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Beech Housing Association Ltd

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									Beech Housing Association Ltd.


 Board papers for agenda items 3.1 to 4.2:



   Membership matters:

   3.1   Report back from representatives of       Chair        (verbal)
         Adactus’ Board

   3.2   Minutes of the meeting of 2 August 2010   Chair        (enclosed)


   3.3   Matters arising from the minutes of 2     Chair        (verbal)
         August 2010

   Members briefing

   4.1   General update                            H. Roberts   (enclosed)

   4.2   Impact of the Comprehensive Spending      H. Roberts   (enclosed)
         Review
         Report of                     Meeting                     Date                  Item No.
      Norma Couldwell               Beech Housing
          Chair                    Association Board
                                                            15 November 2010              3.3

MINUTES OF PREVIOUS MEETING
PURPOSE OF REPORT

1.     To seek board approval of the minutes of the previous meeting.

BACKGROUND

2.     The minutes of the previous meeting are attached at Appendix 1.

RISK ISSUES

3.     The issue raised and recommendations made in this report involve risk considerations in the
       following categories:

     Financial impact                              Business interruption
     Health and safety                             Reputation and image
     Asset loss                                    Corporate objectives/performance


4.     Once approved a signed copy of the minutes will be held on record in the Association’s minute
       book.


VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

5.     None directly.

RECOMMENDATION(S)

6.     That the Board approves the minutes of the previous meeting.

NORMA COULDWELL
CHAIR

There are no background papers to this report.
       Report Author                  Tel                 Date                  Doc ID
Brian Moran                    01942 608715            5.11.2010          AHA report Nov 2010




                                                                                                       1
                                                                                       Appendix 1




BEECH HOUSING ASSOCIATION LTD

2 AUGUST 2010

Present:
M. Delaney, C. Eden, D. Gilkes, P. Lees (Group Chief Executive), D. Woods,
J. Clayton

Also in attendance:
P Chisnell (Group Director of Finance), H. Roberts (Deputy Group CE/Director of
Development), K. Fay (Operations Director AHA), O. Baker (Chair AHG), B.
Moran (Group Company Secretary)

APOLOGIES                                                                         ACTION
Agenda Item 1
None

DECLARATION OF INTERESTS
Agenda Item 2
There were none.

MEMBERSHIP MATTERS
Agenda Item 3
3.1 David Kelly
The Group Company Secretary reported that David Kelly had resigned from the
board.

3.2 Appointment of new members
Jane Clayton was duly accepted as a shareholder and appointed as a board
member.

Agenda Item 4
Report back from the Representative of Adactus’ Board
The Chair reported back that the Group board had approved the Group’s 2010 –
2030 business plan, a new probity policy and an AHG bank account.

MINUTES OF THE MEETING OF 26 April 2010
Agenda Item 5
The minutes of the meeting of 26 April 2010 were approved by the board.

MATTERS ARISING FROM THE MINUTES OF 25 August 2009
Agenda Item 6
There were none.

6. Matters arising

6.1 Sarah Point update
The Group Director of Development reported that the Sarah Point Kickstart bid
had been approved on Friday 23 April 2010

                                                                                               2
STRATEGIC DECISIONS
Agenda Item 7

7. Members briefing

7.1 Director of Operations report
The report of the Operations Director AHA was accepted as presented and it was
resolved to note the content of the report.

8. Strategic decisions
8.1 HR Strategy
In response to a question from a member, the Deputy Group CE/Group Director
of Development confirmed that group-wide, 14 staff were employed through the
Future Jobs fund but that these were not in ‘traditional’ apprenticeship roles. The
proposed apprenticeship scheme would be a new initiative that involved planning
a career path for the trainee at the end of the training.

In response to further questions, the DGCE confirmed that the group’s members
required apprentices to be appointed as part of larger contracts and explained
that the permanent health insurance scheme applied to full and part time staff but
not currently to hourly paid staff.

The board members questioned the DGCE regarding the buying and selling
holidays scheme and were supportive of the idea.

The report of the Deputy Group CE/Group Director of Development was
accepted as presented and it was resolved to approve the draft Human Resource
Strategy for consideration by the Group board.

8.2 Board away day report
The report of the Operations Director AHA was accepted as presented and it was
resolved to :
    a)     agree to an independent health check of the DLO;
    b)     note that Board papers will be issued electronically via iPads in future;
    c)     note the progress against the Audit Commission Inspection Plan;
agree the methodology outlined to consult with residents on developing our local
offer.

8.3 Resident Involvement Review
The report of the Operations Director AHA was accepted as presented and it was
resolved that:
a)     a full cost benefit analysis of resident involvement be carried out; and
b)     further research into alternative methods of delivering the scrutiny
       function be developed and that tenants be consulted on this

8.4 Risk management strategy
This report was deferred to a future meeting.

9. Policy and Framework decisions


9.1 Former Tenant Arrears write offs
The report of the Director of Operations AHA was accepted as presented and it
was resolved to write off £9,903.22 of former tenant rent arrears.

9.2 Annual Governance Review
In response to a question from a member, the Group Company Secretary
confirmed that the Association did not currently pay bonuses to staff.


                                                                                       3
The report of the Group Company Secretary was accepted as presented and it
was resolved to adopt the NHF’s Excellence in Government code, review its
governance arrangements and approve changes to the board members’
handbook.

10. One-off decisions

10.1 Review of Annual Accounts
The report of the Group Director of Finance was accepted as presented and it
was resolved to approve the financial statements of Beech Housing Association
Limited.

10.2 Review and update of Financial Regulations
In response to a question from a board member, the Group Director of Finance
confirmed that the system for credit cards was reviewed 12 months ago and that
usage was monitored on a monthly basis. He confirmed that we would adopt
similar procedures with respect to fuel cards.

The report of the Group Director of Finance was accepted as presented and it
was resolved to approve the revised financial regulations.

10.3 Authorised loan signatories
This report was deferred to a future meeting.

10.4 Sandy Lane, Clayton Le Woods
In response to a question from a member, the Deputy Group CE/Group Director
of Development confirmed that the scheme would be marketed as both shared
ownership and as rent to homebuy.

The report of the Deputy Group CE/Group Director of Development was
accepted as presented and it was resolved to approve the acquisition at cost of 3
three bed houses for rent to homebuy or shared ownership at cost from Adactus
HA at the former Radburn Works site, Sandy Lane, Clayton–le Woods, Chorley.

10.5 Dog & Partridge Charnock Richard
In response to comments from members, the Deputy Group CE/Group Director
of Development agreed that the housing market appeared to be improving. She
reported that applicants seemed to be encountering less difficulties in recent
months with respect to obtaining mortgages for shared ownership properties.

The report of the Deputy Group CE/Group Director of Development was
accepted as presented and it was resolved to approve the acquisition of 4 three
bed houses and 1 two bed house for shared ownership at cost from Adactus HA
at The Dog & Partridge, Chorley Lane, Charnock Richard.



11. Performance monitoring

11.1 Balanced Scorecard - to end February 2010
The report of the Operations Director was accepted as presented and the board
resolved to note the content of the report.

11.2 Development report
The report of the Deputy Group CE/Director of Development was accepted as
presented and it was resolved to note the content of the report.




                                                                                    4
11.3 Management Accounts
The report of the Group Director of Finance was accepted as presented and it
was resolved to note the content of the report.

11.4 Priority Business plan projects progress report
The report of the Deputy Group CE/Director of Development was accepted as
presented and it was resolved to note the content of the report.

11.5 Staircasing and Resales
None to report.

11.6 Leaseholder Fund as at June 2010
In response to a question from a member, the Group Director of Finance
confirmed that any monies outstanding from Mountfield Court would be
recovered.

12. Any other business
None

13. Date of next meeting – 15 November 2010

14. Reports for information

14.1 Regulatory information
The report of the Group Director of Corporate Services was accepted as
presented and the board resolved to note the content of the report.

14.2 Press Coverage
The report of the Deputy Group CE/Group Director of Corporate Services was
accepted as presented and it was resolved to note the content of the report.

14.3 Chief Executive’s letters to staff
The report of the Deputy Group CE/Group Director of Development was
accepted as presented and it was resolved to note the content of the report.

14.4 Review of Regulatory and Statistical Return
The report of the Group Director of Corporate Services was accepted as
presented and the board resolved to note the content of the report.

The meeting closed




                                                                               5
            Report of                     Meeting                     Date                 Item No.
        H. Roberts                    Beech Housing
Deputy Group CE/Director of          Association Board
                                                               15 November 2010              4.1
       Development

GENERAL UPDATE REPORT
PURPOSE OF REPORT

1.       To provide the Board with a summary of information on issues currently affecting Adactus
         Housing Association.

BACKGROUND

Evictions

2.       Fourteen evictions have been carried out during the three months ending 30th September 2010.
         All the evictions were for rent arrears.

Neighbourhood Fund

3.       The Neighbourhood Fund has been publicised. All key partners, residents groups and social
         enterprises staff are aware of the fund within our areas of operation. The Fund has generated
         75 applications across three local area panels. Initial judging has taken place with residents
         agreeing which projects to visit, request further information for or eliminate.

4.       The second panel meetings are taking place w/c 1st & 8th November with the successful
         applicants being contacted the following week.

Customer Contact Centre

5.       The Contact Centre’s performance has remained well above the target level for call response
         time set by the Board (75% in 15 seconds). External validation of its strong performance has
         come from two sources:

     •   a benchmarking exercise facilitated by Housemark, involving over 100 contact centres in
         housing. This showed that current response levels exceed the industry benchmark of 80% in 20
         seconds
     •   the repairs market test, which concluded: “we feel it [Contact Centre] compares very well with
         peer organisations that have a longer established provision.”

6.       Other significant developments include:

     •   The launch to AHA and BHA tenants of the new brand for the Contact Centre: ‘Connect’. Two
         new numbers have been introduced: CallConnect - an 0845 number for land-line callers;
         MobileConnect - an 0300 number for mobile callers. The two numbers enable all tenants,
         wherever they live and whatever phone service they use, to have lower call rates.
     •   17 members of staff have started Chartered Institute of Housing Level 2 training. This will
         provide staff, many of whom are new to housing, with a stronger formal understanding of the
         sector as well as an opportunity to gain a qualification.
                                                                                                          1
      •   Progress with resolving more queries at the first point of contact, particularly as a result of close-
          working with Neighbourhood Officers. Contact Centre staff have undertaken job shadowing and
          a duty Neighbourhood Officer has been based, for a temporary period, in the Contact Centre.

Anti-social behaviour

7.        In the three months to the beginning of November 2010, there were 63 live ASB cases. There
          were six cases in this period where legal action has been taken.

Neighbourhood development

8.        A great number of activities have been undertaken by Neighbourhood Development Officers
          (see Appendix 1 for details).

Asset Management

9.        On September 10th 2010 Connaughts Plc went into administration and ceased to trade.
          Connaughts Plc were a Partnering Contractor for AHA/ BHA carrying out both bathroom and
          kitchen refurbishments. The contract that AHA/ BHA had with Connaughts was in its third year
          of three.

10.       Lovell Partnerships Limited (LPL) has since purchased certain sections of Connaught, including
          the Social Housing Division. Therefore following discussions with the administrators, KPMG, a
          proposal was put forward to novate the contract from Connaught to LPL. As the contract is
          nearing its conclusion AHA/ BHA have taken the decision to novate the contract to LPL.

11.       The terms of contract following novation are identical to those agreed with Connaught. The
          rates agreed for bathroom and kitchen refurbishments will remain the same. As a number of
          staff have been subject to a T.U.P.E. transfer from Connaught the same personnel will be
          completing the works.

Scheme Manager review

12.       Following the Group wide review of the sheltered housing service, the new service was
          implemented week commencing 4th October 2010 across the Group in all areas except
          Manchester. After initial teething problems it seems to be going well. The new roles of Senior
          and Support Co-ordinator are proving to be particularly successful as the staff are locally based
          and can respond quickly where there are issues.

13.       All scheme staff have moved onto the new terms and conditions although the Manchester
          scheme based staff hours haven't changed yet whilst we work through the second consultation
          with residents.

14.       Interviews for the vacant Senior role in Manchester were taking place in late October 2010 and
          meetings with Manchester residents and councillors were also planned for late October.
          Remaining scheme based vacancies (other than Manchester) have been advertised externally.

Review of social housing regulation

15.       On 18 October, the government published the results of its Review of social housing regulation.
          The headline from this review is that “the Tenant Services Authority (TSA) should be abolished
          and its economic regulation and backstop consumer regulation functions transferred to the
          Homes and Communities Agency (HCA)”. No doubt, further information about this and
          associated matters will be discussed further under agenda item 4.1.

RISK ISSUES

16.       The issue raised and recommendations made in this report involve risk considerations in the
          following categories:

                                                                                                              2
      Financial impact                             Business interruption
      Health and safety                            Reputation and image
      Asset loss                                   Corporate objectives/performance


VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

17.    None other than previously advised.

RECOMMENDATION(S)

18     That the Board notes this report.

HILARY ROBERTS
DEPUTY GROUP CE/DIRECTOR OF DEVELOPMENT


Background papers

Review of social housing regulation:

http://www.communities.gov.uk/publications/housing/socialhousingregulation



       Report Author                   Tel               Date                Doc ID
Richard Houghton                01257 244815            3.11.10        BHA report Nov 2010




                                                                                             3
Appendix 1 – Neighbourhood development activity.

Sefton

•        Roots and Shoots launch event - Free event held at Greenacres Nursery which included
         BBQ/refreshments, planting taster sessions, fire engine display, competitions for kids, welly
         wanging.
•        Klondyke clean up day – August, 8 tonnes of rubbish removed from the area.
•        Stay and Paint – August, painting of hoarding surrounding demolition site with a design
         measuring over 70 metres. 70 young people involved
•        Street Cage Soccer, August, sports activities delivered in Klondyke.
•        Boys bike project – Project delivered in Bootle in partnership with YKids children’s charity.
•        Roots and Shoots summer planting programme - A number of planting sessions were held at
         Greenacres Nursery through the summer weeks.
•        Orrell Community Network Group - Work to bring together key partners in the Orrell/Klondyke
         area in order to establish regular meetings and to adopt a coordinated approach to community
         issues.
•        Neighbourhood Fund

Wigan

•        Ayupp Project: the NDO attended the Fun Day to help promote the service to the 16-25 year
         olds who live in our Wigan Projects. The NDO arranged a guest speaker to provide a
         motivational speech to the young people and provided support on the day.

•        Working with Money Advisers to create script for the “Pounds, Shillings and Sense” DVD to help
         promote money advice service to new / existing tenants with low literacy skills.

•        Operation Treacle – Contact made with vulnerable tenants in Wigan & Leigh area with advice
         given for the Halloween / Bonfire Period.

Manchester

•        Supporting local residents to set up and run a walking club (Moston Marchers) to encourage
         residents to get together to socialise, keep fit and participate in low-cost activities

•        Support local residents to turn an overgrown piece of land into a community garden, funds
         secured via a Green Grant at Grove Lee Garden, Openshaw

•        Support local residents to improve the communal garden area, funds secured via a Green Grant
         at Roseleigh Court

•        Working with local residents to consult users of Vine Street Park in Gorton to submit a funding
         application to improve the park facilities

•        Brigham Street Youth Activities: Work with 4CT to deliver youth activities to young people in
         Openshaw and an intergenerational cooking project

•        Working with Discuss Youth Inclusion Project and residents from Victoria Court to overturn an
         area of wasteland into a community garden

•        Supported the Manchester School of Excellence, a course run over the summer for high
         achieving pupils from across Manchester to increase confidence and prepare pupils for a
         working environment. Adactus staff supported sessions about completing application forms,
         presenting and personal development.

•        Launched “Our Moss Side” at the Manchester Carnival weekend. 96 promises were made by
         local people to do something positive for Moss Side

                                                                                                           4
•   Rubbish Revamped: Roberts Avenue and Playfair Street residents took part in a recycling crafts
    workshop as a reward for completing a recycling challenge. The streets have doubled the
    amount of recycling bins used over a 10 week period over the summer.

•   A consultation was held at Greenheys in Hulme. A BBQ was held and tenants were consulted
    on paint choices for communal areas.

•   Planters have now been added to Rawcliffe Street Community Garden.

•   Adactus supported the Broadfield Park Community Day. We ran crafts sessions and promoted
    Adactus.

•   Adactus supported Hulme RESPECT Action Week which involved a programme of activities in
    partnership with the police to promote community safety.

•   Launch of RESPECT Action Week: A community event was held in an area that suffers from
    ASB. Partners were present to promote safety including the Police, Fire Service and ‘Mothers
    against Violence’

•   Bowes Street Community Allotment: Consultation has been carried out with local residents to
    gage levels of interest in a community allotment.




                                                                                                   5
        Report of                     Meeting                    Date                    Item No.
     Hilary Roberts
      Deputy CE/                 Beech Housing             15 November 2010
    Group Director of           Association Board
                                                                                          4.2
     Development

COMPREHENSIVE SPENDING REVIEW - MEMBERS BRIEFING
PURPOSE OF REPORT

1       To inform the board of the main points arising from the comprehensive spending review which
        will affect the business.

BACKGROUND
2     The government published the comprehensive spending review on 20 October.

        Housing Benefit changes

3       The following changes to Housing Benefit are proposed which will generate savings totalling
        £1,820m by 2014/15:

        Change                                Date         Directly affects            Annual saving to
                                              introduced                               government
        Capping the maximum Local             April 2011   Private rented sector       £65m by 2014/15
        Housing Allowance payable for                      DWP expects it to affect
        each property size, and applying                   just over 14,000
        a four-bed limit:                                  households. The vast
                                                           majority of which are
           •   £250 for one-bed                            expected to be within
           •   £290 for two-bed                            London
           •   £340 for three-bed
           •   £400 for four-bed and
               larger properties

        Increasing deductions for non-        April 2011   Social and private rented   £340m by 2014/15
        dependents: they will no longer                    sector
        be frozen at £7.40 per week for
        non-earners and will be linked to
        prices

        Calculating Local Housing             October      Private rented sector       £425m by 2014/15
        Allowance (LHA) rates using the       2011
        30th percentile of market rents
        rather than the 50th percentile

        Linking LHA increases to the          April 2013   Private rented sector       £390m by 2014/15
        consumer prices index (CPI)
        which does not include housing
        costs rather than the higher retail
        prices index (RPI)

        Time limiting full HB & LHA           April 2013   Social and private rented   £110m by 2014/15
    payable to people on Job                             sector
    Seekers' Allowance (JSA) so that
    after 12 months HB is reduced
    by 10%
    Limiting housing benefit for           April 2013    Social rented sector          £490m by 2014/15
    working age tenants so that it
    only covers the size of property
    they are judged to need

    Increasing non-dependent deductions

4   Tenants will see deductions from their eligible rent where other adults live with the tenant who
    are not part their family for benefit purposes (typically the claimant's own adult children who are
    either working or claiming in their own right). This means that tenants sharing their home with
    other adults will need to collect more money from the other adults to contribute towards the rent,
    or make up the difference from their own money. The rates of deduction are particularly severe
    where the adult occupier earns more than £200 per week (nearly everyone in full time work). In
    many cases the deduction level will be such that it will disqualify the tenant from housing benefit
    altogether even where the tenant is on a qualifying passport benefit (e.g. income support,
    pension credit).

5   Possible affect on the association:

       •    Increased demand for independent housing from people who previously shared
       •    Higher incidence of adult children falling out with their parents and being asked to leave
            the family home
       •    Tenants being less willing to care for their elderly parents in their own home
       •    Increased risk and incidence of slowly increasing arrears
       •    Increased pressure from HB departments on landlords to conduct tenancy audits and
            notify of changes

    Reduction in housing benefit to tenants in receipt of Job Seekers' Allowance for more than a year

6   Tenants who have claimed Job Seekers' Allowance for 12 months or more will see their housing
    benefit reduced by 10 per cent. Tenants who are unable to find work will have to make up the
    difference from their Job Seekers' Allowance. It is expected that more people will move onto JSA
    in future years as eligibility for Employment and Support Allowance (ESA) and Incapacity Benefit
    is restricted.

7   Possible affect on the association:

       •    Increasing financial pressure on tenants, especially in areas where long-term
            unemployment is higher may lead to increasing arrears.
       •    Higher levels of vacancies due to planned moves and abandonment
       •    Increased incidences of non-dependent deductions and overcrowding as households give
            up their own tenancy and move in with friends and family
       •    Increased requests for transfer as households seek cheaper properties

    Limiting housing benefit payable to working age tenants, by property size

8   This change will restrict housing benefit for working age tenants who are occupying a larger
    social rented property than required for their household size. Tenants may be unable to move to
    smaller social rented properties if the stock is not available - even if they are willing to - and will
    be penalised for it. Tenants will be expected to notify changes within the year as household
    members move out. This is likely to result in an increase in verification checks and housing
    benefit overpayments.

9   Possible affects on the association:

        •   Higher demand from existing tenants for smaller properties - increased transfer
               applications and bidding via choice based lettings
           •   Increased risk of increasing arrears and housing benefit overpayments
           •   Increased pressure from HB departments for landlords to conduct tenancy audits and
               notify of changes

       A cut in the capital budget for housing of 60% over the next 4 yrs

10     The capital budget has been £8.4bn over the last 3 yrs and will fall to £4.4bn over the next 4 yrs.
       However the government announced a target of 150,000 new homes, and proposed that in order
       to develop RSLs increase their rents to 80% market rent on relets and on new developments. A
       further proposal was that associations could sell vacant stock more freely and reinvest the
       proceeds.

11     Possible affects on the association:

          •    Reduced development programme
          •    A two-tier lettings system
          •    Increased borrowing requirements
          •    Higher benefit dependency
          •    Increased risk of higher rent arrears on new developments caused by higher rents and
               restrictions in HB.
          •    New lettings market to households who would previously have been first-time buyers but
               can no longer obtain a mortgage (eg Manchester CC are considering additional ‘points’ to
               families on the housing waiting list who are economically active)
          •    Properties which would have a higher sales value are more likely to be in areas of highest
               housing demand.

       Next steps

12     Data collection and research is currently underway, and will be reported at the Board Away Day,
       regarding:

          •    Number of tenants who have been claiming JSA for more than 12 months
          •    How many tenants of working age may be under-occupying
          •    How many tenants already have non-dependent deductions from their benefit
          •    The number and location of stock which becomes vacant in any one year
          •    Comparisons between social rents and market rents in our operational areas
          •    Overall tenant demographics

       More detailed information about the tenants who have come to us over the 12 months -
       employment details, wage levels, reason for being housed by us, HB levels.

RISK ISSUES

13     The issue raised and recommendations made in this report involve risk considerations in the
       following categories

       Financial impact                                     Business interruption
       Health & Safety                                      Reputation and image
       Asset loss                                           Corporate objectives/performance

14     The risks are highlighted in the body if the paper

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

15     To be researched further and reported at December’s board away day.


RECOMMENDATION
16    The board is recommended to note the content of this briefing.

HILARY ROBERTS
DEPUTY CE/GROUP DIRECTOR OF DEVELOPMENT

          Report Author                Tel                        Date         Doc ID
      Hilary Roberts          01942 608717              4/11/10          BHA report Nov 2010
Beech Housing Association Ltd.


 Board papers for agenda items 5.1 to 5.3:



   Strategic decisions

   5.1   Development strategy                H. Roberts    (enclosed)

   5.2   Risk Management Strategy            P. Chisnell   (enclosed)

   5.3   Treasury Management                 P. Chisnell   (confidential)
        Report of                   Meeting                     Date                    Item No.
     Hilary Roberts
    Deputy Group CE/           Beech Housing            15 November 2010
    Group Director of         Association Board
                                                                                           5.1
      Development

DEVELOPMENT STRATEGY 2011/12 – 2012/13
PURPOSE OF REPORT

1       To update the current two year development strategy which meets the Group’s goals of
        expansion, quality and diversity.

BACKGROUND

2       The coalition government’s emphasis on decentralisation is resulting in the Homes and
        Communities Agency (HCA) taking more of an enabling role and less of a strategic role. Local
        Authorities, through Local Enterprise Partnerships, will have a much increased role in deciding
        which development schemes receive funding. This will require much closer working between
        authorities, and it will require closer working for RSLs with local authorities.

3       The need to reduce public spending in the comprehensive spending review has led to a 60%
        reduction in the total social housing grant available: from £8.4bn over the last 3 year period to
        £4.4bn over the next 4 years. However, the government has also committed to build 150,000
        homes, and it is expected that RSLs will charge higher rents (80% of market rent) on new
        dwellings and relets, to allow this further development with reduced grant. Further detail is
        awaited on this and on housing benefit restrictions.

4       The strategy therefore must reflect a need to respond to circumstances as they change and the
        importance of continued links with local authorities, private sector and HCA. A copy of the
        strategy is attached.


RISK ISSUES

5       The issue raised and recommendations made in this report involve risk considerations in the
        following categories

        Financial impact                                Business interruption
        Health & Safety                                 Reputation and image
        Asset loss                                      Corporate objectives/performance

6       The primary aim of the development programme is to provide more housing for people in need.
        However the success of the Group’s development programme is also a primary attraction for
        other associations seeking mergers and group structures. If the Group was to stop or greatly
        reduce its development programme, then it would be less likely to be successful in these other
        growth areas.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

7       All developments have reference to the Regional Housing Strategy and are developed in
      accordance with the Group’s Sustainability Strategy

RECOMMENDATION(S)

8     The board is recommended to resolve to approve the Development Strategy 2011/12 and
      2012/13

HILARY ROBERTS
DEPUTY GROUP CE/
GROUP DIRECTOR OF DEVELOPMENT

          Report Author               Tel                        Date              Doc ID
      Hilary Roberts         01942 608717              3/11/10             BHA report Nov 2010
                                  BEECH HOUSING ASSOCIATION

                            DEVELOPMENT STRATEGY 2011/12-2012/13


AIMS

Beech Housing Association develops housing, largely on a shared ownership basis for people wishing to
become owner-occupiers and for elderly people.


HOUSING NEED AND DEMAND

The Association will develop in areas where a demand currently exists due to shortages of affordable
housing; or in areas where the Adactus Group is involved in the long term creation of sustainable
communities in regeneration areas. Bids to the Homes and Communities Agency (HCA) will be in line
with Local Enterprise Partnership priorities.

All schemes will be developed in accordance with the Association’s Marketing Strategy. The current
market depression with its lack of mortgage products has negatively affected Beech’s development
aspirations, and a prudent approach will be taken to any opportunities. New schemes such as Rent-to-
Homebuy and Intermediate Rent, which assist first-time buyers will be considered where there is a
demand. Market rent schemes will also be investigated during the year.

The Development Department will meet regularly, as necessary, with Local Authorities to discuss local
strategy and demand.


STRATEGY
As Beech HA has limited resources, these will be maximised on areas where, as charitable associations,
Adactus HA and Chorley Community Housing would find it difficult to develop. These will typically be
shared ownership (or Rent-to-Homebuy) in areas outside of regeneration areas

1. Bids for SHG will be made for those Local Authorities promoting shared ownership/ rent-to-
   homebuy to create affordable housing - these are rural areas and authorities with affordability
   problems such as Lancaster, Trafford, and Southport.

2. Section 106 agreements are used by some Local Authorities to ensure that a number of “affordable
   homes” are included by private developers in larger new build schemes. Beech Housing Association
   will consider partnering developers to provide this element of their scheme. Funding is provided by
   discounted land values.

3. Intermediate and market rent schemes are being promoted by the government, and will be
   considered during the year.

4. Other Equity Investment models are being investigated and opportunities will be reported to board
   for consideration.
        Report of                  Meeting                    Date                     Item No.

     Paul Chisnell             Beech Housing           15 November 2010
Group Director of Finance     Association Board
                                                                                        5.2

RISK MANAGEMENT STRATEGY
PURPOSE OF REPORT

1       To approve the 2010 Group risk management strategy and risk register.

BACKGROUND

2       The Group risk management strategy is approved annually when the risk register is updated.

3       The Group risk management strategy will be submitted for Group board approval at the end of
        November and the risk register has been updated for known risks arising in 2009/10.

4       The major risk affecting the organisation and the Group as a whole arise from the recently
        announced Comprehensive Spending Review (CSR). This is subject to a separate board report
        and will be discussed further at the Board away day in December. From this any further risks
        highlighted will be discussed and included on the risk register, together with their impact
        assessment.

5       The documents to be submitted to Group board are attached for review, comment and/or
        approval. These include the risk management strategy and risk register. The changes in the risk
        register are highlighted in yellow and the risk management strategy has not changed as the
        methodology etc has not changed from 2009. Please note that this is a Group document and
        clearly some items may be more relevant to other group companies.

6       Board are asked to be aware of the highlighted/updated risks and note the actions/controls in
        place to mitigate them.

RISK ISSUES

7       The issue raised and recommendations made in this report involve risk considerations in the
        following categories
        Financial impact                          Business interruption
        Health & Safety                           Reputation and image
        Asset loss                                Corporate objectives/performance

8       By their nature, risks affect all aspects of the organisation. The risk management strategy
        highlights the mitigating controls and therefore the remaining residual effect of the risk
        management strategy being adopted. With the mitigation in place all accepted risks have
        become acceptable.

RECOMMENDATION

9       It is recommended that the Board approves the revised Group risk management strategy and
        notes the risk register.
          Reason for recommendation: To provide an effective framework for the control of risk.

PAUL CHISNELL
GROUP DIRECTOR OF FINANCE

Background papers: none
              Report Author               Tel                       Date                  Doc ID
               Paul Chisnell          01942 608715             13 August 2009       BHA report Nov 2010
                               Adactus Housing Group Limited

                                 Risk Management Strategy

                                       October 2010




Last updated 12 October 2010
Adactus Housing Group Limited
Risk Management Strategy

1.  Introduction..................................................................................................................................................................................................... 3
2.  Overview.......................................................................................................................................................................................................... 4
3.  Categorising Risk ........................................................................................................................................................................................... 6
4.  Assessing Risks ............................................................................................................................................................................................. 7
5.  Risk Appetite................................................................................................................................................................................................... 8
6.  Risk Roles and Responsibilities ................................................................................................................................................................. 10
  Risk Register, Risk Maps and Project Risk Logs .......................................................................................................................................... 10
  Reviewing and Reporting Risks...................................................................................................................................................................... 10
    Evaluation of risk.......................................................................................................................................................................................... 11
  Addressing Risks ............................................................................................................................................................................................. 14
  Risk management – roles and responsibilities ............................................................................................................................................. 14
    Board ............................................................................................................................................................................................................. 14
    Audit Committee........................................................................................................................................................................................... 15
    Group Director of Finance ........................................................................................................................................................................... 15
    Directors, other managers, project manager............................................................................................................................................. 16
    Internal Audit ................................................................................................................................................................................................ 16
Glossary of Key Terms ........................................................................................................................................................................................ 18




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1.     Introduction
1.1 There are risks associated with anything new and untried. The Adactus Housing Group (AHG) wants to embrace new opportunities and
recognising that, it will rarely be possible to remove risk associated with new opportunities completely.

1.2 AHG’s aim is to identify, manage and minimise, rather than eliminate, risks which may prevent the organisation achieving its objectives.
The identification and management of risk is on-going and occurs as changes are made to how the Group operates and to the external
environment in which it works.

1.3 This Risk Management Strategy articulates how we mange risk and reflects the evolution of our approach, in line with that of our sector
and takes into account the principles outlined in the Housing Corporation’s Risk Management Strategy issued in March 2006.

1.4 Central to AHG’s is its processes and framework for risk management. The Group is committed to embedding risk management
throughout the organisation and its systems and controls are designed to ensure that exposure to significant risk is properly managed. The
various Boards/Group Board set internal policy on risk and internal control as well as having responsibility for determining the strategic direction
and providing oversight of risk management.

1.5 The management of risks is a continuous process that is linked to the Group’s annual business planning cycle and is designed to identify
and prioritise the risks to the achievement of policies, aims and objectives.

1.6 This Risk Management strategy outlines in detail the arrangements and processes by which the Group identifies, categorises, assesses
and addresses risks. Under it, the key risks facing each part of the group are regularly reviewed and assessed, together with the steps to avoid
or mitigate those risks.

1.7 Whilst this strategy document sets out defined processes for managing risk, the Group recognises that successful risk management can
only be accomplished on a day-to-day basis by staff at all levels.




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2.     Overview
2.1 Risk is defined as the uncertainty of outcome, whether positive opportunity or negative threat of action and events. By its nature, risk is
necessarily bad.

2.2 Risk has to be assessed in respect of the combination of likelihood of something happening and the impact that arises if it does happen.

2.3 The resources available for managing risk are finite and so it is the aim of the Group to achieve an optimum response to risk and to
identify priorities in accordance with our evaluation of the risks. The term ‘risk appetite’ is used to refer to the amount of risk which the
organisation is prepared to accept, tolerate, or be exposed to at any point in time.

2.4 Risk Management is the process by which :

           a.   • risks are identified in relation to the achievement of objectives;
           b.   • risks are assessed by reference to their relative likelihood and impact;
           c.   • the identified risks are responded to, taking into account the organisation’s assessment and tolerance; and
           d.   • risks are reviewed and reported – to ensure the risk register is up to date, to gain assurance that responses are effective, and
                identify when further action is necessary.

2.5 The goals of Risk Management are:

           a. to take a proactive approach, anticipating and influencing events before they happen;
           b. to facilitate better informed decision making; and
           c. to improve contingency planning.

2.6 The management of risk is not a linear process; rather it is the balancing of a number of interwoven elements, which interact with each
other.

2.7 The Group’s approach to Risk Management is based around assessment, evaluation, management and measurement, as follows:

           a. Assess – identify important parts of the business – service, staff, finance
           b. Evaluate – consider what risks each of these face and are they operational or external. Controlled in a document called the
              Risk Register.
           c. Manage – what can we do to minimise the risk
           d. Measure – score the risk


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2.8 It is essential that the risk management process is intertwined with other operating activities and permeates the Group’s management and
operations.




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3.     Categorising Risk
3.1 The risk categories are intended to provide a means of grouping related risks within the risk register document, as risks are commonly not
entirely independent from each other.

3.2 The main risk categories are:

           a. External - arising from the external environment, not wholly within the Group’s control but where action can be taken to mitigate
              the risk;
           b. Operational - relating to the successful execution of existing operations – both current delivery and building and maintaining
              capacity and capability; and
           c. Change - risks created by decisions to pursue new endeavours beyond current capacity.

3.3 Examples of categories

           a. External: Political, Economic, Social Cultural, Technological, Legal, Environmental Regulation.
           b. Operational : Delivery, Capacity, Capability
           c. Change : New projects, Policies, Change programmes




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4.       Assessing Risks
4.1 There are three important principles for assessing risks:

            a. • ensure that there is a clear structure to the process so that both likelihood and impact are considered for each risk;
            b. • record the assessment of risk in a way which facilitates monitoring and the identification of risk priorities; and
            c. • be clear about the difference between inherent and residual risk.

4.2 To evaluate risks, all risks should be scored in terms of their likelihood and potential impact using the following scale.

4.3 The score for the likelihood and impact are then multiplied to give an overall risk assessment.

     Likelihood               Impact
     Score                    Score
     5       Almost Certain   5        Catastrophic
     4       Likely           4        Major
     3       Possible         3        Moderate
     2       Unlikely         2        Minor
     1       Rare             1        Insignificant




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5.       Risk Appetite
5.1 The aim of the Risk Strategy is not to remove all risk but to recognise that some level of risk will always exist. It is recognised that taking
risks in a controlled manner is fundamental to innovation and the building of a can do culture which is fundamental to the continued success of
the Adactus Group.

5.2 Risk appetite is the amount of risk that the organisation is prepared to accept, tolerate or be exposed to at any point in time. Risk appetite
can be expressed as a boundary, above which the orgnaisation will not tolerate the level of risk and further actions must be taken:

Impact Severity                                     Impact                                          Assessment of risk
                                                    multiplier                      Impact multiplier x Likelihood multiplier (see below)
Catastrophic                                        5                     5           10             15            20               25
Major                                               4                     4           8              12            16               20
Moderate                                            3                     3           6              9             12               15
Minor                                               2                     2           4              6             8                10
Insignificant                                       1                     1           2              3             4                5

Multiplier                  1                       2                         3                      4                       5
Likelihood                  Rare                    Unlikely                  Possibly               Likely                  Almost Certain


Key
Severe          20-    Unacceptable level or risk exposure which requires immediate corrective action to be taken
                25
Major           16-    Unacceptable level or risk exposure which requires constant active monitoring and measures to be put in place to reduce
                20     exposure

Moderate        11-    Acceptable level or risk exposure subject to regular active monitoring measures
                15
Minor           6-10   Acceptable level of risk subject to regular passive monitoring measures

Insignificant 1-5      Acceptable level of risk subject to periodic passive monitoring measures.



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5.3 The risk appetite is monitored by the inherent and residual risk assessment figures. Generally AHG’s policy is to manage closely all
residual risks scoring 16+ and will not wish to tolerate risks scoring 20+.

5.4 The Group’s risk appetite is not necessarily static. The Board may vary the amount of risk which it is prepared to take depending on the
circumstances.

5.5 The Board has agreed to focus on monitoring of risks with a score of 16 or more and have delegated to Audit Committee the review and
monitoring of the whole register.




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6.     Risk Roles and Responsibilities
6.1 Responsibility for each risk must be assigned to an owner who is responsible for ensuring the risk is managed and monitored over time.

Risk Register, Risk Maps and Project Risk Logs

6.2 The risk register documents the risk assessment in order to:

           a. facilitate the identification of risk priorities;
           b. capture the reasons for decision made about what is and is not tolerable exposure;
           c. record the way in which it is decided to address risk;
           d. allow all those concerned with risk management to see the overall risk profile and how their areas of particular responsibility fit
              into it; and
           e. facilitate the review and monitoring of risks.

6.3 Risk maps display the risks within the risk register to make it easier to assess the relationship of assessed risks to the Groups risk
appetite. They can be produced by the Corporate Services Team on request.

6.4 For major change projects, the risks identified, their assessment, the response to each and the risk owner should be documented in the
project risk log to support tracking and monitoring.

Reviewing and Reporting Risks

6.5 The management of risks has to be reviewed and reported on for two reasons:

           a. to monitor whether or not the risk profile is changing; and
           b. to gain assurance that risk management is effective, and to identify when further action is necessary.

6.6 The review process will :

           a. ensure that all aspects of the risk management process are reviewed at least once a year;
           b. ensure that risks themselves are subject to review at least quarterly; and
           c. identify new risks and changes in already identified risks so that the change can be appropriately addressed.



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6.7 The Risk Management Strategy will be reviewed once a year, initially by the Senior Team, followed by the Audi Committee.

6.8 The risk register is a live document. Staff and Board members are encouraged to notify the Corporate Services Team at any stage of
potential changes to the register.

The register will be formally reviewed and updated quarterly by the Senior Team. The updated register will then be reviewed by the Audit and
Risk Committee.

6.9 The risk management processes described in this document operates in the context of a wider assurance framework within the Group.

6.10 Each risk is assessed twice. Firstly the ‘INHERENT’ risk which is the exposure arising from a specific risk therefore mitigating action has
been take to manage it.

6.11 Secondly the ‘RESIDUAL’ risk which is the exposure arising from a specific risk after action has been taken to manage it and making the
assumption that the action is effective.

Evaluation of risk

6.12 When evaluating risk, the following criteria need to be considered:

           a.   Financial and value for money issues;
           b.   Human resource issues – capacity, relations and others;
           c.   Service delivery and quality of service issues;
           d.   Public concern, trust or confidence issues;
           e.   Degree and nature of risks to the public;
           f.   Reversibility or otherwise of realisation of risks;
           g.   The impact of the risk on the Group (including its reputation), stakeholders and the public; and
           h.   Defensibility of realisation of the risk

6.13 The impact descriptors are only an indication of the probable effect on the Housing Group if the risk occurs; they are not hard and fast
rules. It is essential that staff use their knowledge and judgement when deciding on the score for impact.

6.14 In particular when assessing financial impact staff and Board members should take account of the potential cumulative effect of what
might be considered smaller sums on the overall resource constraints of the organisation.




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6.15 A summary of the likelihood descriptors is as follows:

Almost certain:       Likelihood greater than 75%
           Very likely
           The event is expected to occur in most circumstances
           There could be a history of regular occurrences, i.e. on an annual basis; and
           If new event, likelihood of occurrence regarded as almost in evitable

Likely:          Likelihood greater than 50%
               There is a strong possibility the event or risk will occur
               There may be a history of frequent occurrences
               Everyone with knowledge of issues in this area knows this could happen
               No or little effective measures to reduce likelihood can be and /or have been
               taken; and
               Will probably occur in most circumstances

Possible; Likelihood between 10% and 50%
            The event might occur at some time
            There could be a history of casual occurrence
            Most of the team know that the risk might occur; and
            Measures that reduce likelihood have been taken but are not fully effective

Unlikely: Likelihood between 1% and 10%
             Not expected, but there’s a slight possibility it could occur at some time
             Some of the team consider this a risk that might occur
             Conditions exist for this loss to occur; and
             Probably requires more than two coincident events

Rare: Likelihood less than 1% likelihood
             Highly unlikely, but may occur in exceptional circumstances
             It could happen, but probably never will
             No experience of a similar failure
             Probably requires three or more coincident events; and
             • If it has happened, sufficient controls now in place



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Impact Descriptors
Description     Financial Impact        Health & Safety           Asset Loss          Business            Reputation and              Corporate                        Intervention
                                                                                      Interruption        image                       Objectives/Performance
Insignificant   0.5% of either a        No or only minor          Little or no        Interruption        Minor article in local      Workaround required,             Relevant
                Capital or Revenue      personal injury. First    impact on           negligible; less    media or lobby group        within Group resources, to       Manager
                Budget.                 Aid needed, but no        assets              than ½ day.         website (story              deliver objective. Up to 5%      Intervenes
                                        days lost                                     Critical systems    unsubstantiated)            variation in achievement of
                                                                                      unavailable for                                 corporate targets.
                                                                                      less than one
                                                                                      hour
Minor           2.5% of only either a   Minor injury, medical     Minor loss or       Interruption        Headline article in local   Additional          resources    Assistant
                Capital or Revenue      treatment and some        damage     to       inconvenient; ½     media    or     housing     requiring Senior Team            Director
                Budget.                 days lost                 assets              -1 day. Critical    press, minor article in     authorisation or delay in        Intervenes.
                                                                                      systems             national          media     achieving part of objective
                                                                                      unavailable for     (Substantiated story)       Minor shortfall in several
                                                                                      several hours                                   categories       or     major
                                                                                                                                      shortfall in one category 5
                                                                                                                                      – 10 % variation in
                                                                                                                                      achievement of corporate
                                                                                                                                      targets
Moderate        5% of only either a     Serious         Medical   Major               Interruption 1      Headline    article in      Major      compromise       in   Director
                Capital or Revenue      treatment                 damage         to   day – 1 week        national media (story       objectives. Major shortfall      Intervenes
                Budget.                 hospitalisation    and    assets              Client              substantiated      and      in several categories 10 –
                                        numerous days lost                            dissatisfaction;    publicly embarrassing)      25%         variation      in
                                                                                      Critical systems                                achievement of corporate
                                                                                      unavailable for                                 targets
                                                                                      up to 1 day
Major           10% of only either a    Single      death  or     Significant         1 week – 1          Short term campaign in      Elements      of   objective     Chief
                Capital or Revenue      extensive injuries or     loss of assets      month Critical      national media (story       abandoned fail to meet           Executive
                Budget.                 long term illness                             systems             substantiated, publicly     needs of a housing need          intervenes
                                                                                      unavailable for     embarrassing with third     category     25    –   50%
                                                                                      1 day or a          party actions)              variation in achievement of
                                                                                      series         of                               corporate targets
                                                                                      prolonged
                                                                                      outages.
Catastrophic    20% of only either a    Multiple deaths or        Complete            Interruption        Prolonged       national    Unable to deliver objective      Board
                Capital or Revenue      severe       permanent    loss of assets      more than 1         media campaign or           Widespread failure to meet       intervenes
                Budget.                 disabilities                                  month. Critical     lobby group campaign        housing needs more than
                                                                                      systems             Story     substantiated,    50%       variation       in
                                                                                      unavailable for     publicly                    achievement of corporate
                                                                                      more than a         embarrassment, with         targets
                                                                                      day      (at    a   third party action and
                                                                                      crucial time)       widespread         news
                                                                                                          profile


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Addressing Risks

6.16 The purpose of addressing risks is to turn uncertainty to the Group’s benefit by constraining threats and taking advantage of opportunities.

6.17 The appropriate response to each risk will depend on its nature and the outcome of the risk assessment.

6.18 There are five key aspects of addressing risks:

TOLERATE :                         The exposure may be tolerable without any further action being taken. Even if it is not tolerable, the ability to
                                   do anything about some risks may be limited, or the cost of taken such action may be disproportional to the
                                   potential benefit gained. In these cases the response may be to tolerate the existing level of risk.

TREAT:                             by far the greatest number of risks will be addressed in this way. The purpose of treatment is that whilst
                                   continuing within the Group with the activity giving rise to risk, action (control) is taken to constrain the risk to
                                   an acceptable level.

TRANSFER:                          for some risks the best response may be to transfer them. This might be done by conventional insurance, or
                                   it might be done by paying a third party to take the risk in another way. This option is particularly good for
                                   mitigating financial risks to assets.

TERMINATE:                         some risks will only be treatable, or confinable to acceptable levels, by terminating the activities.

TAKE THE OPPORTUNITY:              his option is not an alternative to those above: rather it is an option which should be considered whenever
                                   tolerating, transferring or treating a risk.


Risk management – roles and responsibilities
Board

6.19 The Board has responsibility for ensuring that the Group fulfils the aims and objectives and for promoting the efficient and effective use of
staff and other resources by the Group.




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6.20 The Board shall demonstrate high standards of corporate governance at all times, including using Audit Committee to help the Board to
address the key financial and other risks facing the Group.

6.21 Only risks with a residual level of 16 or more on the register are submitted to the board.

Audit Committee

6.22 The Audit Committee is responsible for ensuring proper arrangements exist for risk management and internal control. It considers and
advises the Board on:

             a. The strategic processes and policies for risk, control and governance and Statement of Internal Control, prior to endorsement by
                the Board;
             b. The promotion, co-ordination and monitoring of risk management activities, including regular review and input to the corporate
                risk profile; and
             c. Assurances relating to the adequacy and governance processes for the organisation, with particular reference to the
                management of key risks to the achievement of objectives and targets.

6.23 The Audit Committee will be provided with:

             a. A report summarising and significant changes to the Group’s Risk Register for each meeting; and
             b. The Group’s Risk Management Strategy, Risk Register and Annual Risk Map and proposals for continuous improvement of the
                risk management process and culture as appropriate.

Group Director of Finance

6.24 In managing risk the Group Director of Finance is responsible for ensuring that:
          a. A system of risk management is maintained to inform decisions on financial and operational planning and to assist in achieving
             objectives and targets;
          b. The Board are involved in the risk management system; and
          c. A Risk Register.

6.25 This includes:
           a. Setting and communicating the risk management strategy;
           b. Providing leadership and direction over the risk register; and
           c. Conducting an annual review of the effectiveness of the system of internal control in support of the Statement Internal Control.


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6.26 The Group Director of Finance will coordinate the risk management in establishing effective risk management in their areas of
responsibility.

6.27 The Group Director of Finance is responsible for developing and implementing the process and maintaining the risk register document.

6.28 The Finance team will facilitate discussion of risk with local and cross functional management teams as an integral part of the Business
plan process.

Directors, other managers, project manager

6.29 Everyone with a line or project management role is responsible for assessing and communicating risks within their sphere of responsibility,
including judging when a risk should considered for inclusion in the corporate risk register or project risk log.

Risk Owners

6.30 Risk owners are responsible for ensuring that each risk assigned to her/him is managed and monitored over time.

All staff

6.31 Whilst this strategy document sets out defined processes for managing risk, successful risk management can only be accomplished on a
day-to-day basis by staff.

6.32 At all levels through their working practices; it does not simply lie inert in corporate policies and management structures. Risk
management is part of every member of staff’s responsibilities and virtually everyone has a role in carrying out appropriate risk management by
supporting risk identification and assessment, and designing and implementing risk responses. This will be achieved through core briefings,
team meetings and one to one sessions, etc.

Internal Audit

6.33 Internal Audit plays a key role in evaluation the effectiveness of, and recommending improvements to, the risk management process. This
is based on the systematic review and evaluation of the policies, procedures and operations in place to:

             a. establish and monitor the achievement of the organisation’s objectives;
             b. identify, assess and manage the risks to achieving the organisation’s objectives;


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             c.   advise on, formulate, and evaluate policy;
             d.   ensure the economical, effective and efficient use of resources;
             e.   ensure compliance with established policies (including behavioural and ethical expectations), procedures, laws and regulations;
             f.   safeguard the organisation’s assets and interests from losses of all kings, including fraud, irregularity or corruption; and
             g.   ensure the integrity and reliability of information, accounts and data, including internal and external reporting and accountability
                  processes.

6.34 In addition, Internal Audit aims to add value through:

             a. supporting and facilitating the identification of risks and the development of processes and procedures to assess and effectively
                respond to risks;
             b. the identification and recommendation of potential process improvements;
             c. the provision of advice to manage risks in developing systems, processes, projects and procedures and
             d. the provision of best practice advice to all sections of the Corporation; and encouraging best practice and engendering
                continuous improvement.




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Glossary of Key Terms
Assurance              An evaluated opinion, based on evidence gained from review, on the organisation’s governance, risk management and
internal control framework.

Exposure                The consequences, as a combination of impact and likelihood, which may be experienced by the organisation if a specific
risks realised.

Impact                  The probable effect on the organisation if the risk occurs

Inherent risk           The exposure arising from a specific risk before any action has been taken to manage it.

Likelihood              The probability or chance of the risk occurring

Residual risk           The exposure arising from a specific risk after action has been taken to manage it and making the assumption that the
action is effective.

Risk                   Uncertainty of outcome, whether positive opportunity or negative threat, of action and events. It is the combination of
likelihood and impact.

Risk appetite           The amount of risk that an organisation is prepared to accept, tolerate, or be exposed to at any point in time.

Risk assessment         The evaluation of risk with regard to the impact if the risk is realised, and the likelihood of the risk being realised

Risk Management All the processes involved identifying, assessing and judging risks, assigning ownership, taking actions to mitigate or
anticipate them, and monitoring and reviewing progress.

Risk Register           The documented and prioritised overall assessment of the range of specific risks faced by the Corporation.




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Adactus Housing Group Risk Register

Risk                                                   Inherent Assessment                                                                   Residual Assessment                        Action
No      Category         Risk Description                L       I    L*I                     Controls In Place                              L         I      L*I                      Planned                Owner
Objective Q1: Provide effective, customer focused services
Q1.1    Operational      Poor customer satisfaction      2      4     8      Regular customer satisfaction surveys. Annual                   1            2             2                   Treat              GDCS
                         results leading to lack of                          resident away days held. Adactus 500 being
                         demand                                              established to improve quality of market
                                                                             intelligence received from a wider population of
                                                                             residents.
Q1.2    Operational      Tenants dissatisfied with       3      2     6      Pre and post inspection of repairs. Maintenance                 1            2             2                   Treat              DirAM
                         maintenance services                                policies and procedures. Tenant surveys

Q1.3    Operational      Failure to identify the         2      3     6      Regular customer satisfaction surveys. Regular                  1            3             3                   Treat              GDCS
                         needs of our customers                              tenant forums / away days held.
Q1.4    Operational      Failure to deliver service      3      4     12     Ongoing review with quarterly reports to Board on               1            4             4               Tolerate          DO (CCH)
                         improvements to tenants                             stock transfer progress
                         contained within the CCH
                         offer document
Q1.5    Operational      Technical problem causes        2      4     8      Phone calls revert to local offices.                            2            3             6                   Treat              ODCS
                         interruption to Contact
                         Centre service
Q1.6    Operational      Poor quality of service         4      1     4      on the job' training of CC staff. Knowledgebase for             2            1             2                   Treat              ODCS
                         delivered by Contact                                handling queries. Call monitoring by managers.
                         Centre                                              CIH Level 2 training for staff new to housing.
                                                                             Develop satisfaction monitoring.
Q1.7    Operational      Insufficient Contact Centre     2      2     4      Staff complement is set at level to take calls and              1            2             2                   Treat              ODCS
                         staff to provide required                           carry out admin, so can prioritise call handling if
                         service levels (sickness,                           fewer staff available. TH based staff to be rained
                         bad weather)                                        to take 'switchboard' calls; prepare for 'bad weather'
                                                                             type calls
Q1.8    Operational      Failure of company's IT         2      5     10     IT security and system resilience measures.                     2            4             8                   Treat              ODCS
                         network                                             Disaster Recovery contract.
Q1.9    External         Failure of public data          2      5     10     Company has two separate connections to the                     2            3             6                   Treat              ODCS
                         network used by company                             public network. Business Continuity Plan

Q1.10   Operational      Failure to take into            3      4     12     Resident Involvement Team in place and operating                2            3             6                   Treat              GDCS
                         account the representative                          a 'menu of involvement'. All reports to board
                         views of customers in                               required to evidence consultation. Adactus 500
                         decision making                                     development

Q1.11   Operational      Unable to deliver effective     3      4     12     Resident Involvement framework reviewed and new                 2            4             8                   Treat              GDCS
                         co-regulation                                       structure implemented




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                 I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                    Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                     Inherent Assessment                                                                   Residual Assessment                        Action
No      Category         Risk Description                  L       I    L*I                     Controls In Place                              L         I      L*I                      Planned                Owner
Objective Q2: Run an efficient business, controlling costs and make the best use of efficiency savings
Q2.1    Operational      Overstretched / stressed          4     4      16     Maintain good terms and conditions. Regular                     2            4             8                   Treat                GCE
                         staff                                                 review of workloads and assessment of capacity
                                                                               and resources.
Q2.2    External         Inability to recruit the best     3     4      12     Maintain image through marketing effort. Write                  2            4             8                   Treat              GDCE
                         staff                                                 articles of new recruits for press. Maintain good
                                                                               terms and conditions and benefits
Q2.3    External         Repairs and Maintenance           3     4      12     Maintain good terms and conditions. Regular                     2            4             8                   Treat              DirAM
                         Staff Skills Shortage                                 review of workloads and assessment of capacity
                                                                               and resources. Succession planning for
                                                                               apprentices
Q2.4    External         Inability to retain good          2     4      8      Maintain good terms and conditions. Regular                     2            4             8                   Treat              GDCE
                         staff                                                 review of recruitment process to ensure it is
                                                                               effective. Annual staff survey through Best
                                                                               Companies methodology. Re-structured HR team
                                                                               with greater expertise.
Q2.5    Operational      Loss of key member of             2     4      8      Maintain good terms and conditions. Regular                     2            4             8                   Treat                GCE
                         staff                                                 review of workloads and assessment of capacity
                                                                               and resources. Succession planning
Q2.6    Operational      Loss of staff through             3     4      12     Disaster recovery plan in place                                 1            4             4               Tolerate                 GCE
                         external pandemics e.g.
                         swine flu
Q2.7    Operational      Staff in position who are         2     4      8      Maintain good terms and conditions. Regular                     1            4             4               Tolerate           DirDevHR
                         not motivated and trained                             review of recruitment process to ensure it is
                                                                               effective. Annual staff survey on satisfaction.
                                                                               Comprehensive training plan.
Q2.8    Operational      Staff are not trained             2     2      4      Commitment to training. GCE ongoing manager                     1            2             2               Tolerate               GDCE
                         effectively leading to poor                           training being held. Regular 1-1s held with all staff
                         performance in services                               and annual PPRs carried out. Training needs
                                                                               assessment carried out via PPRs. Annual training
                                                                               budget
Q2.9    Operational      Poor performance in one           3     4      12     SMT and Boards regularly review performance                     2            4             8             Treat and                     All
                         part of Group impairs                                 indicators for each group company                                                                          tolerate
                         regulators' assessments of
                         the whole Group
Q2.10   Operational      Material fraudulent activity      2     4      8      Contract tendering and letting procedures.                      1            4             4               Transfer         GDF/DirAM
                         takes place                                           Approved contactor list. Segregation of
                                                                               authorisation and raising works orders.
                                                                               Competitive tendering limits. Post inspection or
                                                                               confirmation of work completed.
Q2.11   External         Adverse report from the           2     4      8      Dedicated team to meeting the needs and                         1            4             4             Treat and                GDCE
                         housing regulator                                     demands of our regulators. Maintain good                                                                  Tolerate
                                                                               relationship with our regulators.
Q2.12   External         AHA does not deliver on           2     4      8      Action plan agreed with operational managers and                1            4             4             Treat and                GDCS
                         agreed AC action plan                                 directors and managed through Clearview software.                                                         Tolerate




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                   I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                 Inherent Assessment                                                                   Residual Assessment                        Action
No      Category         Risk Description              L       I    L*I                    Controls In Place                               L         I      L*I                     Planned                 Owner
Q2.13   External         Interest rates rise leading   5       5     25  80% of debt is on fixed interest rates. Advice                    5         2       10                     Treat and                 GDF
                         to breach of covenants                          obtained from external advisors. External                                                                   Tolerate
                                                                         information on short and long term interest rates,
                                                                         obtained on a regular basis. Sufficient facilities are
                                                                         in place for the next 3 years.
Q2.14   Operational      Insufficient funds caused     5       3     15  ongoing security being charged to support cashflow                2            3             6                   Treat                ODF
                         by lack of security charged                     sufficient for 2010/2011. Security database now
                         to banks restricting draw                       targeted as a standalone project and will be in in
                         downs against facilities                        place by Q2 2011 to support 2012 onwards
                         available

Q2.15   Operational      Failure to meet financial      3       4     12    Regular performance management reporting to the                2            4             8                   Treat                GDF
                         covenants                                          Board and Treasury reports to Board
Q2.16   External         Breach of transfer contract    3       4     12    Quarterly monitoring meetings to take place with               2            4             8             Treat and                  GCE
                                                                            the council as contained in the contract.                                                                Tolerate
Q2.17   External         Fails to perform against       3       4     12    Monitoring meetings with the Council take place                2            4             8                 Treat                  GCE
                         various Council's SLA's                            quarterly. Regular performance monitoring
Q2.18   Operational      IT failure leads to            2       4      8    Disaster recovery plan in place. Data backed up                2            4             8             Treat and                GDCS
                         breakdown in service                               regularly and stored in a fireproof safe off site.                                                        tolerate
                         delivery                                           New contingency arrangements in place if network
                                                                            connection to satellite offices fails.
Q2.20   Operational      Staff injured/killed in the    2       5     10    Competent health and safety person in place who                1            5             5             Treat and                DirAM
                         course of their duties                             understands all the relevant legislation and has                                                         Transfer
                                                                            ensured health and safety assessments have been
                                                                            carried out.
Q2.21   External         Natural disaster at office     2       4      8    Competent health and safety person in place who                1            4             4             Treat and                DirAM
                         destroys                                           understands all the relevant legislation and has                                                         Transfer
                         records/equipment leading                          ensured fire risk assessments etc have been
                         to loss of service                                 carried out.
Q2.22   Operational      Poor performance on the        2       4      8    Continuous review of performance, prudent budget               1            4             4             Treat and                DirAM
                         Miles Platting PFI leads to                        set for deductions                                                                                        tolerate
                         higher financial deductions
                         than expected

Q2.23   External         Building cost inflation        3       4     12    Monitor closely. Safeguarded somewhat by in                    3            1             3             Treat and                  GDF
                         increases                                          house team. Prudent assumptions in business                                                              Tolerate
                                                                            plan.
Q2.24   Operational      Rent arrears are not           3       3      9    Dedicated resources and procedures for chasing                 1            3             3                   Treat                GDF
                         chased effectively leading                         rent arrears. Implement Arrears Pilot.
                         to loss of income
Q2.25   External         Shared Owners enter into       5       4     20    All shared owners have been contacted recently to              5            2            10             Treat and          GDF/GDCE
                         mortgage arrears resulting                         encourage them to engage with us if they have                                                            Tolerate
                         in increased                                       financial issues with a view to preventing
                         repossessions                                      repossessions via our flexible tenure policy.
                                                                            Retained and mainstreamed Financial Inclusion
                                                                            Officer for Beech and across rest of Group.
                                                                            Group Worklessness Strategy will impact if
                                                                            effect due to job loss.
Q2.26   External         Costs increase beyond          2       3      6    Regular benchmarking carried out. Monthly                      1            3             3                   Treat                GDF
                         that budgeted leading to                           management accounts reviewed by senior team.
                         worsening efficiency                               Zero based budgeting introduced 20




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                               I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                  Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                    Inherent Assessment                                                                  Residual Assessment                        Action
No      Category         Risk Description                 L       I    L*I                  Controls In Place                                L         I      L*I                     Planned                 Owner
Q2.27   External         Sept RPI falls below             3       4     12  Impact mitigated by Target Rent Convergence                      3         3       9                      Treat and                 GDF
                         business plan assumption,                          formula (RPI + 1/2% + £2). Reforecast to be                                                                Tolerate
                         implying budgeted income                           implemented in Oct for budget setting round
                         not being achieved leading
                         to a negative impact on
                         the Group financial
                         position.
Q2.28   External         The Group fails to realise       3      3      9    Budgets to be set EXCLUDING sales revenue                       3            1             3               Tolerate                 GDF
                         previously anticipated
                         property sales surpluses
                         leading to a tightening
                         financial position.
Q2.29   Operational      Financial viability in the       2      5      10   Efficiency savings for 2009/10 identified and locked            1            5             5               Tolerate                 GDF
                         long term is reduced                                into operational budgets. Close budget monitoring
                         through a failure to deliver                        to continue in 2009/10. Continued Improvement
                         efficiency savings,                                 Plans underway and process review. Rigorous
                         breaches of loan                                    investment appraisal undertaken and close
                         covenants or through poor                           monitoring of financial covenants in place.
                         investment decisions.

Q2.30   External         The Group faces an               3      4      12   Significant undrawn facilities in place. Housing                3            3             9             Treat and                  GDF
                         inability to secure future                          stock audit underway to identify available security                                                       Tolerate
                         financing on attractive                             across the Group. Possible intragroup lending
                         terms as existing funders                           available. Development programme could be
                         leave the market or reach                           mothballed. The Group is continuing to maintain
                         saturation point.                                   and develop relationships with key funders and
                                                                             explore alternative funding sources and options.

Q2.31   External         Growing inflationary             3      2      6    Increasing inflation is beneficial to the financial             2            1             2             Treat and                  GDF
                         pressures                                           plan. However in a period of growing inflation it is                                                      Tolerate
                                                                             vital to manage costs through good budgetary
                                                                             control
Q2.32   External         In the current financial         5      3      15   There are strong financial inclusion, debt recovery             3            2             6             Treat and                  GCE
                         climate the organisation                            and early intervention policies in place throughout                                                       Tolerate
                         runs the risk of increasing                         the group to recognise those most at threat of
                         its bad debts                                       running up arrears and bad debts.
Q2.33   Operational      Budget overspends effect         3      4      12   Cash flow monitored closely and reviewed by                     1            4             4                   Treat                GDF
                         the delivery of the                                 senior team. Focus on budgetary controls and
                         development programme                               overspends not allowed unless funded from
                                                                             underspends elsewhere
Q2.34   External         Changes in HB and other          4      5      20   Rent policy designed to ensure affordability and                2            5            10               Tolerate        GCE/GDCE/
                         Government legislation                              effectiveness. Close relationship with LA. Proper                                                                          GDCS/GDF
                         impacts on financial                                budgetary controls in place. Ongoing reshaping of
                         resources                                           organisation to fit constraints
Q2.35   Operational      Increase in void units           3      3      9    Monitor trends in voids and report to Board.                    1            3             3                   Treat              DirAM
                         leading to significant loss                         Action taken when issue arises.
                         of income
Q2.36   Operational      Staff are not trained            2      3      6    Regular staff training in place                                 1            3             3                   Treat          DirDevHR
                         effectively leading to poor
                         performance in services




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                 I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                    Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                    Inherent Assessment                                                                    Residual Assessment                        Action
No      Category         Risk Description                 L       I    L*I                    Controls In Place                                L         I      L*I                      Planned                Owner
Q2.37   Operational      Increase in inappropriate        2       3     6   All properties are let on a starter tenancy basis.                 1         3       3                          Treat                DirAM
                         lettings leading to increase                       Lettings policy review to ensure goof practice
                         nuisance problems and                              across all LA's.
                         increased costs

Q2.38   Operational      Statutory housing                2       5      10     The condition of our stock has been recently                   1            5             5                   Treat              DirAM
                         obligations not met leading                            surveyed for compliance with our statutory
                         to prosecution                                         obligations through the Stock Condition process.
                                                                                The maintenance service regularly updates it's
                                                                                performance to include new regulations and
                                                                                legislation.

Q2.39   Operational      Inadequate maintenance           2       4       8     The Asset Database is constantly updated to                    1            4             4                   Treat              DirAM
                         leads to properties                                    record the current condition of our properties. This
                         dilapidating which leads to                            information is then fed into the Asset Strategy
                         higher costs in the long                               Model to give an informed view of not only their
                         term and reduced demand                                condition but their overall viability. Regular
                                                                                maintenance reviews, tenant satisfaction surveys
                                                                                and performance monitoring assist in delivering a
                                                                                consistent maintenance service.


Q2.40   Operational      inadequate funding of            2       4       8     5 and 30 year business plan in place based on the              1            4             4                   Treat                GDF
                         major repairs requirement                              stock condition survey and information gathered in
                                                                                house
Q2.41   Operational      CCH Refurb partner               3       3       9     Contract monitored through monthly meetings.                   1            4             4                   Treat         DO (CCH)
                         underperforms or delivers                              Specialist consultants supporting AHG and CCH
                         poor customer service                                  staff
Q2.42   Operational      Failure to meet the Decent       2       4       8     Information gathered from the comprehensive                    1            4             4                   Treat              DirAM
                         Homes Standard                                         stock condition survey is fed through the asset
                                                                                database to accurately predict and model our
                                                                                maintenance to meet the Decent Homes Standard.

Q2.43   Operational      Properties taken out of the      3       3       9     Housing management carry out routine 6 monthly                 1            2             2                   Treat         DO (CCH)
                         debit are routinely checked                            checks to ensure the properties are unoccupied.
                         to ensure no malpractise

Q2.44   Operational      Failure to tackle ASB            3       5      15     Group ASB team handles serious cases. NSMs                     2            4             8                   Treat              GDCS
                         effectively and promptly                               monitor work of NOs in dealing with low level
                                                                                cases. Introduce REACT. Assess performance
                                                                                against targets and against performance by other
                                                                                RSLs
Q2.45   External         Increasing political             3       5      15     Communications officer in CCH staffing structure.              1            5             5               Transfer               GDCE
                         sensitivity of our work                                PR agency in place for rest of Group to moderate
                         leads to poor publicity                                impact of poor publicity
                         generated by politicians or
                         other external parties




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                   I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                   Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                    Inherent Assessment                                                                   Residual Assessment                        Action
No      Category         Risk Description                 L       I    L*I                   Controls In Place                                L         I      L*I                     Planned                 Owner
Q2.46   External         Downturn in housing              5       4     20  Demand monitoring and market assessments prior                    3         3       9                      Treat and                GDCE
                         market reduces sale price                          to commencement of development in any location.                                                             Tolerate
                         of shared ownership                                Directors considering the current portfolio on a
                         properties and/ or inability                       scheme by scheme basis to assess the most
                         to sell                                            appropriate action. Extensive sensitivity testing of
                                                                            business plans taking place. Sales incentives
                                                                            being considered on a sale by sale basis. Building
                                                                            relationships with banks to encourage availability of
                                                                            shared ownership products. Business
                                                                            plans/budgets prepared not based upon
                                                                            property sales.
Q2.47   Operational      Fraud committed by               1       2      2  All phone payments handled by Callpay.                            0            2             0               Tolerate               ODCS
                         Contact Centre staff
                         against tenants
Q2.48   Operational      Breach of Data Protection        2       2       4    IT security policy, including use of thin-client               1            2             2               Tolerate               ODCS
                         Act - personal data mislaid                           devices and limited use of mobile IT devices that
                         or misused                                            can store data
Q2.49   External         Media story damaging             3       4      12    Issues management contract in place with PR                    1            4             4               Tolerate               ODCS
                         company's reputation                                  Agency.
Q2.50   Operational      Inaccurate performance           2       4       8    Automation of KPI production. Internal Affairs team            1            3             3               Tolerate               ODCS
                         data leads to damaging                                carrying out sense-checks.
                         decisions being made
Q2.51   Operational      Failure to meet regulator's      2       4       8    Monitor changes in regulatory regime. Report to                1            3             3               Tolerate               GDCS
                         requirements                                          Group Board on fulfilling of requirements
Q2.52   External         Changes to regulation            4       3      12    Employ staff to engage with regulators to obtain               4            1             4               Tolerate               GDCS
                         following HCA/TSA                                     insight into potential changes and react accordingly
                         merging                                               and advise Group




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                  I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                 Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                   Inherent Assessment                                                                  Residual Assessment                        Action
No      Category         Risk Description                L       I    L*I                    Controls In Place                              L         I      L*I                      Planned                Owner
Objective E1: Increase the size of the business through new group members, transfer or development
E1.1    Operational      Budget overspends lead to       2      5     10     Regular benchmarking carried out. Monthly                      1            5             5                   Treat                GDF
                         damaging the                                        management accounts reviewed by senior team
                         sustainability of the
                         business
E1.2    External         Opportunities for business      3      4     12     Specific business expansion manager in place                   1            4             4       Treat and Take                   GCE
                         growth missed due to                                                                                                                                             The
                         concentration on existing                                                                                                                                Opportunity
                         projects
E1.3    Operational      New initiatives not viable      3      4     12     Assessment including the board of the strategic fit            1            4             4       Treat and Take                   GCE
                                                                             of the opportunity. Evaluation of the management                                                             The
                                                                             resources required to bid for the opportunity and an                                                 Opportunity
                                                                             upfront assessment of the chances of success.
                                                                             Financial and operational assessment of new
                                                                             venture including risk assessment and identification
                                                                             of skill and resource requirements

E1.4    External         Not finding other               2      2     4      Potential merger partners are carefully selected.              2            1             2       Treat and Take                   GCE
                         Associations to join the                            However the financial strength of the group is                                                               The
                         Group and that time will be                         robust, therefore seeking a partner is not                                                           Opportunity
                         spent pursuing                                      imperative to enable Adactus to continue growing
                         unsuccessful merger                                 in its own right
                         partners with maybe
                         adverse publicity
E1.5    External         Land / property not             3      3     9      Bought as it becomes available and develop a                   2            3             6             Treat and                GDCE
                         available as anticipated                            reserve pipeline of replacement sites / schemes                                                           tolerate
E1.6    External         Government budget               4      4     16     Continued investigation of new funding initiative              3            3             9             Treat and                GDCE
                         cuts/policy lead to reduced                         scheme types                                                                                              tolerate
                         SHG, leading to loss of
                         grant income
E1.7    Operational      Risk that development           3      4     12     Schemes considered in line with development                    1            4             4             Treat and                GDCE
                         schemes are not viable                              strategy. Feasibility study for each scheme using                                                         tolerate
                                                                             standard assumptions and criteria. Assessment of
                                                                             present and expected tenant requirements
                                                                             including lettability. Scheme break even criteria.
                                                                             Standard scheme approval procedures.

E1.8    Operational      Failure to achieve Housing      3      4     12     Development teams review progress weekly,                      1            4             4             Treat and            DirDevHR
                         Corporation targets                                 update Gantt charts, monitored by Operations                                                              tolerate
                                                                             Director weekly.
E1.9    External         Property and land values        2      4     8      Area based development teams with local                        1            4             4             Treat and            DirDevHR
                         increase significantly                              knowledge of land market                                                                                  tolerate
E1.10   External         Development contactor           3      3     9      Stringent financial checks at selection point. Devpt           1            3             3                  Treat           DirDevHR
                         goes bankrupt                                       staff aware of warning signs on site.
E1.11   External         Competition for funds/new       3      3     9      Assessment including the board of the strategic fit            1            3             3       Treat and Take                   GCE
                         initiative too high                                 of the opportunity. Evaluation of the management                                                             The
                                                                             resources required to bid for the opportunity and an                                                 Opportunity
                                                                             upfront assessment of the chances of success.
                                                                             Financial and operational assessment of new
                                                                             venture including risk assessment and identification
                                                                             of skill and resource requirements



L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                                I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                  Inherent Assessment                                                                  Residual Assessment                        Action
No      Category         Risk Description               L       I    L*I                    Controls In Place                              L         I      L*I                      Planned                Owner
Objective D1: Provide targeted neighbourhood investment
D1.1    Operational      Concentrate only on            2       3     6     Neighbourhood Development Officer in CCH                       1            3             3                   Treat       GCE/GDCE
                         tenants without                                    structure. Regeneration Framework in place.
                         considering                                        Asset Management strategy in place.
                         neighbourhood needs and                            Neighbourhood fund established across Group
                         the bigger picture
D1.2    Operational      Misuse of Neighbourhood        2       3     6     NDO/NO in place to act as "filter" to Dragons' Den             1            3             3          Tolerate and                DO
                         Fund, abuse through non                            panel. Report to Board at six and twelve months.                                                            Treat        (CCH)/GDCE
                         declared conflicts of                              Part of process is for Dragons to declare conflicts
                         interest                                           of interest.




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                               I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
                                                                                                Printed on: 09/11/2010 file ref: H:\My Documents\Board meetings\Beech\Beech Board\2010\15 Nov\Dropbox\risk register Nov 2010
Adactus Housing Group Risk Register

Risk                                                  Inherent Assessment                                                                  Residual Assessment                        Action
No      Category         Risk Description               L       I    L*I                    Controls In Place                              L         I      L*I                      Planned                Owner
Objective D2: Provide choice and services that are sensitive to the diverse needs of our customers
D2.1    Operational      Failure to diversify our       3       2     6     Consideration always given to diversity needs in               1            2             2                   Treat              GDCE
                         staffing and management                            recruitment process. E&D training programme for
                         to reflect the community                           all staff implemented
                         composition
D2.2    Operational      Board members have             3       4     12    Board recruitment, assessment and training policy              1            4             4                   Treat              GDCS
                         insufficient skills to                             in place
                         undertake role
D2.3    External         Benefits indexation linked     4       3     12    close monitoring of arrears and early actions via              2            3             6               Tolerate                 GDF
                         to CPI rather than RPI                             automated arrears process
                         leading to tenant hardship
                         as benefits and rent
                         indexation out of sync

D2.4    External         Reduction is Supporting        4       4     16    Exit strategy to be determined if funding no longer            2            4             8             Treat and            GCE/GDF
                         People funding                                     available                                                                                                 tolerate
D2.5    Operational      Fall foul of Equality Act      3       5     15    Equality and diversity policy updated annually and             2            5            10             Treat and                GDCS
                         2010                                               programme of staff training implemented.                                                                  tolerate
                                                                            Undertook independent assessment against
                                                                            Equality Framework for Local Government (AHA) to
                                                                            achieve level 3 by 2015. to be rolled out to rest of
                                                                            group.




L Likelihood 5 Almost Certain 4 Likely 3 Possible 2 Unlikely 1 Rare
                                                                                                                                               I Impact 5 Catastrophic 4 Major 3 Moderate 2 Minor 1 Insignificant
Beech Housing Association Ltd.


 Board papers for agenda items 6.1 to 6.3:



   Policy and Framework decisions:

   6.1   Equality & Diversity Policy         B. Moran      (enclosed)

   6.2   Resident Involvement Framework      B. Moran      (enclosed)

   6.3   Designated Reserves Policy          P. Chisnell   (confidential)
        Report of                    Meeting                     Date                       Item No.
       Brian Moran
Group Director of Corporate     Adactus Housing           15 November 2010
         Services               Association Board
                                                                                             6.1
EQUALITY & DIVERSITY POLICY
PURPOSE OF REPORT

1        To seek board endorsement of revisions to the Group Equality & Diversity Policy.

BACKGROUND

2        The Association has previously adopted the Group Equality & Diversity Policy. The policy is
         timetabled for review and a revised version is presented for consideration at Appendix 1.

3        A summary of the changes proposed is presented at Appendix 2. The changes are minor in
         nature.

RISK ISSUES

4        The issue raised and recommendations made in this report involve risk considerations in the
         following categories

5        Financial impact                                 Business interruption
         Health & Safety                                  Reputation and image
         Asset loss                                       Corporate objectives/performance

6        The policy has been reviewed to account for the changes introduced by the Equality Act 2010. A
         failure to comply with this new legislation would realise wide-ranging risks to the Association,
         including the prospect of unlimited financial fines should unlawful discrimination be proven.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

7        An equality impact assessment has been undertaken using the Joseph Rowntree Foundation
         online tool. The assessment is positive with the main driver for this being the promotion of
         access to public and private services.

8        The revised policy draws on the results of resident consultation with respect to a new approach
         to Equality Impact Assessments and the prioritisation of responsive repairs for vulnerable people.

RECOMMENDATION(S)

9        It is recommended that the board endorse the revisions to the Group Equality & Diversity policy
         for approval by the Group board.
BRIAN MORAN
GROUP DIRECTOR OF CORPORATE SERVICES /
GROUP COMPANY SECRETARY


Background material

Joseph Rowntree Foundation EIA tool:

http://www.equip.org.uk

Equality Act 2010: What do I need to know:

http://www.equalities.gov.uk/pdf/401727_GEO_EqualityLaw_Community_acc3.pdf


Training delivered by Whiteheads solicitors to board members on 1 October 2010:

See Dropbox     Events    Training   Legal Update 2010


            Report Author                 Tel                     Date                  Doc ID
         Brian Moran             01942 608715             5/11/2010               AHA report Nov 2010
Appendix 1: Revised Group Equality & Diversity Policy



 equality and diversity policy




Policy Statement
The Adactus Housing Group recognises its               discrimination on the grounds of ‘race’,
responsibilities to provide equality of opportunity,   national origin, ethnic origin, nationality, religion,
eliminate discrimination and promote good              belief or lack of religion or belief, gender, gender
relations in its activities as a landlord, managing    reassignment status, being married or a civil
agent, employer, contractor, partner and               partner, pregnancy or maternity leave, sexual
purchaser.                                             orientation, disability or age.
The Group is totally opposed to all forms of

 Aims
This policy aims to summarise how the Group is         ‘Provide choice and services that are sensitive
working to eliminate discrimination, promote good      to the diverse needs of our customers.’
relations and increase equality of opportunity. It
supports delivery of the following corporate
objective of the Adactus Housing Group:

Scope
This policy applies to any person or organisation
that any member of the Adactus Housing Group
has contact with in undertaking its activities as
landlord, managing agent, employer, contractor,
partner and purchaser.


Links to other policies and strategies
The Group has established an Equality Impact           The Group’s members publish annual reports
Assessment process that must be applied to all         (including detailed assessments against the Tenant
policies to specifically consider equality and         Services Authority’s national standards) which set
diversity issues when polices are produced or          out our assessment of our work in this area and our
reviewed.                                              plans for improvements.


Context
This policy has been produced in accordance with       characteristics’: disability, gender reassignment,
the requirements of our regulator, the Tenant          pregnancy and maternity, race (including ethnic
Services Authority.                                    and national origin, colour and nationality), religion
In April 2010, the Equality Act was passed by         or belief, sex and sexual orientation. In the case of
Parliament. Its main purpose was to bring             disability, employers and service providers are
together the many acts and regulations in UK law      under a duty to make reasonable adjustments to
that have been introduced to combat                   their workplaces to overcome barriers experienced
discrimination. The majority of the Act came into     by disabled people.
force on 1 October 2010.
                                                      The Group also observes the Commission for
The Act requires equal treatment in access to         Racial Equality code of practice on housing and
employment and private and public services, on the    associated guidance produced by the Equality and
basis of ‘protected                                   Human Rights Commission. It has drawn on the
                                                      Equality Framework for Local Government to
                                                      assess its services.

Definitions
Equality – A revised term for equal opportunities,    Disability – in line with the Equality Act 2010, this
being the same/treated the same.                      includes anyone who has, or has had a disability,
                                                      as well as anyone who is perceived to have a
                                                      disability. It also includes anyone who is
Diversity – Recognising the differences in everyone
                                                      associated with someone with a disability, which
that make them unique and responding to an            could result in that individual experiencing
individual’s needs.                                   discrimination (e.g. a carer).

Our Approach

As a Landlord and Managing Agent                      As an Employer

The Group encourages its members to                   As an employer the Group’s equality and diversity
recognise diversity and provide equality of           priorities are to encourage its members to recruit
opportunity by tailoring the delivery of landlord     and retain talent from a wide pool and to ensure
services.                                             that staff are treated fairly and in accordance with
The Group and its members will:                       the law.

• Operate, and monitor, lettings practices that
                                                      The Group and its members will:
  reduce the chance of discrimination.
• Provide an over-the-telephone and face-to-
                                                      • Aim to recruit and retain a workforce to reflect the
  face interpreting service.
                                                        diversity of its customer-base.
• Make available publications concerning health
                                                      • Operate, and monitor, recruitment practices
  and safety, service changes and other highly
                                                        that reduce the chance of discrimination.
  significant topics in alternative languages and
                                                      • Maintain ‘Positive about Disabilities’
  formats. Always consider requests for other
                                                        accreditation and display the ‘Positive about
  publications to be translated into alternative
                                                        Disabilities’ logo on all job advertisements.
  languages and formats.
                                                      • In accordance with the Disability Discrimination
• Ensure, where possible, that all offices will be
                                                        Act, guarantee people with a disability an
  fully accessible for disabled people.
                                                        interview for any employment vacancy provided
• Use tenancy agreements that recognise the
                                                        that they meet the essential criteria.
  rights of same-sex partner relationships.
• Provide a wide range of customer                     • Continue employing, wherever practicable,
  consultation methods.                                 employees who become disabled during
• Respect and, where possible, accommodate              their employment, and assist in their
  the religious practices of customers.
                                                        retraining.
                                                       • Subscribe to the Housing Diversity Network
• Maintain accurate customer profile records
                                                        (HDN) and advertise all job vacancies on the
  in accordance with the Data Protection
                                                        HDN website.
  Act.
                                                       • Provide annual training for staff on equality
• Prioritise repairs requests from residents
                                                         and diversity issues.
  with support needs.
                                                       • Provide annual training for Board members.
• Investigate any differences in customer
                                                       • Respect the religious practices of staff in
  satisfaction between different groups. Take
                                                         the workplace.
  action where the cause of dissatisfaction is
                                                       • Offer flexible working hours and arrangements.
  within our control as the landlord.
                                                       • Ensure that pay is determined equitably.
• Build new properties that meet the ‘Life
  time Homes’ standard.                                • Provide enhanced maternity and paternity leave
                                                         and offer staff the option to purchase childcare
• Operate harassment and domestic violence
                                                         vouchers tax free.
  procedures that provide support for the
                                                       • Have a zero-tolerance approach to racist
  victim.
                                                         behaviour and other harassment.
• Employ an Occupational Therapist to speedily         • Equally     apply     terms   and    conditions
 assess requests for disabled adaptations.               irrespective of an employee’s sexuality.
• Maintain accurate records of adapted properties.     • Make an equality impact assessment
• Carry out equality impact assessments of the           of all employment policies, when
  Contact Centre (the hub of customer contact)           introduced or reviewed.
  annually. Carry out equality impact                  • Be sensitive to gender reassignment.
  assessments of other services when policies
  are reviewed or changed.

As a Purchaser                                         As a Contractor and Partner

The Group will use its purchasing power to ensure      As a contractor or partner providing services to
that its contractors’ service delivery is consistent   a third party, the Group’s members will
with the Group’s equality and diversity                maintain their commitment to provide equality
                                                       of opportunity, eliminate discrimination and
commitments.
                                                       promote good relations.
The Group and its members will:
                                                       The Group and its members will:
• Require maintenance contractors to agree to
  work within a Code of Conduct which                  Not accept instructions from any client or partner
  emphasises the Group’s expectations with             that indicates an intention to discriminate
  regard to equality and diversity.                    unlawfully.
• Ensure that out-of-hours contractors
  operate a telephone interpreting service.
• Require contractors to commit to achieving
  equality and diversity targets for staffing and
  customer satisfaction.
Equality & Diversity Impact Assessment

No adverse impact identified.


 Monitoring and Evaluation

An evaluation of our performance in this area is published in our annual reports which include detailed
assessment against the TSA’s national standards in the areas of equality and diversity (this information
replaces our previously published Equalities Scheme):

Adactus Housing Association Ltd
http://aha.adactushousing.co.uk/Annual-Report

Beech Housing Association Ltd
http://beech.adactushousing.co.uk/annual-report

Chorley Community Housing Ltd
http://www.chorleych.co.uk/annualreport
Appendix 2: Changes incorporated in revised Group Equality & Diversity Policy


Policy Statement

No change

Aims

       Change second sentence to read;

It supports delivery of the following corporate objective of the Adactus Housing Group:

Provide choice and services that are sensitive to the diverse needs of our customers.

Links to other policies and strategies

       Add after first sentence:

The Group’s members publish annual reports (including detailed assessments against the Tenant
Services Authority’s national standards) which set out our assessment of our work in this area and our
plans for improvements.

Context

       Replace first sentence with:

This policy has been produced in accordance with the requirements of our regulator, the
Tenant Services Authority.

       Replace second paragraph and bullets list with:

In April 2010, the Equality Act was passed by Parliament. Its main purpose was to bring together
the many acts and regulations in UK law that have been introduced to combat discrimination. The
majority of the Act came into force on 1 October 2010.

The Act requires equal treatment in access to employment as well as private and public services,
on the basis of ‘protected characteristics’: disability, gender reassignment, pregnancy and
maternity, race (including ethnic and national origin, colour and nationality), religion or belief, sex
and sexual orientation. In the case of disability, employers and service providers are under a duty
to make reasonable adjustments to their workplaces to overcome barriers experienced by disabled
people.

       Add to third paragraph;

It has drawn on the Equality Framework for Local Government to assess its services.

Definitions

       Add

Disability – in line with the Equality Act 2010, this includes anyone who has, or has had a disability,
as well as anyone who is perceived to have a disability. It also includes anyone who is associated
with someone with a disability, which could result in that individual experiencing discrimination
(e.g. a carer).

Our approach

       Move the section ‘As a landlord…’ in front of the section ‘as an employer’.

       As a landlord – bullet 3

Make available publications concerning health and safety, service changes and other highly
significant topics in alternative languages and formats. Always consider requests for other
publications to be translated into alternative languages and formats.

       As a landlord – bullet 9

Prioritise repairs requests from residents with support needs.

       As a landlord – bullet 10 add

Take action where the cause of dissatisfaction is within our control as landlord.

       As a landlord – bullet 15

Carry out equality impact assessments of the Contact Centre (the hub of customer contact)
annually. Carry out equality impact assessments of other services when policies are reviewed or
changed.

       As an employer – bullet 1: delete

‘set equality targets for recruitment and publish performance’.

       As an employer – bullet 15: add

‘..policies, when introduced or reviewed.’

Monitoring and evaluation

       Replace with:

An evaluation of our performance in this area is published in our annual reports which include
detailed assessment against the TSA’s national standards in the areas of equality and diversity
(this information replaces our previously published Equalities Scheme):

Adactus Housing Associaton Ltd
http://aha.adactushousing.co.uk/Annual-Report

Beech Housing Association Ltd
http://beech.adactushousing.co.uk/annual-report

Chorley Community Housing Ltd
http://www.chorleych.co.uk/annualreport


Getting in touch
Replace contact details with new Connect numbers and CCH number.
        Report of                    Meeting                     Date                     Item No.
       Brian Moran
Group Director of Corporate     Adactus Housing           15 November 2010
         Services               Association Board
                                                                                            6.2
RESIDENT INVOLVEMENT FRAMEWORK
PURPOSE OF REPORT

1        To present proposals for a new framework for resident involvement following the recent value for
         money review of the service.

BACKGROUND

2        At the previous meeting the board received the results of a review of the resident involvement
         service. This paper presents a proposal for a new framework for resident involvement to address
         the findings of the review. It also includes a discussion about the issue of tenant scrutiny
         following the board's decision at the last meeting that Group Focus should not undertake a
         scrutiny role.

         Drivers for change

3        'Co-regulation' is the defining concept at the heart of the Tenant Services Authority's regulatory
         framework which seems set to have a lifespan beyond that of the TSA itself. The TSA
         characterise co-regulation as “robust self-regulation by the boards and councilors who govern the
         delivery of housing services, incorporating effective tenant involvement subject to a
         ‘backbone’ of regulation from the TSA” (emphasis added). Early in 2010, members expressed
         concerns about whether the existing resident involvement service was delivering the ‘effective’
         involvement required to support the new co-regulatory approach.

4        The matter was discussed at July's board awayday and concerns about the existing service
         centred on a perception that a relatively large amount of resources had become focused on
         involving a relatively small number of tenants in resident involvement activities. Members were
         of the view that this had led to a situation where the service was generating poor business
         intelligence.

5        Board members requested that the matter be consulted on widely and, in August, a telephone
         survey of 440 residents from across the Adactus Housing Group was therefore conducted. This
         work showed that residents shared the same concerns as board members with an overwhelming
         proportion (in excess of 90%) stating that both more residents should be regularly involved and
         that these residents should be diverse enough to achieve a fair cross-section of all customers.

6        The results indicate that an apparent over-reliance on meetings is a barrier to wider involvement
         with 84% of residents stating that they had never come to a local meeting (let alone a centrally
         held one) and 76% stating that they would be no more likely to attend a meeting if they were paid
         to do so. Transcripts of some of the statements made by tenants on this issue are provided
         below:
         “Don’t feel that tenant meetings are very productive”
         “Would like to attend meetings but due to work etc unable to attend”
         “Cannot attend due to not being able to go out without a partner”
         “Can’t read or write so better to contact by telephone”
         “Not good with post, over the phone is better”

7        To summarise: The priorities of both board members and tenants point to a need to increase the
         numbers of tenants regularly involved with the service and to make attempts to improve their
         representation of the views of the wider tenant population. It seems likely that new methods of
         involvement that are less reliant on meetings will need to be introduced to achieve these aims.

         Methods for involvement

8        Other results from the same survey provide an indication of the proportions of tenants that could
         potentially be involved through different methods of communication:

Diagram 1: Potential coverage of involvement methods




9        Clearly, these methods of communication differ in their usefulness: for example, a text
         messaging service will not provide comparable qualitative information to that gained from a
         successful meeting, (although it may well achieve a quantitative response from someone who
         would never consider coming to a meeting). The existing service has undertaken some postal
         questionnaire work and produces well-regarded newsletters, it does however seem likely that it
         has overly-focused its resources on the administration of meetings, at the expense of these other
         methods, inevitably targeting relatively small numbers of tenants (less than 1% are regularly
         involved in activities).

10       That 43% of tenants were found to use social networking was a genuine surprise and is worthy of
         further comment. The finding is corroborated by national data on the rapid, recent rise in the use
         of Twitter and Facebook in particular. Given that mobile phones now offer social networking
         capabilities at very affordable costs, and the wide demographic appeal of Facebook and Twitter,
         the growth in the use of such services amongst residents is likely to continue and will be a
         significant factor moving forward.
11       The use of telephone calls to undertake surveys or detailed interviews has perhaps been the
         most overlooked method of communication given that it offers access to the greatest numbers of
         customers. The administration of telephone surveys undoubtedly fits well with the resources
         offered by the recent introduction of a call centre. Board members have previously expressed a
         view that 'cold calling' should be avoided. We have already however had notable success in
         administering very short surveys at the end of an incoming call. It may also be possible to
         develop an 'opt-in' approach, to explore feedback in detail from residents who have recently
         received a service for example.

         Proposals: new resident involvement framework

12       Diagram 2 provides an overview of the new proposals for the resident involvement framework:

Diagram 2: new resident involvement framework




13       General customer research
         The Association's efforts to undertake general customer research to support the development of
         services will continue. Recent experience has shown the value of using both SMS and short
         telephone surveys administered by the contact centre to rapidly gain useful quantitative data.
         These techniques will supplement the existing approaches of using postal surveys and point-of-
         service questionnaires.

14       Area panels
         It is proposed to broadly continue with the existing arrangements for local area panels but to also
         expand on their role as a result of the lessons learned from Adactus Housing Association’s Local
         Offer pilot in Manchester which revealed a keen interest in residents monitoring the Association’s
         performance. Whilst the panels will continue to control the neighbourhood funds it is also
         envisaged that they will also have the ability to scrutinise performance information and
         management decisions should they wish to do so. Given the government’s localism agenda it
         also seems likely that these panels could be the most appropriate vehicle to become involved in
         future complaints cases although an alternative is for this to sit with members of the Adactus500
         (see paragraph 21 below).
15   Adactus500
     It is through this vehicle that the Group will seek to gain representative feedback on its services
     and plans. It is proposed that each year 500 people will be invited to join the Adactus500, with
     the aim of achieving a representative cross-section of involved tenants. Members of the
     Adactus500 will be given the opportunity to choose from a wide menu of involvement
     opportunities (across the entire range of possibilities summarised in Diagram 1) and will be
     rewarded for their involvement. Social networking will be one of the methods used to advertise
     new assignments to the Adactus500 (in-effect offering a reward for following the Association's
     Facebook or Twitter stream), and members will be encouraged to use a website to register for
     assignments and submit feedback to reduce administration requirements. In future years it is
     proposed that it will be the members of the Adactus500 that formally agree the Association's co-
     regulatory approach through discussion at the annual resident conference.

16   Webconnect
     At the last board meeting, the board took the decision to publish future board papers online.
     Webconnect develops this idea to allow for a two-way public dialogue between the Association
     and its customers. Non-confidential board papers will be published on a company blog and
     anyone will be able to comment on the blog. Again, social networking will be used to advertise
     the availability of new agendas and refer users to the blog where questions and comments may
     be posted. Moderation of posts will be an issue and this will require some administration initially
     at least by staff. Feedback received will be reported to the board. In addition to this,
     Webconnect will host a suggestion scheme and online question and answer sessions with senior
     staff.

     The issue of tenant scrutiny

17   The TSA’s current regulatory framework does not define what tenant scrutiny is nor place any
     specific requirements for scrutiny on housing associations other than that the arrangements put
     in place should be publicised to tenants. This has led to a range of approaches being adopted
     by housing associations.

18   On 18 October however the government published a ‘Review of social housing regulation’ which
     is more specific about the future expectations placed on housing associations in this regard. It is
     notable that the Review limits its discussion of tenant scrutiny to the availability of timely
     performance information (particularly with regard to performance against Local Offers) and to a
     role for tenant panels to become involved in the complaints process. It does not mention scrutiny
     of board decisions or board papers.

19   The Review recommends that the regulator be directed to ‘make clear an expectation that
     landlords should welcome scrutiny via a tenant panel (or equivalent body) as well as encourage
     their role in handling complaints.’ In the framework presented in this report, the equivalent body
     is envisaged to be the Local Area Panels and/or a subset of the Adactus500 potentially for
     involvement in the complaints process. A Communities and Local Government press release of
     18 October explains that the Government now plans to discuss with the four National Tenant
     Organisations ideas for developing a framework to set out what an effective tenant panel should
     look like.

20   This issue will therefore develop over the coming months and may need to return to board at a
     future date. It is clear however that the resident involvement framework presented in this report
     is at least compatible with the thrust of the Review’s recommendations and seems to go beyond
     them in that scrutiny of board decisions and papers is included and because several mechanisms
     for scrutiny are proposed: scrutiny of local management decisions and performance at the Local
     Area Panels, scrutiny of service delivery primarily through the Adactus 500, and scrutiny of board
     decisions and organizational performance through Webconnect.
21     The rationale for this wider approach is that it is a response to the strong priority of the board and
       residents to open-up opportunities for involvement to as many people as possible. The approach
       taken is in accordance with a statement by the TSA in a recently published document about
       'Tenant Insight', which highlights the importance of using market research techniques to “provide
       robust evidence to inform performance assessment and scrutiny approaches”. The implication
       being that approaches to providing scrutiny should respond to the demands from residents.

RISK ISSUES

22     The issue raised and recommendations made in this report involve risk considerations in the
       following categories

       Financial impact                                   Business interruption
       Health & Safety                                    Reputation and image
       Asset loss                                         Corporate objectives/performance

23     It is important to ensure that the proposals meet the TSA's regulatory expectations. The
       opportunity was therefore taken to discuss these proposals with the TSA as part of a planned
       regulatory meeting on 29 September. The TSA raised no in-principle objection to the proposals
       either at the meeting or within their post-meeting letter confirming the issues discussed.

24     As expected, whilst some members of Group Focus have expressed their support for the
       proposals, some (around six people) have reacted negatively. An attempt has been made to
       draw out the issues of substance (correspondence with the Chair of Group Focus is presented at
       Appendix 1) and these are highlighted in the section below for the board to consider. There is
       however a risk that the Association will be drawn into a public argument with this vocal minority of
       tenants. The Chair of Group Focus has sought external advice from TAROE and a meeting
       between Michael Gelling of TAROE and the group chief executive and company secretary has
       been arranged for 9 November - the outcome of this discussion will be verbally reported to the
       board.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

25     The proposals improve value for money by more closely aligning resources to the priorities of
       both the board and residents.

26     The proposals are cost neutral in the current financial year. No redundancies are proposed,
       although one part-time member of the existing resident involvement team will be asked to switch
       their duties from the administration of meetings etc. to the management of the Adactus500 and
       moderation of Webconnect. Cover will be provided by the Marketing & PR team. The online
       functionality of both Webconnect and the Adactus500 can be developed within existing budgets
       for web enhancement work in the current financial year. There will be a budget implication for
       involvement rewards for the Adactus500 across the Group for 2011/12 which will worked-up as
       part of the budgeting process later this year (anticipated to be in the region of £10,000 across the
       Group).

27     In accordance with the Group's VFM Strategy, the VFM methodology has been applied and the
       following VFM measures are proposed to monitor the performance of the new framework:
       • Increase the number of regularly involved tenants to 220 by 30 December 2011.
       • Increase % tenants satisfied that views are taken into account to 70% by 31 March 2012.
       • Achieve baseline representative data for all customer facing services on resident satisfaction
         and priorities by 30 December 2011
28       Residents have been consulted via 440 telephone surveys during August; a meeting with 10
         members of Group Focus in September; and the highlighting of this issue at the 2010 Resident
         Conference where a draft version of this report was given to 150 attendees for consideration and
         comment.

29       Two members of Group Focus have contacted the group chief executive and director of
         operations to express their support of the proposals with a further three members indicating their
         support at the Resident Conference. At the Resident Conference immediate feedback was
         sought from tenants during the lunchtime exhibition with the result that 29 tenants said they were
         in support of the proposals and only one tenant was found to be in opposition. No further
         comments on the draft report were received from tenants.

30       The following substantive issues have been raised by residents in opposition to, or to modify the
         proposals:

         • With regard to their role as tenant inspectors, members of Group Focus raised concerns that
           there had been significant investment in their training in recent years and the new proposals
           would in effect ‘throw this away’. It seems fair to say that this is the main point of contention
           from most members of Group Focus who oppose the new proposals.
         • The Chair of Group Focus appears to disagree that scrutiny is accounted for in the new
           proposals. He seems to believes that there should be one scrutiny panel scrutinizing the
           Group’s activities. This position would seem to be at odds with both the Government’s
           Localism agenda and the statements about scrutiny made in the ‘Review of social housing
           regulation’.
         • He has also requested that resident Neighbourhood Champions be appointed at Cat 1
           sheltered schemes and be provided with Laptops. The cost of providing IT equipment to
           Neighbourhood Champions at Cat 1 schemes would be approximately £500 per scheme per
           annum. The additional demand placed on the Group’s IT support team from up to 45 schemes
           across the Group would be a more significant issue. The provision of IT equipment to a non-
           employee raises a number of risks relating to the potential misuse of such equipment and the
           value of providing such equipment is not clear.

31       An equality impact assessment has been undertaken using the Joseph Rowntree Foundation
         online tool. The assessment is positive with the main driver for this being the promotion of digital
         inclusion.

RECOMMENDATION(S)

32       It is recommended that the board approve the new resident involvement framework.

         Reason for recommendation: to improve business intelligence gained through the service and to
         better meet tenant priorities to increase the numbers and improve the range of residents who are
         regularly involved with the service.

BRIAN MORAN
GROUP DIRECTOR OF CORPORATE SERVICES /
GROUP COMPANY SECRETARY


Background papers

The Regulatory Framework:

Review of social housing regulation:
http://www.communities.gov.uk/publications/housing/socialhousingregulation

CLG Press release:
http://www.communities.gov.uk/news/housing/1743507


            Report Author                Tel                     Date              Doc ID
         Brian Moran            01942 608715              3 November 2010    AGA report Nov 2010
Appendix 1: Correspondence with Chair of Group Focus

From: Brian Moran
Sent: 24 September 2010 21:41
To: hugh mcgarry
Subject: Re: Gp focus Meeting

Hi Hugh


I suspect that we probably have a different view of what the term 'scrutiny' means. If you would like to get together
to hammer this out, give me a shout (my mobile number is below).

Either way, it would be helpful for you to provide me with any further comments on this issue before November. I
will then be able to feed-in your views to the boards for consideration along with any final proposals we make
during November's board cycle.

Have a great weekend.


Brian


On 22 Sep 2010, at 16:20, "hugh mcgarry" <hugar@talktalk.net> wrote:

hi Brian
          I have studied and studied your responses and I still cant see where scrutiny comes in,so I am taking
advice from outside of the Organisation. Thank you very much indeed for your courtesy HughMac


----- Original Message -----
From: Brian Moran
To: hugh mcgarry
Cc: Paul Lees ; Richard Houghton
Sent: Wednesday, September 08, 2010 1:46 PM
Subject: RE: Gp focus Meeting


Hi Hugh

As I promised you on Friday, I will make sure that the boards see the questions/points you have raised when they
consider this whole issue in November. However, I feel it is courteous for me to respond to your points/queries
myself. Please note though that the responses below are based on my own personal views and may differ from the
position taken by the boards in November:

1 The Scrutiny Panel was set up to monitor and assess the Organisations behaviour and performance. and to hold
it to account for poor performance and poor services.I cannot see the ability to do that on your diagram,so who now
is going to do that. / Also could you please give me the reason Why the Board decided Scrutiny should not be
undertaken by Gp Focus.Who do they suggest does do it ?

1. The terms of reference for the scrutiny role proposed for Group Focus were unanimously rejected by the Group’s
boards, I therefore think it is more accurate to speak of the idea of a ‘Scrutiny Panel’ being explored, rather than
having been ‘set up’.

That point aside, the ability to allow for proper scrutiny is foremost in our minds in making the proposals you were
presented with on Friday. The slides on pages 17 – 19 of the pdf of the presentation I sent to you on Friday explain
where we propose scrutiny will sit. In general terms we are moving to a situation of transparent governance: board
papers, agendas and minutes will be published on the web (provisionally branded as Webconnect) alongside
explanations (likely to include video) of the reasoning process followed in reaching particular decisions. Anyone will
be able to view all this and anyone will be able to challenge decisions made by the board via online discussion.
This, of course, includes the current members of Group Focus. We will add a standing board paper to our future
board agendas to provide upward feedback on the scrutiny comments received.

In addition to this there will need to be scrutiny of some local decisions taken by managers and staff from time-to-
time and as highlighted in the slide on page 17 of the pdf, we propose that the proper place to do this would be the
Local Area Panels. We expect that the list of these issues will be produced from our consultation on our Local
Offers.

The reasons why the boards feel that Group Focus should not undertake the scrutiny role were stated in the
presentation. They have started from a position of challenging whether our current approach to tenant involvement
is effective (see slides on page 2). The initial discussion of the service by board members is summarised on the
slides shown on pages 4 – 6, and many of the points recorded here apply to Group Focus – with the main issues
arising from the judgement of staff and board members that too few people are involved with Group Focus. Given,
the results of the telephone survey we subsequently conducted (see slides on pages 9 – 14), the board are of the
view that we must respond to this feedback from tenants and put in place mechanisms for scrutiny and involvement
that are not reliant on physical meetings.

2 Sheltered Housing should have a Neighbourhood Champion with a Lap Top to use

2. I think this is an interesting idea and will take it to the boards as a costed proposal. I would raise a note of
caution at this stage as I: a) imagine potential difficulties around providing technical support for the Laptops and; b)
wonder whether there would need to have some sort of formalised (contractual?) relationship between landlord and
Neighbourhood Champion. These issues may not be deal breakers however and I would welcome your further
thoughts on this.

3 We dont think that Tenant Inspectors Scrutiny should be put on the Website because you cannot inspect on a
website

3. I think there is a mis-understanding here with regard to the proposed role of inspectors. The proposed role of
inspectors and mystery shoppers will continue to be that of hands-on testing of our products and services. Whilst
we envisage that members of the Adactus 500 will choose from a menu of options the products/services they wish
to inspect/mystery shop, this does not mean that the inspection will be done via the web.

4 Can we have a breakdown of the customer involvement expenditure that was sent to the board.

4. Attached as requested. Please note that the board requested a more complete analysis of costs to be
conducted and the figures quoted in the presentation are based on these. Principally what has differed is we
improved the estimate of staff time used and added in the costs of the neighbourhood fund and group tenant
newsletters.

Kind Regards

Brian




From: hugh mcgarry [mailto:hugar@talktalk.net]
Sent: 06 September 2010 12:45
To: Brian Moran
Subject: Re: Gp focus Meeting
thanks Brian

----- Original Message -----

From: Brian Moran

To: hugh mcgarry

Sent: Monday, September 06, 2010 11:48 AM

Subject: Re: Gp focus Meeting

Clarification on CAT 1 noted Hugh.

I'll roll your other question into the others for later discussion/response.

Kind Regard




Brian


Sent from my iPad


On 6 Sep 2010, at 11:22, "hugh mcgarry" <hugar@talktalk.net> wrote:

sorry to bother you again Brian but that Sheltered question was about CAT 1 Tenants

Also could you please give me the reason Why the Board decided Scrutiny should not be undertaken by Gp
Focus.Who do they suggest does do it ? HughMac

----- Original Message -----

From: Brian Moran

To: hugh mcgarry

Sent: Saturday, September 04, 2010 5:03 PM

Subject: Re: Gp focus Meeting

Thanks for these Hugh

I will discuss your questions/points with others and be in touch.




Kind Regards
Brian

Sent from my iPad


On 4 Sep 2010, at 15:41, "hugh mcgarry" <hugar@talktalk.net> wrote:

Hi again Brian,

               Here are the Questions from the Group

1 The Scrutiny Panel was set up to monitor and assess the Organisations behaviour and performance. and to hold
it to account for poor performance and poor services.I cannot see the ability to do that on your diagram,so who now
is going to do that.

2 Sheltered Housing should have a Neighbourhood Champion with a Lap Top to use

3 We dont think that Tenant Inspectors Scrutiny should be put on the Website because you cannot inspect on a
website

4 Can we have a breakdown of the customer involvement expenditure that was sent to the board.




That will do for now Brian HughMac




----- Original Message -----

From: Brian Moran

To: hugh mcgarry

Sent: Friday, September 03, 2010 3:14 PM

Subject: RE: Gp focus Meeting




Hi Hugh

I was pleased to meet you too; sorry again about the lack of biscuits!

As requested, I attach the presentation from this morning as a pdf file. Slide 3 looks slightly strange as there was
animation on it, if you have any problems reading it let me know.

I look forward to hearing your feedback and have a great weekend.

Kind Regards

Brian

PS If you ever want to talk to me, my mobile number is 07793 186781.
From: hugh mcgarry [mailto:hugar@talktalk.net]
Sent: 03 September 2010 14:26
To: Brian Moran
Subject: Gp focus Meeting

hi Brian

         I was very glad to meet you today,Now I know who youn are.Can you please let me have the Material that
went with the Diagram you gave me,before I put the Questions from the Post Meeting to you thanks Hugh Mc
Garry 0151 924 3149. hugar@talktalk.net
Beech Housing Association Ltd.


 Board papers for agenda items 7.1 to 7.3:




   One-off decisions

   7.1   Swallow Cottage, Greenbank Cottage,   H. Roberts    (confidential)
         Sabden

   7.2   Authorised Loan Signatories           P. Chisnell   (confidential)

   7.3   Rent Increase 2011-12                 P. Chisnell   (enclosed)
         Report of                   Meeting                      Date                     Item No.

      Paul Chisnell              Beech Housing            15 November 2010
 Group Director of Finance      Association Board
                                                                                             7.3

ANNUAL REVIEW OF RENT PLAN AND RENT INCREASE
PURPOSE OF REPORT

1        To approve the Association’s rent increases for the forthcoming financial year.

BACKGROUND

2        When setting its rents the Association must comply with the Tenant Services Authority (TSA)
         rules on rent restructuring which have been in place since 2002. The rent restructuring guidance
         aims to ensure all properties within the same areas, being of equal size (no of bedrooms) and
         having similar services will all pay an equal rent.

3        The new rent based on the agreed formula as outlined by the TSA, called a “Target Rent” should
         be in place by 2012 and Associations are monitored as to how they reach target rent from the
         current base rent.

Rent Increase

4        The government formula is RPI (at September 2010) + 0.5% +/-£2 (which is the rent restructuring
         allowance). For the setting of 2011/12 rents, the RPI at September 2010 must be used which
         was 4.6%, so the increase to be applied before any rent restructuring adjustment is 5.1%.

5        By applying the government’s formula, the % of tenants which will be at or above target rent by
         March 2012 will be 82% (where a target rent has been set) and 95% within 5 years. The TSA
         are kept informed of the Association’s progress and ability to meet target rents by 2012.

6        By applying the government’s formula the average rent increase applied to the Associations
         tenants (88% of cases) will be between 5%-6%, equating to an approximate increase per week of
         £4. this brings the associations average weekly rent to £68.29.

7        The above statistics do not take into account the fact natural turnover of tenancies will improve
         the % of tenancies at target rent as all new tenants go straight to target rent.

RISK ISSUES

8        The issue raised and recommendations made in this report involve risk considerations in the
         following categories

         Financial impact                                 Business interruption
         Health & Safety                                  Reputation and image
         Asset loss                                       Corporate objectives/performance

9        The process of setting rents is managed by the Group Director of Finance and there are multiple
         checks in place to ensure rents area accurate and applied consistently.
10     The application of the government’s rent formula is a regulatory requirement. The formula has
       been applied correctly and the TSA have been kept informed of the Association’s progress in
       achieving target rents via the Annual Viability Review.


VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

11     The aims of the rent Policy are to set charges in a fair and consistent approach. This ensures the
       future viability of the Association whilst complying with TSA requirements. It also ensures
       charges are affordable to Tenants and Leaseholders who are in low paid employment

RECOMMENDATION(S)

12     The Board is asked to approve the increases outlined within the main body of the report.

       Reason for recommendation: To comply with regulatory requirements.

PAUL CHISNELL
GROUP DIRECTOR OF FINANCE



          Report Author                 Tel                     Date                    Doc ID
       Kimberley Clarke        01942 267775              2 November 2010          BHA report Nov 2010
Beech Housing Association Ltd.


 Board papers for agenda items 8.1 to 8.7:



   Performance monitoring

   8.1   Performance Scorecard Quarter 2            B. Moran      (enclosed)
         2011/10

   8.2   Development report                         H. Roberts    (confidential)

   8.3   Management Accounts April to               P. Chisnell   (confidential)
         September 2010

   8.4   New Sales report                           H. Roberts    (enclosed)

   8.5   Priority Business plan projects progress   B. Moran      (enclosed)
         report

   8.6   Staircasing and Resales                    P. Chisnell   (confidential)

   8.7   Leaseholder/Trust Fund as at September     P. Chisnell   (confidential)
         2010
        Report of                    Meeting                       Date                     Item No.

Richard Houghton, Director       Beech Housing            15th November 2010
      of Operations             Association Board
                                                                                              8.1
PERFORMANCE SCORECARD – QUARTER 2 2010/11
PURPOSE OF REPORT

1       To report to the Board of Management performance in the first two quarters of 2010/11.

BACKGROUND

Balanced Scorecard

2       For 2010/11, the scorecard presents data for the condensed set of Key Performance Indicators
        agreed in the Business Plan in order to provide a more focused picture of overall performance.
        Performance is based on the stock owned by the Association. Appendix 1 presents this data for
        Quarter 2 and year to date. Commentary/explanatory notes are provided for any KPIs that are
        out of target.

3       The Scorecard shows strong or improving performance in the following key areas:
           • Rent collection has exceeded target during Quarter 2 and is above the Housemark
              Benchmark. Void loss is also well within target and performance exceeds the national
              benchmark.
           • Average number of jobs completed by DLO staff is improving month on month,
              consistently exceeding the target of 5 jobs per day per member of staff.
           • Performance for calls answered within the target time of 15 seconds has again shown an
              increase and is within target. This is coupled with a higher proportion of calls being
              resolved at first point of contact, a result of the increased experience of staff in the contact
              centre and presence of a duty neighbourhood officer to assist with queries on the spot.
           • Average time taken to relet vacant rental property: this has improved since the start of the
              financial year assisted by having the whole relet and void process under the control of a
              single team.

4       Areas where performance improvement will focus include:
           • Management of ASB cases in agreed timescales: a small number of ASB cases fell out of
               target shortly after the restructure at the Breathe office as initially some staff were not
               aware of how to update the ASB database. Performance should improve in quarters 3
               and 4 now that staff are fully trained and the team are firmly established.

RISK ISSUES

5       The issue raised and recommendations made in this report involve risk considerations in the
        following categories

        Financial impact                                  Business interruption
        Health & Safety                                   Reputation and image
        Asset loss                                        Corporate objectives/performance
6      The Performance Scorecard is one of a number of performance management tools in place
       which help the organisation identify promptly and devise plans to address areas of under-
       performance.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

7      None.

RECOMMENDATION(S)

8      The board is recommended to resolve to note the performance report.


          Report Author                Tel                     Date                   Doc ID
       Chris Smith            01942 608715              3 November 2010         BHA report Nov 2010
Appendix 1

                                      Beech Housing Association
                                Performance Scorecard – November 2010

Key:

F = Frequency of reporting (q = quarterly; a = annual)

YTD = year to date performance

Benchmark = upper quartile performance for north-west based HAs (based on Housemark’s year end
data)

Trend:       = improved performance (compared with previous quarter/year end data)
             = declining performance (compared with previous quarter/year end data)
         =   = performance at same level as previous quarter/year end data
Beech Housing Association-Quarter 2 performance (July-September)
                                                           Scorecard Performance - Key Indicators

                                                                 F      YR END 0910 (where            QTR 1          QTR 2           YTD           Benchmark **                Target               Status    Trend
                                                                            available)



Make the most of being part of a group
% of business plan projects completed on time                   Q               0.00%              No projects    No projects    No projects                                    >75%
                                                                                                      due            due            due
Make the most of what we have to achieve
% of fixed rate debt                                            Q               94.83%               90.56%         90.56%         90.56%                                       >90%                            =
Average annual operating cost per unit owned                    Q                                    £138.37        £122.11        £260.48                                   <£410.00
% of rent lost through vacant property                          Q               1.00%                 0.85%          0.20%          0.36%              1.61%                    <2%
                                                                                                                                                     (RSR 2010)
% of rent collected                                             Q              101.78%              103.46%         99.47%         101.49%            100.45%                   >99%                            =
Average DLO productivity                                        Q                                   5.54 jobs      5.83 jobs       5.69 jobs                                   > 5 jobs
Do our bit for the environment
CO2 emissions                                                    A                                                                                                         <630 tonnes

                                                                                  76                    77             77             77                  72                     >75                            =
Average SAP rating from homes                                    A
Increase resident satisfaction
% of repairs completed at first visit                           Q                                    88.80%         86.71%          86.73%                                      >85%                            =
% satisfied with completed repair                               Q              100.00%              100.00%         98.90%          99.39%                                      >90%                            =
% satisfied with planned maintenance works                      Q                                  No planned     No planned                                                    >90%
                                                                                                     works          works
                                                                                                   carried out    carried out
% of calls answered within 15 seconds                           Q               79.04%               85.46%         88.71%          87.46%       80% in 20 seconds              >75%
                                                                                                                                                  (MPATHY report
                                                                                                                                                       2010)
% calls resolved at first point of contact                      Q               72.10%               68.60%         79.52%          74.14%         78% (MPATHY                  >70%
                                                                                                                                                    report 2010)

% callbacks within target time                                  Q                                      Supporting data not available #                                          >70%

% ASB cases managed in target timescales                        Q               43.75%               100% (1        60.00%           67%                                        >75%
                                                                                                      case)
% Overall tenant satisfaction                                   A               83.40%                                                                81.8% (#)                 >82%
Ensure the groups boards are appropriately skilled
% board attendance                                              Q               80.00%               71.43%         85.71%          78.94%                                      >75%

Key skill areas without board members expertise                 Q                                       0               0              0                                         <1
                                                                                                                                                                                                                =
Help improve neighbourhoods
% neighbourhood investment delivered to timetable                A                                No tasks due No tasks due                                                     >90%


Average relet times                                             Q                28.84             32.86 days     25.37 days      30.60 days          23.9 days              <28 days
                                                                                                       ($)            ($)             ($)
Achieve growth
% practical completions against target                          Q              100.00%               No          No          No                                                >=100%
                                                                                                  completions completions completions
                                                                                                     due         due         due
Units managed by the Group (target group wide)                  Q               12759               12739       12712       12712                                              >15,000

Raise standards in supported housing
Services assessed to Level B of QAF                             Q                100%               No Beech       No Beech                                                    100.00%
                                                                                                    schemes        schemes
                                                                                                    assessed       assessed
Help tenants with the cost of living
Number of tenants who have been assisted with the                A    4260 tenants    (energy 990 YTD [431 received financial inclusion                                >3740              (2008 -             target
cost of living $$                                                      advice /improvements advice (339 AHA, 15 BHA, 77 CCH), boiler                                            2010)                        achieved
                                                                                only)            replacements (298 AHA, 6 BHA, 225
                                                                                                 CCH) no cavity insulations to date ]
Ensure diversity in service delivery
% of areas assessed to level 2 of the framework                  A                                                                                                             100.00%




KEY

** :Benchmark data: Housemark year end report 2010 Quarter 2 (upper quartile) unless indicated otherwise
$$ This KPI has now been redefined to include tenants who have accessed the financial inclusion service and the number who have had cavity insulation/new boilers and other asset management measures to
increase the energy efficiency of heir homes.

# : Internal monitoring of callback performance showed high levels of timely call backs. This was not supported by a text survey of a sample of callers. Subsequently, we have reduced significantly the number of
callbacks organised by siting a duty neighbourhood officer in the Contact Centre, who is able to deal with these queries on the spot. An income officer, as part of the Manchester arrears pilot, is also now based
in the Contact Centre, performing a similar role.




          y
ASB cases managed within target timescales                   Due to a recent restructure and changes to staff at the Breathe office, a small number of ASB cases were not progressed promptly,
Units managed by the Group                                   As agreed in December 2009, the target for 'units managed by the Group' will only be met through merger or the addition of new group
                                                             members to AHG. As members were advised at the July board away day, discussion with Harvest Housing Group have ended due to
                                                             irreconcilable differences. The Group chief executive is continuing to contact alternative candidates.
                          Beech Housing Association-Definitions of KPI's
                             Scorecard Performance - Key Indicators

                                                                                         Definition

Make the most of being part of a group
% of business plan projects completed on time         The number of business plan projects completed on time as a proportion of
                                                      the business plan projects due for completion
Make the most of what we have to achieve efficiency
% of fixed rate debt                                  The amount of monies borrowed on fixed interest rates (as a proportion of
                                                      the total loan portfolio)
Average annual operating cost per unit                The average operating costs (including those for maintenance, both
                                                      planned and responsive, and housing management) per unit of property
                                                      owned.
% of rent lost through vacant property                Total void loss in the year so far (rent lost from vacant properties) divided
                                                      by the rent debited year to date.
% of rent collected                                   Payments received divided by total occupied rent (rent debit excluding void
                                                      loss). The figures for Quarter 1 and 2 are based on performance for the
                                                      whole quarter whereas the YTD figure is based on the highest figure from
                                                      the last four weeks in order to minimise the value of housing benefit
                                                      'technical arrears'.
Average DLO productivity                              The total number of jobs (including void work) completed by DLO staff
                                                      divided by the total number of operatives available for work during the
                                                      period (allowing for long-term sick/bank holidays etc) divided by the total
                                                      number of working days in the period (in order to obtain average jobs per
                                                      operative per day).
Do our bit for the environment
CO2 emmissions                                        The amount of CO2 emissions from offices and business mileage
                                                      A measure of a homes energy efficiency (expressed on a scale of 1 to 100).
                                                      The higher the number the better the rating influenced by insulation,
                                                      heating efficiency etc.
Average SAP rating from homes
Increase resident satisfaction
% of repairs completed at first visit                 The proportion of tenants who had a completed repair and indicated the job
                                                      was completed at first visit divided by the total number of tenants with a
                                                      repair who agreed to complete the survey on the operatives PDA's.


% satisfied with completed repair                     The proportion of tenants who have had a completed repair and indicated
                                                      they were satisfied with the work (as a proportion of the total number of
                                                      tenants who completed the survey on the operatives PDA).
% satisfied with planned maintenance works            The proportion of tenants who have undergone planned maintenance work
                                                      in their home and have indicated they were satisfied with the work (as a
                                                      proportion of the total number of tenants who completed the survey).


% of calls answered within 15 seconds                 The proportion of calls answered in the contact centre in less than 15
                                                      seconds.
% calls resolved at first point of contact            The proportion of tenants who called the contact centre in the period and
                                                      responded to an automated text message to indicate that their call was
                                                      resolved at the first point of contact (as a proportion of the total number of
                                                      text responses received).

% callbacks within target time                        Accurate data (and an accurate method of measurement) for 'callbacks
                                                      within target time' is not currently available but will be supplied year to date
                                                      for next Board meeting along with a precise definition of calculation
                                                      method.
% ASB cases managed in target timescales              The proportion of ASB cases dealt with 'in target' (at both the contact
                                                      complainant and action planning stage) as a proportion of the total number
                                                      of ASB cases opened in the period.
% Overall tenant satisfaction                         The proportion of tenants in the Annual Tenant Satisfaction Survey who
                                                      indicate that they are very or fairly satisfied with the overall service
                                                      provided by their landlord.
Ensure the groups boards are appropriately skilled
% board attendance                                    The number of total board attendances made by board members as a
                                                      proportion of the board attendances due
Key skill areas without board members expertise       The number of key skill areas where no existing board member has a
                                                      particularly expertise
Help improve neighbourhoods
           Report of                   Meeting                   Date                     Item No.

         Hilary Roberts             Beech Housing          15 November 2010                8.4
    Deputy Group CE/Group          Association Board
    Director of Development

NEW SALES REPORT
PURPOSE OF REPORT

1          To advise the Board on progress of new sales.

BACKGROUND

2          4 Properties at Waggon & Horses Development, Chorley – 3 signed up on rent to homebuy
           scheme and tenant signing for last remaining property Wednesday 10th November.

           No further Beech properties to report.

RISK ISSUES

3          The report contains no risk issues for consideration by Board members

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

4          Not applicable

RECOMMENDATION(S)

5          The board is recommended to note the content of the report.


HILARY ROBERTS
DEPUTY GROUP CE/GROUP DIRECTOR OF DEVELOPMENT


     Report Author                      Tel                    Date                       Doc ID
Hilary Roberts                01942 608 715            3 November 2010             BHA report Nov 2010
STATUS REPORT                           09/11/2010

Property                  Association   Location     Status            Comments         Sold Date         % Purchased Value      Works H/O date Need Category      Revised Valuation Original Valuation
78 Kenwood Road           Beech         Stretford    Sold                                      04/12/2009         75% £123,750        20/05/2009                                                 £160,000
80 Kenwood Road           Beech         Stretford    Sold                                      21/08/2009         50%    £82,500      20/05/2009                                                 £160,000
82 Kenwood Road           Beech         Stretford    Sold                                      21/08/2009         50%    £85,000      20/05/2009                                                 £165,000
32 Kenwood (The Lodge)    Beech         Stretford    Sold                                      19/08/2009         50% £110,000        30/06/2009                                                 £215,000

Plot 20 Waggon & Horses   Beech         Coppull      Rent to Homebuy                                             25%    £33,750      05/08/2010                                                 £128,500
Plot 21 Waggon & Horses   Beech         Coppull      Rent to Homebuy   Mr & Mrs Livingsto TCD 04/10/2010         25%    £33,750      05/08/2010 Unable to afford otherwise                      £128,500
Plot 22 Waggon & Horses   Beech         Coppull      Rent to Homebuy   Carl Ainsworth     TCD 04/10/2010         25%    £33,750      05/08/2010 FTB's                                           £128,500
Plot 23 Waggon & Horses   Beech         Coppull      Rent to Homebuy   Mrs Carol Hilton TCD 27/09/2010           25%    £33,750      05/08/2010 FTB / Serparated                                £128,500




                                                                                                                                                                                                            1 of 1
        Report of                    Meeting                      Date                      Item No.
       Brian Moran
Group Director of Corporate      Beech Housing             15 November 2010
   Services / Company           Association Board
                                                                                             8.5
        Secretary

PRIORITY BUSINESS PLAN PROJECTS PROGRESS REPORT
PURPOSE OF REPORT

1        To inform the board of progress made to date in implementing the priority business plan projects
         for 2010/11.

BACKGROUND

2        Section 7.2 of the group business plan highlights the priority business plan projects that board
         members and the executive will focus on delivering during 2010/11. These projects have been
         broken down into tasks and milestones and are now monitored on a monthly basis by a team of
         senior staff.

3        A progress summary is presented at appendix 1. The progress of projects highlighted red (and
         by x’s) are less than 60% on target; projects highlighted amber (and by –‘s) are between 60%
         and 95% on target; projects highlighted green (and by ‘s) are over 95 % on target. Blue
         projects contain milestones only at this stage. In accordance with the group’s principal of
         reporting by exception, commentary is provided below on the two projects categorised red.

4        Action plan for back office savings
         0% complete

         Work has been delayed to better link in with the formulation of the 2011/12 budget. Anticipated
         completion is now December 2010.

5        Review of treasury management services (incorporating Security database)
         33% complete

         The work to update a security database is much larger than initially anticipated. A member of
         staff has been tasked to this work on a full time basis for six months. Anticipated completion is
         now June 2011.

RISK ISSUES

6        The issue raised and recommendations made in this report involve risk considerations in the
         following categories

         Financial impact                                 Business interruption
         Health & Safety                                  Reputation and image
         Asset loss                                       Corporate objectives/performance

7        The group business plan is the vehicle for delivering the Association’s and Group’s corporate
         objectives. The use of the Clearview Business Planning and Project Management system
         ensures that project work is delegated to staff in order to support the delivery of corporate
         objectives and that the progress of projects is monitored by both the board and the executive on
          a regular basis.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

8         None directly.

RECOMMENDATION(S)

9         The board is recommended to note progress to date in delivering priority group business plan
          projects for 2010/2011.

BRIAN MORAN
GROUP DIRECTOR OF CORPORATE SERVICES / COMPANY SECRETARY

Background papers

Group business plan:

Dropbox     Library    Core documents

             Report Author                Tel                      Date                   Doc ID
          Brian Moran            01942 608715              05/11/2010               AHA report Nov 2010
Beech Housing Association Ltd.


    Board papers for agenda items 11.1 to 11.3:



1    Reports for Information

     11.1   Regulatory information                B. Moran     (enclosed)

     11.2   Press coverage                        B. Moran     (enclosed)

     11.3   Chief executive's letters to staff    H. Roberts   (confidential)
        Report of                    Meeting                     Date                    Item No.
       Brian Moran
Group Director of Corporate      Beech Housing           15 November 2010
   Services / Company           Association Board
                                                                                          11.1
        Secretary

REGULATORY INFORMATION
PURPOSE OF REPORT

1        To report to the Board of Management regulatory and other key information from the Tenant
         Services Authority and the Homes and Communities Agency.

BACKGROUND

2        The Tenant Services Authority’s (TSA) new regulatory arrangements came into force at the
         beginning of April 2010. These have replaced the Regulatory Code, Circulars and Good Practice
         Notes. The Coalition Government announced a review into the role and purpose of the TSA on
         24 June 2010. The results were published on 18 October in the ‘Review of social housing
         regulation’. This report looked at the economic and consumer regulatory roles of the TSA and
         recommended that former be picked up by the Homes and Communities Agency, and a reduction
         in the latter.

3        A list of recently published Tenant Services Authority / Homes and Communities Agency
         announcements, as well as other publications about the regulation of social housing is provided
         at Appendix 1.

RISK ISSUES

4        The issue raised and recommendations made in this report involve risk considerations in the
         following categories

         Financial impact                                Business interruption
         Health & Safety                                 Reputation and image
         Asset loss                                      Corporate objectives/performance

5        Associations are expected to meet the requirements that are set out in regulatory guidance.
         Failure to do so has the potential to impact upon future investment and our reputation.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

6        None

RECOMMENDATION(S)

7        The board is recommended to resolve to note the contents of this report.

BRIAN MORAN
GROUP DIRECTOR OF CORPORATE SERVICES / COMPANY SECRETARY


            Report Author                 Tel                     Date                    Doc ID
         Chris Smith             01942 608715              3 November 2010          BHA report Nov 2010
Appendix 1: Other Information and announcements published by or about TSA/HCA: 21 July
2010 – 2 November 2010


HCA Annual Report and Financial Statements published

29 July 2010          HCA

The HCA’s Annual Report and Financial Statements 2009/10, have been published on-line, and show
that the Agency has partially recovered from the market turmoil of the previous year, with its strong
delivery supported by a steadily improving financial position.

The Agency met or exceeded all of its key targets in 2009/10, including an ‘exceptional’ housing
performance, starting or completing over 120,000 new and affordable homes. The total equates to more
than half of all homes under construction during the reporting period.

Net operating expenditure was up by 21% but remained within budget at £5.2bn, a reflection of
increased Programme funding channelled through the HCA by Government. Expenditure increased
across every core Programme with the exception of Housing Market Renewal and the Places of Change
Programme, including an additional £720m on affordable housing through the NAHP and £29m on
regeneration activities.

The value of the HCA’s net assets grew by £214m to £1.16bn, while development assets also saw an
increase in value, of £20m, resulting from a £24m writeback of the impairment charge recorded in the
previous financial year. Available for sale assets grew by 130% to £381m, as a result of greater
investment in low cost home ownership products, helping first time buyers and the house building
industry as well as promising a return to the taxpayer in future years.

Despite a significant increase in activity, reflected in a 42% increase in the value of the Agency’s
Programme relative to the previous year, overall administration costs fell in line with the Agency’s
efficiency target and resulted in a £2m saving.


HCA Announces £19m for north west

9 August 2010         HCA


The Homes and Communities Agency (HCA) has announced a major boost to Local Authorities and the
house building industry with the investment of £19.9m for homes in the North West.

The investment has been made from the HCA’s North West programme, which was made available
following the agency’s securing of £390m in Government funding for the current financial year.

The news means that building work can start on sites which had stalled due to the effects of the
recession and that a new generation of council houses can be built. As well as increasing the supply of
new and affordable housing across the North West, these schemes will secure hundreds of new jobs.

New Homes for East Manchester receive £3.5m funding boost

11 August 2010        HCA

Support from the Homes and Communities Agency (HCA) has unlocked two key developments schemes
in east Manchester, allowing construction to start on new affordable homes for local people.
The Sarah Point scheme in Ancoats, which will be delivered by UK Land and Property, will bring provide
166 new affordable homes of which 126 will be for open market sale and 40 will be for low cost home
ownership. HCA investment of £2.5m means work at the high profile scheme, which had stalled due to
the effects of the recession, can now continue.

The Miles Platting scheme, which will be delivered by housing regeneration specialist Lovell, has also
received £1.03m funding to support the construction of 53 new affordable homes. Of these, 22 will be for
open market sale; the other homes are for Adactus Housing Association - 20 will be for low cost home
ownership and 11 will be for social rent.

Sir Bob Kerslake appointed Permanent Secretary at Communities and Local Government

6 September 2010       HCA

The current chief executive of the HCA will take up his new post on 1 November. The HCA Board has
begun the process for recruiting a new chief executive from its existing group of directors initially, on an
interim basis.

On 5 October Pat Ritchie, HCA Director for the North East, was appointed chief executive.


Peter Marsh standing down as Chief Executive of the TSA

21 October 2010        TSA

Peter March announced he would be standing down “..to allow others to manage the reintegration
process.”



Review of Social Housing Regulation

18 October 2010        Communities and local government

Following a wide-ranging review of social housing regulation, the Housing Minister Grant Shapps
announced the abolition of the Tenant Services Authority (TSA), preserving its economic regulation
functions in a new streamlined Homes and Communities Agency, whilst scrapping tasks considered
unnecessary by Ministers - such as excessive data gathering.

The end of the TSA is part of wider Government reforms of public bodies announced by Minister for the
Cabinet Office, Francis Maude.

Summary of review findings:


   •   The Tenant Services Authority (TSA) should be abolished and its economic regulation and
       backstop consumer regulation functions transferred to the Homes and Communities Agency
       (HCA), generating efficiency savings in back-office functions and exploiting synergies across
       investment and regulation.
   •   In order to ensure the continued independence of regulation, these functions should be vested in
       a statutory committee within the HCA, legally separated from HCA's investment functions and
       with its membership appointed by the Secretary of State.
   •   The role of consumer regulation should be refocused on setting clear service standards for social
       landlords and addressing serious failures against those standards, with a higher legal threshold
       for regulatory intervention.
   •   Greater onus should be placed on local mechanisms to address routine problems and to enable
       tenants to hold their landlord to account and press for better services. There should be a clearer
       role in the complaints process for locally elected representatives and tenant panels in advocating
       for tenants.
   •   In order to maintain lender confidence and protect taxpayers, proactive economic regulation of
       housing associations should continue as now but with more focus on value for money for the
       taxpayer.

Copies of regulatory materials are obtainable from Pauline Gresty Tel: 01942 608715 or email:
pauline.gresty@adactushousing.co.uk

Further information about other items reported above is obtainable from the Tenant Services Authority’s
Website at www.tenantservicesauthority.org and the Homes and Communities Agency’s website at
www.homesandcommunities.co.uk
        Report of                    Meeting                       Date                     Item No.
       Brian Moran                Beech Housing
Group Director of Corporate       Association Ltd       15 November 2010
         Services                     Board
                                                                                             11.2
PRESS COVERAGE
PURPOSE OF REPORT
1        This report provides a summary of all coverage for the Group across all media since the last
         Board Meeting.

2        The Association’s public relations activities are in support of the Group’s business plan objective
         to “Promote the Group’s successes and its ability to deliver”.
BACKGROUND
3        No coverage concerning Beech HA in this period. A summary of the Group’s media coverage
         during this period is attached at Appendix 1.

4        Positive coverage for AHA during this period concentrated on:
            • Bootle               – ASB team and successes
                                   – Neighbourhood fund
            • Chorley              – New developments
            • Wigan & Leigh        – ‘breathe’ regeneration initiative AYUPP
                                   – ‘ASB team

5        Negative coverage for AHA during this period concentrated on:
            • Chorley             – Proposed development.

6        Other coverage for the Group related to CCH:
            • Chorley              – Estate & scheme improvement works, Community hub,
                                   events/fairs and clean up days, Neighbourhood fund, competitions
                                   and awards, New developments and refurbishments, Rent matters
                                   and evictions, Board Members, Tackling ASB.
RISK ISSUES
7        The issues raised and recommendations made in this report involve risk considerations in the
         following categories:

         Financial impact                                  Business interruption
         Health & Safety                                   Reputation and image
         Asset loss                                        Corporate objectives/performance

8        All negative coverage during this period related to AHA and CCH, therefore BHA’s reputation has
         not been adversely affected.

VALUE FOR MONEY/SUSTAINABILITY/EQUALITY/CONSULTATION IMPLICATIONS

9     No PR Value was achieved for BHA during this period.
RECOMMENDATION(S)

10       Members are asked to note coverage generated during the period.
BRIAN MORAN
GROUP DIRECTOR OF CORPORATE SERVICE / GROUP COMPANY SECRETARY

Background papers: Full copies of press articles can be obtained from Pauline Gresty, tel 01942 608715,
email pauline.gresty@adactushousing.co.uk

            Report Author                 Tel                      Date                    Doc ID
         Athanasios              01942 608715              04/11/2010              BHA report Nov 2010
         Protopapas
                                                                                  Appendix 1




                 Beech Housing Association Ltd
                 Press Tracking 04 November 2010




Homemade Scarecrows launched by CCH – 20 October 2010

            Chorley Guardian
            CCH have unveiled a homemade scarecrow made by CCH staff and residents to
            celebrate Charnock Richard’s annual scarecrow festival.



CCH Tennant £4k up – 20 October 2010

            Chorley Guardian
            A CCH tenant is £4k better off thanks to an alert from a member of staff. Christine
            Wigham identified that the tenant was not receiving attendance allowance, which
            she was entitled to.


Unauthorised bonfires to be removed – 20 October 2010

            Chorley Guardian
            UNAUTHORISED bonfires will be removed in the run-up to November 5.CCH and
            Chorley Borough Council are working together to remove unauthorised bonfires
            built on public land and will be holding a skip day so people can get rid of
            unwanted rubbish.


Drug dealer evicted – 20 October 2010

            Chorley Guardian
            A convicted drug dealer has been evicted. Clive Unsworth was ordered by the
            courts to hand over possession of his two bedroom flat in Gordon Street, Chorley.
            Unsworth handed the keys over to Chorley Community Housing without fuss.


Rent dodgers face eviction – 13 October 2010

            Chorley Guardian
            TENANTS in Chorley who don't pay their rents face being evicted. Chorley
            Community Housing served papers of 16 tenants in September and say they’ll be
            stepping up their efforts to recover arrears of £500,000.
Citizens protest against affordable housing – 13 October 2010

            Chorley Guardian
            Approx 600 residents have protested against plans to build 24 affordable homes
            between Chorley and Leyland. AHA and Seddon Homes have submitted an
            application which could see 10 two-bedroom and 14 three-bedroom properties built
            on land in Moor Road, Croston.


Citizens protest against affordable housing – 6 October 2010

            Chorley Citizen
            The circus came to town for children living in Coppull as they learned how to juggle and
            walk on stilts as part of a programme of activities at the Longfield Avenue Community
            Hub. The sessions were organised by CCH ranged from circus skills training through to
            cookery classes.


Improving prospects – 07 October 2010

            Leigh Journal
            AHA has set up a scheme to improve the chance of young people finding work.
            Adactus Young Unemployed Persons Package (AYUPP) has been set up in
            Wigan where the association has local hostels. The project launched in October
            and forms part of AHA’s ‘breathe’ regeneration initiative.


Violent man kicked out of home is legal ‘first’ – 06 October 2010

            Chorley Guardian
            A man who threatened his wife with a knife has been forced out of her home.
            CCH took legal action to temporarily remove the violent partner to protect her, her
            child and the neighbours. The action was taken following numerous complaints
            from neighbours.



Circus comes to town – 06 October 2010

            Chorley Guardian
            The circus has come to town for children living in Longfield Avenue in Coppull.
            CCH has organised the session throughout October to teach children how to
            juggle, walk on stilts and many other tricks.



Eaves Green community activity – 06 October 2010

            Chorley Guardian
            Eaves Green residents’ Association has received a £1,000 award of cash from
            CCH. The funds will be used to organise more outings for older residents and
            activities for young people in the area.
Grot spot’s bright new look – 30 September 2010

            Bootle Times
            A Bootle grot spot has been transformed thanks to an innovative community
            project for local young people.



Boyfriend is banned from family home – 30 September 2010

            Lancashire Evening Post
            CCH has taken legal action to temporarily remove the violent partner of one of its
            tenants. CCH took the decision to protect the tenant following neighbour
            complaints on his behaviour.



Children’s picnic and sports area set to become estate – 29 September 2010

            Lancashire Evening Post
            Residents from Acresfield, Park Road and the surrounding area are campaigning
            against Adactus’s plans to build new homes on a plot of land behind their homes.
            In the space of a week the Breathe+ ‘stay and paint’ project saw more than 70
            young people paint the hoardings that surround a demolition site in Klondyke.



Up for the challenge – 29 September 2010

            Chorley Guardian
            Staff from CCH took part in the Annual Chorley Mayor’s Corporate Challenge on
            Sunday September 19 and romped home with the first prize for the fastest team.



Make your bid – 29 September 2010

            Chorley Guardian
            Tenants of CCH can get their hands on £50,000 to pay for improvements in their
            area. Bids had to be submitted by the end of September.



How does your garden grow? – 29 September 2010

            Chorley Guardian
            CCH have offered tenants in Longfield Av, Coppull, watering cans to help them
            maintain their gardens and newly laid lawns. The gardens were provide to the
            60s built homes as part of CCH’s £250k improvement programme.
Save our playing fields – 29 September 2010

            Chorley Guardian
            Residents from Acresfield, Park Road and the surrounding area are objecting to
            the proposed plans of Adactus to build new homes on a plot of land behind their
            homes.


Regenerated home is left smashed up – 28 September 2010

            Lancashire Evening Post
            A property that has just benefited from major refurbishment works through CCH’s
            investment programme has been broken into and vandalised. The damage to the
            property on Wright Street is estimated to over £5000.


Fire leaves boy’s room destroyed – 22 September 2010

            Lancashire Evening Post
            A fire at a house on Harestone Avenue has destroyed a child’s bedroom. There
            was no one in the house when the fire started and there were no injuries. The
            Police are investigating what could have cause the blaze.


Prize delight for gardeners – 22 September 2010

            Chorley Citizen
            Chorley tenants were rewarded for their outdoor imagination and flair when the
            results were announced in CCH’s annual gardening competition.



Moving tribute to ‘perfect mum’ – 22 September 2010

            Chorley Guardian
            The grown-up sons of a Chorley and Leyland community worker who died of
            cancer have paid tribute to a ‘perfect mum’. Ann James, 71 one of the founding
            members of CCH died on 6 September 2010.


Chorley tenant group is £3000 better off – 22 September 2010

            Chorley Guardian
            Mr and Mrs Taylor of St Gregory’s Place, Chorley are the proud winners of the
            CCH 2010 Gardening Competition. This is the second year CCH have been
            running this competition that is proving increasingly popular amongst residents.


Chorley tenant group is £3000 better off – 22 September 2010

            Chorley Guardian
            The ACM resident’s group from Coppull has been awarded £3000 cash from
            CCH, to invest in a project to encourage residents in the area to grow their own
            food.
Ex-Chorley housing chair dies aged 71 – 17 September 2010

            Inside Housing
            Ann James who led CCH has died on 6 September after a battle with cancer.
            Ann was the Chair of CCH since March 2007.



Housing Chief Ann dies – 15 September 2010

            Chorley Citizen
            Tributes have been paid to a ‘tireless community champion’ and founding chair of
            CCH, who died on 6 September.



Tributes paid to Ann James – 15 September 2010

            Chorley Guardian
            Ann, the Chair of CCH since March 2007 has died on 6 September after a battle
            with cancer.



2000th home revamped – 15 September 2010

            Chorley Guardian
            Chorley Community Housing has reached the landmark of 2000 home
            improvements. The 2000 homes has received new bathrooms and kitchens in
            two years.


Cash boost – 15 September 2010

            Bootle Times
            Plans for a ports project designed to reduce youth nuisance on the streets of
            Chorley have received a boost thanks to a cash grant £20,000 from CCH’s
            community fund.


Junior bobbies on the beat – 08 September 2010

            Bootle Times
            AHA tenants can submit applications to try and win funds for local projects. A
            panel of tenants will decide where the funds from the £17,000 pot are awarded.
            Projects can include anything for tidying up local grot spots to installing security
            lights.
Junior bobbies on the beat – 08 September 2010

            Chorley Guardian
            CCH in partnership with local PCSO’s in Chorley Moor are keeping youngsters
            busy over the summer holidays under the “Junior Bobbies” scheme. The PCSO’s
            take the youngsters out with them for one morning per week. The children also
            get an opportunity to work with other services the PCSO’s work with including the
            Fire Brigade.


Arcon House refurbishment – 08 September 2010

            Chorley Guardian
            CCH allowed residents to view the recently refurbished Arcon House in Coppull.
            Residents from The Willows scheme that could not be adapted or refurbished in
            the same way, are now getting the opportunity to move into this new scheme
            instead.


Green-fingered group’s joy – 08 September 2010

            Chorley Guardian
            Residents from the Apiery in Bretherton were delighted to be awarded £250 from
            CCH’s green grants. The money was spent to provide a new seating area for
            residents.



Strict rules on pets for all new tenants – 08 September 2010

            Chorley Guardian
            Tenants of CCH are being consulted on a new tenancy agreement. The new
            agreement will give CCH the power to take quicker action on tenants involved in
            ASB or even keeping pets without permission.



Hols on hold for big clean – 01 September 2010

            Chorley Guardian
            CCH has announced changes to its Board of management with Pail Joyce
            replacing Ann James as Chair and CCH tenant Beverly Figaji joining the Board.



Hols on hold for big clean – 01 September 2010

            Chorley Citizen
            Four women from Longfield Avenue, Coppull are celebrating after winning their
            estate’s first ever gardening competition. The gardening competition was started
            by CCH that have recently completed a £250,000 refurbishment of the estate.
Hols on hold for big clean – 01 September 2010

            Chorley Citizen
            It was all hands to the pumps when residents took time during the school holidays
            to clean up the Longfield Avenue estate in Coppull. Over 30 residents joined
            CCH staff to tidy up the estate that has recently received a £250,000 revamp.


Never too young – 01 September 2010

            Chorley Citizen
            Over 30 residents turned up to join staff from CCH on a Clean Up event organised
            at the Longfield Avenue estate in Coppull. The estate has recently received a
            £250,000 revamp.



Housing association tackles ‘ASB menace’ – 27 August 2010

            Southport visitor
            Adactus has stepped up their efforts to clamp down on Anti Social Behaviour.
            Over £100,000 will be invested to tackle ASB during the year. The specialist team
            set up has already had numerous successes already, and the latest in Bootle
            includes action taken against a parent following the numerous complaints
            received for his daughter’s behaviour upsetting neighbours.


Legal threat – 26 August 2010

            Bootle Times
            Further coverage on Adactus’s increased efforts to clamp down on Anti Social
            Behaviour. Over £100,000 will be invested to tackle ASB during the year. The
            specialist ASB team, has recently taken action in Bootle against a parent after
            numerous complaints were made for his daughter’s behaviour upsetting
            neighbours.



Junior bobbies on the beat – 26 August 2010

            Chorley Guardian
            CCH in partnership with local PCSO’s in Chorley Moor has launched the “Junior
            Bobbies” scheme to keep youngsters busy over the summer holidays. The
            PCSO’s took the youngsters out with them for one morning per week. The
            children also got an opportunity to work with other services the PCSO’s work with
            including the Fire Brigade.


Affordable homes help people get on property ladder – 26 August 2010

            Chorley Citizen
            11 affordable homes have been built as part of a new housing estate called the
            Meadows on the site of the former Wagon and Horses pub in Chapel Lane,
            Coppull. The two bedroom houses are available under CCH’s rent to homebuy
            scheme.
Low cost homes at former pub site – 25 August 2010

            Chorley Guardian
            CCH has developed 11 new affordable homes which form part of ‘the Meadows’ a
            new housing estate on the site of the former Wagon and Horses pub in Chapel
            Lane, Coppull. The houses are available under CCH’s rent to homebuy scheme.



CCH helps Magpies feather nest – 25 August 2010

            Chorley Citizen
            Chorley FC has landed another major financial baker, as CCH have pledged
            £1,000 to the magpies for this season.



We don’t want cheap homes in the village – 25 August 2010

            Chorley Guardian
            Residents in Croston have expressed their concerns over a planning application
            submitted by CCH to develop 24 new homes on Moor Road. Residents are
            worried that following the development of the homes traffic will increase in the
            village.


Youngsters get taste of life on the beat – 25 August 2010

            Chorley Citizen
            CCH in partnership with local PCSO’s in Chorley Moor has launched the “Junior
            Bobbies” scheme to keep youngsters busy over the summer holidays. The
            PCSO’s took the youngsters out with them for one morning per week. The
            children got an opportunity to also visit the stables and try out police uniforms.


Special lunch – 25 August 2010

            Chorley Guardian
            In a bid to help tenants manage their money and protect their belongings, CCH
            have committed £1500 towards the production of an information video. The video
            will be produced with the help of the residents and will offer tips from opening a
            bank account to arranging home contents insurance.


Special lunch – 25 August 2010

            Chorley Guardian
            CCH tenants have been treated to a special lunch after having their home
            refurbished. CCH in partnership with Bullock hosted the hotpot lunch to meet the
            residents and get some feedback on the refurbishment work.
We don’t want cheap homes in the village – 23 August 2010

            Lancashire Evening Post
            Further coverage from Croston residents that have expressed concerns over a
            planning application submitted by CCH to develop 24 new homes on Moor Road.
            Their worries are on potential increased traffic through the village.


Have a go at growing herbs – 19 August 2010

            Chorley Citizen
            With plans to clamp down on Anti Social Behaviour Adactus have vowed to invest
            over £100,000 during the year. The specialist team set up has already had
            numerous successes already, but with the extra funds it will be easier to tackle
            more complex cases.


Have a go at growing herbs – 18 August 2010

            Chorley Citizen
            CCH residents are called to help create a herb garden at the Chorley Moor
            Community House on Liptrott Road as part of a Clean-up day. The event forms
            part of the Lancashire Wildlife Trust’s community food growing project.



Tenants invited to an away day – 18 August 2010

            Chorley Citizen
            CCH tenants are invited to the 2010 Annual Residents Conference. The
            Residents Conference will bring residents across the Group together to work with
            staff in shaping the future direction of the organisation.



Housing conference raffle prizes – 18 August 2010

            Chorley Guardian
            Staff from across the group bought tickets to take part in a raffle organised by
            CCH testing their knowledge in football. £100 was raised and was donated to
            Chorley Help The Homeless.


Tenants to shape future – 18 August 2010

            Chorley Guardian
            CCH tenants have been invited to attend the 2010 Annual Residents Conference
            with other tenants from the Group. The Residents Conference will bring residents
            together to help shape the future of the organisation.
Grounded: new job – 18 August 2010

            Chorley Citizen
            Andrew Thomasson has secured a full time position with Chorley Community
            Housing after impressing everyone with his six months’ work as a trainee in
            grounds maintenance. Adactus Chief Executive Paul, congratulated Andrew in a
            ceremony held at Turner House.


Changes afoot for tenants – 18 August 2010

            Chorley Guardian
            Tenants from Pall Mall, Chorley now have a brighter future looking outside their
            kitchen window after getting a £250 green grant from CCH. The money was spent
            to brighten up the rear of their flats with an array of plants and flowers.


Changes afoot for tenants – 18 August 2010

            Chorley Guardian
            CCH informed tenants how the changes in housing following the government’s
            reforms on housing benefit and tenancy rules could affect them.



Help create herb garden – 18 August 2010

            Chorley Guardian
            Chorley residents were called on to help create a herb garden at the Chorley
            Moor Community House on Liptrott Road as part of a Clean-up day.



CCH gardening competition – 11 August 2010

            Chorley Guardian
            While judging on the CCH gardening competition was already underway, some of
            the many submissions were already looking as favourites to win. The garden of
            Joan Charnley in Chatham Place, Eaves Green had already caught the judges
            eye.


Colourful future – 11 August 2010

            Chorley Guardian
            CCH tenants at Pall Mall, Chorley now have a brighter future following a £250
            green grant from their landlord. The money was spent to brighten up the rear of
            their flats with an array of plants and flowers.
Dark Ages theme at Gin Pit – 05 August 2010

            Leigh Journal
            A Saxon, Norman, Celtic and Viking re-enactment invasion took place in Gin Pit
            Village. Visitors got a chance to get a glance at the dark ages and also a birds of
            prey display.


Young arm of the law – 04 August 2010

            Chorley Guardian
            Additional coverage on the CCH partnership with local PCSO’s in Chorley Moor
            and the launch of the “Junior Bobbies” scheme to keep youngsters busy over the
            summer holidays. The PCSO’s took the youngsters out with them for one
            morning per week. The children got an opportunity to also visit the stables and try
            out police uniforms.


Baby threat tenant shamed – 28 July 2010

            Chorley Guardian
            CCH has taken swift action to gain an injunction against a 24 year old woman in
            Longfield Avenue, Coppull to prevent her from threatening and verbally abusing
            her neighbours. The woman ignored previous warnings about her behaviour and
            made cruel threats towards a pregnant neighbour.


‘Baby threat’ tenant action – 28 July 2010

            Chorley Citizen
            Following customer complaints, CCH took swift action to gain an injunction
            against an abusive woman in Longfield Avenue, Coppull. This should help protect
            the neighbourhood from the perpetrator’s threats and verbal abuse.



Old pub site is born again – 21July 2010

            Chorley Citizen
            Adactus Housing has started the development of 19 new homes on the site of a
            pub that lay derelict for years. The new homes at Botany Brow in Chorley, which
            include 12 houses and seven flats, will be managed by CCH.

								
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