they plan to spend this on?
How many 'stars' does the council have for its housing services and can the ALMO realistically hope to achieve the two stars necessary to gain investment?
How much will the costs of consulting on and setting up the ALMO to be?
PRIVATE FINANCE INITIATIVE (PFI)
Impact on affordability: what will be the cost to tenants of paying the ongoing maintenance over thirty years to the PFI contractor?
What is the council's past record of policing private contractors, do they have experience of policing anything comparable to a PFI contract and how do they think they will be able to enforce a complicated PFI contract with a major consortium when many major government departments have singularly failed?
If a private consortium takes over the management of an estate(s)/street(s) how will tenants be able to hold the management to account?
Capping of leaseholder contributions: how much will tenants have to pay to subsidise the work done to the benefit of leaseholders on the PFI estate(s)?
'FOURTH OPTION' FOR COUNCIL HOUSING.
Have councillors and tenants been told about the discussions taking place with Ministers to secure a 'fourth option' for council housing - direct investment as an alternative to the three options of transfer, PFI and ALMOs?
What has the council done to support this proposal?
What have local MPs done to support the fourth option and have they signed the early day motion in Parliament?
Are tenants aware that whilst the government may be making negative statements (it keeps changing all the time) they have already given ground on 'Daylight Robbery', prudential borrowing and considerable progress was made between John Prescott and various representatives during talks in September. Many people expect these talks to resume.
Are tenants and councillors aware that the fourth option is backed by tenants around the country, all the main trade unions and the TUC, the Local Government Association and many local authorities and growing numbers of MPs?
Latest stock options for England (Jan 2008)
Spreadsheet showing council stock options policy (last updated: Jan 2007)
Spreadsheet who balloting when (always subject to change by councils).

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Options Appraisal and Value for Money.
Options Appraisal.
The options appraisal is at the core of the Business Case and will typically include:
The implications of 'doing nothing' The options for delivery (note that a series of appraisals might be needed to examine different aspects of project delivery, e. g. type of intervention or procurement route) An assessment of the pros and cons for each option (benefits and dis-benefits) The potential costs of each option and sources of funding A recommended option for both delivery and funding.
You should always compare the options with a 'Do Nothing' option. Doing this helps to answer two important questions:
Will delivering the project actually make a difference compared with not delivering it? What will the impact be if we don't deliver the project?
A Project Definition Workshop is a good way of introducing people to the project as well as carrying out an initial assessment of the project options. The workshop is usually chaired by the Project Sponsor and facilitated by the Project Manager, but you can get advice and help from your Directorate Programme Manager. Before the workshop you should brief everyone involved and give people the project mandate and proposal documentation as background. Lessons learned from previous projects should also be considered as an important input to the process.
The options appraisal is a potentially a time consuming task and you must resist the urge to ‘plough through’ it and get it done quickly without considering the options properly. For a large or complex project, you may not be able to reach a final decision on the options in the space of one workshop, simply because of the amount of information needed to make the decision properly.
Wherever possible, the options appraisal should be quantitative – i. e. with each option given a series of scores to indicate how well it supports each of the project objectives. The project objectives themselves can be weighted, enabling a single evaluation score to be produced for each option. There are several advantages to conducting the options appraisal in this way:
It ensures that the project objectives are specific and measurable It provides a clear record of how each option has been evaluated It can easily be reviewed if new options are identified or assumptions change It enables a simple Value for Money analysis to be undertaken.
(by dividing the evaluation score of an option by its cost).
A simple template for carrying out a quantified options appraisal is attached here. (Please note that there's some rather complicated formatting in this to drive the calculations, which is easy to throw out if you add or delete rows, but anyone from the Accountancy team should be able to put these right for you.)
It's important to note that there are necessarily going to be some fairly crude assumptions involved in allocating weightings and scoring the options. For this reason, the quantified options appraisal shouldn't be seen as automatically generating the answer, but as a helpful way to analyse and evaluate the project options in a transparent, consistent way.

South Kesteven District Council.
Promoting pride in our communites.
Links Rápidos.
Agenda item.
Housing Stock Option Appraisal.
Report number DRS16 by the Director of Regulatory Services. (Enclosure)
To identify large scale voluntary transfer as the preferred option of the Council for the future ownership and management of the housing stock, following the recommendation made by the Stock Option Appraisal Commission (SOAC) who have undertaken the detailed appraisal of the options on behalf of the Council for the following reasons:-
a To provide the opportunity to secure investment for tenant priorities.
b To provide an opportunity to invest in improving tenant services.
c To provide opportunities for enhanced tenants involvement.
d To provide the opportunity for investment in affordable housing.
e To provide the ability for the council to focus on its strategic housing function.
The Chairman welcomed Miss Gillian Tressider, Chairman, and other members of the Stock Option Appraisal Commission (SOAC) to the meeting. The Chairman, on behalf of the Council, presented Miss Tressider with a floral basket as a token of the Council’s appreciation for her considerable input into the process. Miss Tressider gave a presentation which detailed the work of the SOAC and its links to the Tenant Options Appraisal Group (TOAG). She explained why it was the SOAC’s view that the tenants should be balloted on the transfer option.
The Chairman, on behalf of the Council, thanked Miss Tressider for her presentation. Thanks were also recorded to Sally Marshall, Corporate Director of Regulatory Services, and her team of officers.
The Chairman reminded Full Council that all Members had been invited to a joint meeting of Community and Capacity and Resources DSPs on 8 th April 2005. The work of the SOAC had been scrutinised in great detail and the meeting could not find any flaw in the process nor any reason to conclude that the evidence suggested that a different conclusion could have been reached. This was not the time to delve into the process in great depth.
The merits or otherwise of stock transfer were debated, some Members expressing a preference for an Arms Length Management Organisation (ALMO). It was emphasised that any decision to transfer the Council’s housing stock would have to be made by the tenants themselves in a ballot. The Council was not debating stock transfer but to allow the process towards a decision to move forward.
The motion was duly moved and seconded. A request for a recorded vote was made and supported in accordance with Council procedure rule 16.4. The names of members voting either for or against the motion or abstaining are recorded below:-