New Rent Model to be drawn up

The National Housing Federation (NHF) is drawing up detailed proposals for a new model for rent-setting, which it hopes ministers will back as part of the government’s deregulation agenda.

The NHF wants more flexibility for housing associations in the way they are allowed to both initially set and increase rents when the current four-year 1% rent cut comes to an end in 2020.

It is looking at alternative rent models such as those used by Dolphin Living in its New Era development and new mayor of London Sadiq Khan’s ‘London Living Rent’ model. Under both these models rents are set in line with tenants’ incomes. Currently social rents must be set in line with a ‘rent formula’ set by government, with affordable rents set at up to 80% of market rate. Both tenures are subject to a 1% rent reduction, which lasts until 2020.

The federation believes greater freedom over rent-setting would allow associations more certainty over their income and enable them to set fairer rents. As part of its pitch to government, the NHF is also looking at ways it can ensure the proposed new model does not push up housing benefit expenditure above a certain level.

The federation has been talking with a number of associations in its finance policy advisory group to ask whether they are in favour of being given rent flexibility and assessing whether it would work in all areas of the country.

More detailed plans will be put to a wider group of social landlords later this year, in preparation for the chancellor’s Autumn Statement. Landlords hope the government may be persuaded to hand over control of rents as part of its plans to deregulate housing associations to ensure their debt is taken off the public balance sheet.

Dolphin Living, which acquired the controversial New Era Estate in Hackney, is set to introduce a personalised means-tested rent model based on income. The Treasury and the Department for Communities and Local Government both declined to comment.

 

Ombudsman rules against council on overcrowding

Councils should be flexible in their housing policies when dealing with people with complex needs.The Local Government Ombudsman has said that councils should deviate from their policies when awarding housing priority in special cases where a family’s circumstances are difficult.

The LGO made the comments after it ordered Thanet District Council to apologise to a family that spent nearly three years too long in “unsuitable cramped accommodation.”

The family of six lived in a small three-bedroom privately rented house. One of the teenagers has sleep problems and the other has mobility difficulties, with the parents acting as full-time carers.

The LGO said the council based the family’s housing application on overcrowding criteria, not on their particularly needs.

The ombudsman also found that the council contravened its own lettings plan by wrongly prioritising other families who worked or had younger children over them. This meant they could not bid for homes that would meet their needs. The LGO also found the council had incorrectly told the family it could only take into account one of the teenagers’ needs. The council should have recognised the complexity of the case as needing cross-agency referral and officers should have visited to check the size of the bedrooms, the LGO report said.

Thanet District Council was asked to apologise to the family and pay them £8,400 in recognition of the impact of living so long in unsuitable accommodation. They were also told to pay a further £250 to acknowledge the “stress and confusion” caused.

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Thoughts on VFM

From the HCA seminar series:

160711-Blog-VfM thoughts after our events with the HCA

thanks to Alistair from HQN for sharing this

IDA advice

Thanks Alistair and to our friends from HQN for sharing this on social media

121 LA had to top up discretionary payments to prevent poverty

English councils with tenants hit hardest by welfare cuts are turning down one in five applicants for a hardship fund.

Councils receive a share of a £125m Discretionary Housing Payment (DHP) pot from central government to support tenants hardest hit by reforms such as the bedroom tax and benefit cap.

Thanks to Inside Housing for their summary below:

“Figures released last week showed 121 English and Welsh authorities topped up their funding from their own budgets last year due to high demand from tenants.

And exclusive Inside Housing research has now revealed that among the councils which topped up most, 21% of applications for support were rejected.

In some local authorities, almost half of DHP applicants were turned down due to lack of funding.

Councillors have hit out at the Department for Work and Pensions (DWP), calling its method for allocating its funding “woefully inadequate”.

Among six of the 10 English councils that supplemented their allocation the most, 7,445 out of 35,878 applications were rejected.

Leeds Council rejected 2,363 out of 5,357 applicants for DHO, despite supplementing its £1.5m allocation with more than £400,000 of council cash.

“We have a high demand for assistance from applicants with disabilities and those affected by the bedroom tax,” a council spokesperson told Inside Housing. “We will always try to help protect as many tenants from eviction and homelessness as we can, however there are far too many people affected bywelfare reforms in Leeds and there is insufficient funding to help them all.”

In Enfield, around 1,200 of nearly 2,500 applications were rejected.

Gateshead Council, which rejected around 20 per cent of DHP applications, topped up its allocation from its Housing Revenue Account to the tune of £408,000.

It came despite 216 other councils underspending their allocation and handing £4.8m of cash back to government.

Liz Twist, cabinet member for housing at Gateshead, said the government’s DHP allocation “has proven to be woefully inadequate in meeting the needs of our tenants”.

A DWP spokesperson said: “Local authorities are best placed to understand the needs of their residents, which is why we will have given over £1bn in funding “

Looking at Brexit

IPSIS Mori, working with CIH have taken a look back and forward at Brexit. This is what they found:

“One suggestion for the referendum outcome is that the economically disaffected – the ‘left behinds’ – were neglected and underestimated. Some say Leave exploited economic and culture wars to good effect, and in his speech standing down from a Conservative leadership challenge, Boris Johnson signalled the need to help “the forgotten” while Theresa May has been talking about a better Britain “for everyone”. Boris called for future efforts to “fuel the engines of social mobility”.

The need for fuel has been evident in our research which has detected anxiety about inequality of outcome and opportunity. Most recently, our survey for the Chartered Institute of Housing(conducted just before the referendum), found 46% agreeing “people have equal opportunities to get ahead” in Britain, a drop of seven points since 2008. While the margin of agreement to disagreement is +29 in London, it is -5 across the South of England, and (more) squeezed middle ‘C1’ households are much less positive than their ‘AB’ equivalents.

Housing sits right in the middle of this. Sure, it is not the only signal or cause of social mobility and inequality but it is an important one, and our research for Mumsnet last year found it to be a bone of contention between generations.

Getting ahead is synonymous with getting on the property ladder; by more than two to one people agree rather than disagree that “getting on the property ladder is one of the most important ways of getting on in life”. But Ipsos MORI’s analysis for The Guardian has found the proportion of Generation Y who own their own home is significantly smaller than the proportion of Generation X homeowners when that generation was of a similar age, a pattern which is not replicated in the U.S.

While the British are gloomy about young working peoples’ prospects of getting the right kind of housing, this hasn’t dimmed expectations. Currently, 22% currently live in the private rented sector but only 15% expect to be renting this way in 2021 (and a quarter of mortgage holders expect to be owning outright in just five years):

Tenure Flows - Past Present and Future: Ipsos MORI Infographic

The expected movement towards owner-occupation shown above comes despite forecasts of a continuation of the trend away from home ownership (admittedly before the potential game-changer of Brexit). It also sits alongside strong aspirations to be on the ladder; given a free choice, 84% of British adults would choose to be an owner-occupier as would 71% of private renters.

Tellingly, by more than two to one people would advise a newly-married couple with steady jobs to buy rather than rent even if it meant living in poorer quality accommodation. At the same time, however, the public are clear that there is role for renting; 80% think it is an important part of the UK’s housing mix. A similar proportion don’t think politicians are being honest about people’s prospects of becoming owner-occupiers.

All this points to a need to shift the paradigm of ‘getting on’ in respect of housing. To get on, some of the ‘left behinds’ will want a mortgage, but many won’t; for them, the housing crisis is not entirely, if at all, about rising prices and ownership but centres on other things like affordability, fairness, liveability and community.

What next? As Alan Milburn, social mobility tsar, said this year,

“The starting points for people to be able to progress are becoming more differentiated and divided”.

A one-size-fits-all to housing tenure and social mobility simply won’t work in an evidently more complicated country. Milburn also talked of “a wake up and smell the coffee moment”. The aroma probably just got stronger and more complex.”

TPAS has produced standards for engagement

Tpas, formerly known as the Tenant Participation Advisory Service, has published its own standards called the National Tenant Empowerment Standards.

The standards outline six key principles housing organisations should follow (see box). These include making sure tenant engagement is linked to business strategy, that tenant engagement is adequately resourced, and ensuring tenants and other stakeholders can ‘influence appropriately’.

The standards also outline principles for provision of information and engaging with communities to develop projects.

Landlords will not be asked to formally pledge to follow the standards. However, they can demonstrate they meet the standards by completing an accreditation aligned to the standards.

NATIONAL TENANT ENGAGEMENT STANDARDS
Engagement strategy

Make sure your tenant engagement links directly to business objectives

Resources for engagement

Your engagement has got to be resourced to ensure it is effective in delivering planned outcomes

Information and insight

Provide access to information at the right level, at the right time, to the right people and in the right way

Influence and scrutiny

Ensure tenants, leaseholders and communities can influence appropriately

Community engagement

Engage with communities and local stakeholders to develop projects and plans to meet jointly-identified needs

Valuing engagement

Ensure your tenant engagement outcomes will benefit stakeholder organisations, tenants, leaseholders and communities

Housing Heros 2016 awards

The Housing Heroes Awards 2016 took place at Housing 2016 on 20 June, hosted by Gyles Brandreth. The judges were staggered by the incredible work of our 14 winners, revealed below.

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Inspirational Leader of the Year

Steve Jennings, Weaver Vale Housing Trust

Sponsored by Longhurst Group

Steve Jennings (pictured, middle) is the chief executive of Weaver Vale Housing Trust, responsible for the management of more than 6,000 homes in West Cheshire.

Under Steve’s leadership, the trust moved from under the shadow of regulatory supervision and transformed into a highly successful organisation, investing more than £100m in its homes.

When 32 people were earmarked as at risk of redundancy, Steve reassigned 13 of them to other jobs within the trust while agreeing voluntary redundancies with 17. Only two now remain at risk, with every effort being made to secure their futures with the trust. Steve’s own staff rate the trust as a three-star organisation and it has appeared in the Sunday Times Top 100 Employers list every year since 2010.

“Steve’s entry demonstrated a winning contribution: authentic and compassionate leadership, focus and sustainable results.”

The judges thought that Steve’s entry demonstrated a winning contribution: authentic and compassionate leadership, focus and sustainable results. He has tackled difficult situations head-on and with respect and compassion for staff.

It has clearly paid off. He has really set a benchmark for leadership in the sector.

Highly commended: Steve Blackburn, director of customer services, Regenda Homes

 

For use in Inside Housing, 15 July 2016

Source: Richard Walker

Development or Maintenance Team of the Year

OngoMaintenance, Ongo

The Ongo maintenance team has adapted its services to fit around tenants’ needs, offering morning and afternoon appointments, working around the school run for those with children, and out-of-hours appointments. When a number of jobs were found to be simple enough for tenants to fix themselves, a series of ‘how to’ videos were created and posted on the Ongo website, while the team also offers demonstrations at local events.

“The team has been accredited by the Contractors Health and Safety Assessment Scheme and expanded its role in helping other organisations.”

The team has also played a big role in commercial work, utilising the specialised skill of its staff to land contracts that have bolstered Ongo’s income. The team contains skilled and experienced staff such as locksmiths. As well as looking after tenants in Ongo homes, they also now work for businesses and tenants in the commercial sector. The money received from this is fed back into Ongo. The team has been accredited by the Contractors Health and Safety Assessment Scheme and expanded its role in helping other organisations. For example, the team’s locksmiths provided training for the Humberside Fire Brigade, reducing the time it could take to access a burning building from 30 minutes to two minutes.

The judges recognised that commitment was shown to be above and beyond the normal function of the team and that it sees its role in broad, productive terms.

 

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Inspirational Tenant/Resident of the Year

Marie Caygill, St Leger Homes of Doncaster

Marie Caygill, a St Leger Homes tenant in the ex-mining village of Rossington in Doncaster, was diagnosed with breast cancer in November 2013. She felt that there was a missing link in the support offered to her and wanted to do something positive for her community, and so set up a support group for cancer patients, their families and friends. The group ensured its members received support from a wide range of different agencies while offering a space for people to listen and be listened to.

Marie gave live interviews on the radio and the group received more than 2,000 likes on Facebook, where St Leger homes continues to support the group, as well as on Twitter, the company website and tenants’ newsletter. The very first support group session was a huge success and more than 90 people attended the drop-in to share their experiences and gain valuable advice.

“The judges believe Marie has left a fantastic legacy.”

Marie sadly lost her battle with cancer on 26 January 2016, at the age of 47, after a long and brave fight. Her group has made a real difference to the community and remains a source of inspiration to others. The judges believe Marie has left a fantastic legacy and that just having that resource available will make a real difference.

Highly commended: John Richardson of Curo Group and Doris Land of Housing & Care 21

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Communications Team of the Year

ExtraCare Communications Team, The ExtraCare Charitable Trust

Residents dressed up to create calendars based on Hollywood movies such as Reservoir Dogs and famous album covers by bands such as Queen, as part of the strategy developed by the ExtraCare Charitable Trust’s communications team in collaboration with residents. The photos attracted attention on social media.

“The judges approved of ExtraCare’s informed thinking about how the environment will work for residents.”

The team also used technology to set up a ‘virtual village’, which allowed prospective residents of its Bournville Gardens Village development to get an idea of what their homes would be like before building work has finished. The virtual village was a success, leading to a 12-month waiting list to buy a home. Three quarters of contracts were exchanged within four weeks.

One 73-year-old resident’s journey from isolation to a happier, healthy life as a resident was featured on ITV’s Tonightprogramme, as part of a story on tackling isolation. The segment was seen by 1.9m viewers.

The judges approved of ExtraCare’s informed thinking about how the environment will work for residents after they have moved into a scheme, and thought it was responsible for great campaigns.

Highly commended: Great Places

 

MENTOR_RONNIE_FRAY_487px

Mentor of the Year

Ronnie Fray, Wolverhampton Homes

Ronnie Fray (pictured, right) was expelled from school, had football trials with Arsenal and joined the ‘Subway Army’ hooligans before becoming a youth mentor for Wolverhampton Homes in 2014. His past experiences give him a unique insight into the lives of his mentees, some of the city’s most hard-to-reach and disadvantaged youngsters. Ronnie uses his experiences to help 15-to-29-year-olds with employment, housing, benefits claims and confidence building, developing bespoke plans for each person. His commitment to his role has resulted in a fantastic track record of youngsters achieving their once hidden potential.

Over 12 months alone, Ronnie has helped more than 40 young people with a history of substance misuse, youth offending or extremely low confidence get onto work experience programmes. Twelve already have permanent jobs. He has worked on projects mentoring kids at high risk of long-term unemployment, teaching young people painting and design skills, and been instrumental in helping the Heath Town football team stay afloat.

“His commitment to his role has resulted in a fantastic track record of youngsters achieving their once hidden potential.”

The judges see Ronnie as an example of the triumph of the human spirit and an inspirational role model.

 

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CIH New Professional of the Year

Patrycja Rej, Yarlington Housing Group

Sponsored by Places for People

Patrycja Rej moved to the UK from Poland at 15, speaking very little English. Upon leaving school she started work experience within the business support team at Yarlington Housing Group, which led to an apprenticeship and her current position as communities assistant in June 2014.

“She goes above and beyond her daily role.”

When Patrycja received a call from a distressed Polish resident she calmed her down, and by asking the right questions discovered the resident was a victim of domestic violence. Patrycja carried out a risk assessment with the resident and after ensuring her safety, signposted the resident to organisations which could support her, offered the resident an alarm as protection and delivered it to save the resident a journey into the office with two children. Patrycja passed the case to the community safety team but stayed involved, exceeding the demands of her role by co-ordinating meetings with the resident, her husband, the child protection services and Yarlington’s community safety officer, all the while translating.

The judges recognise Patrycja as a young housing professional who has demonstrated an exceptional will to achieve and support within the community. She has demonstrated a willingness to develop her own abilities and skills. She has a proactive ‘can-do’ approach and goes out of her way to support team members and residents. She goes above and beyond her daily role.

Highly commended: Jessica White, Knowsley Housing Trust

 

For use in Inside Housing, 15 July 2016

Source: Richard Walker

Frontline Team of the Year

Ongo Customer Service Team, Ongo

Sponsored by Wheatley Group

Training has helped the Ongo customer service team to improve its service to tenants. Staff have been offered training from the Chartered Institute of Housing, e-learning, working group participation and 12-week induction courses for new starters which see staff partnered within a buddy system.

The team also came up with its own digital strategy to encourage tenants to get online, running company-wide competitions that encourage staff to get tenants to register online. With around 144 enquiries a week via Facebook, the team also handles tenants reaching out via social media in the same way it deals with phone calls, text messages and enquiries via its website.

“This team has achieved stunning results benefitting customers and meeting wider business objectives.”

The judges saw that this team has achieved stunning results benefitting customers and meeting wider business objectives. These results have been achieved through a culture of learning, improvement and commitment to customers. Sector-leading results from a sector-leading team.

 

CENTRAL_SERVICE_TEAM_SOLIHULL_487px

Central Service Team of the Year

Housing IT Team, Solihull Community Housing

Solihull Community Housing’s IT team set up a project which helped the association’s tenants overcome inequalities in the way credit scores are determined.

Made up of an IT manager, five business analysts, three IT officers and an apprentice, the team supplied regular rent payment data to credit rating agency Experian. Since the project started, 94% of tenants have seen their credit scores improved. The project started with Solihull’s 14,000 tenants, but was then adopted by other landlords, and so has impacted on the credit scores of more than half a million tenants.

“This IT team had worked to integrate with the mainstream of the business and its customers.”

The team has also increased the percentage of the association’s tenants who have an online footprint from 45% to 65% – by, for example, getting an email account, these residents should find it easier to get a bank account and to access online benefits such as Universal Credit. Elsewhere, through the team’s support of mobile working, duties such as damp and fire safety inspections and graffiti removal are now more efficient.

The judges said this IT team had worked to integrate with the mainstream of the business and its customers. It was its work with Experian and providing IT training that caught the judges’ eye.

Highly commended: Asra Housing Group

 

SUPPORT_AND_CARE_HOUSING_RIGHTS_487px

Support and Care Team of the Year

Beyond the Gate, Housing Rights

Housing Rights set up its Beyond the Gate service to help ex-offenders when they leave prison after recognising that some of its more vulnerable clients with a history of homelessness had a pattern of repeat offending.

The service is run by two Housing Rights development workers, who set up relationships with clients before they are released from prison. Clients are picked up from the prison gate and taken to their new homes. The service connects clients with relevant counselling, benefit, addiction or medical services, with a goal to reduce reoffending.

“Beyond the Gate was an excellent example of an innovative and dedicated approach to providing support.”

The team stopped working 9-to-5 hours and now regularly works weekends and evenings, with support delivered at the clients’ pace.

The judges thought Beyond the Gate was an excellent example of an innovative and dedicated approach to providing support for a very excluded group of people, saying: “This is a very memorable scheme. It’s what awards like this are all about.”

Highly commended: Housing & Care 21

 

OUTSTANDING_CONTRIBUTION_JAMIE_STEWART_487px

Outstanding Contribution by a CIH Member

Jamie Stewart, Scottish Refugee Council

Jamie Stewart is the Scottish Refugee Council’s housing development officer. His role is to inform and influence housing practice and policy to improve refugee integration in Scotland. To raise the profile of refugees’ housing issues, he organised two successful stakeholder events, bringing together a group of agencies from a wide cross-section of sectors.

“His passion to improve the lives of his client lead him to challenge a social landlord.”

By studying Scottish Refugee Council data and Glasgow City Council data together, Jamie was able to prove that 7% of homelessness applications in Glasgow were from new refugees. This directly influenced the ongoing strategic homelessness strategy.

His passion to improve the lives of his client lead him to challenge a social landlord which denied a young Syrian refugee access to social housing. His work with the social landlord not only led to the refugee getting accommodation, but for the housing association to review and change its allocation policy.

The judges found that Jamie is hands-on in assisting vulnerable people, proactive and passionate in  influencing and changing policy when needed, and championing individuals’ needs at all levels. He does not give up on anyone, and is representative of the Chartered Institute of Housing’s professional ethos.

Highly commended: Cheryl Tracy, Monmouthshire Housing Association

 

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CIH Apprentice of the Year

George Bageya, Evolve Housing + Support

George Bageya started as a volunteer at Homeless Action Barnet before joining Evolve Housing + Support as a trainee in late 2014. Upon graduating from the programme, he became a support assistant, and earlier this year was appointed as digital inclusion officer.

In addition to his normal duties, George managed, facilitated and delivered a six-week course for 20 customers to build and maintain their own bikes before completing cycle proficiency tests. All of the participants said that the project contributed to their health and well-being and helped to create a new routine. Customers benefited from working with each other and breaking down social barriers.

“George demonstrates enthusiasm, commitment and empathy.”

The judges noted that George demonstrates enthusiasm, commitment and empathy when working with customers. He has developed his learning and skills to support others and has drive, energy and dedication in activities that support customers that are addition to his normal role.

Highly commended: Charlie Symes, Sovini

 

INSPIRATIONAL_COLLEAGUE_HELEN_WRIGHT_487px

Inspirational Colleague of the Year

Helen Wright, B3Living

Helen Wright (pictured, second from left) is a customer service advisor at 4,600-home B3Living, providing a friendly and responsive service while managing incoming tenant calls. Likewise she goes past the quick-fix and prefers to offer long-lasting solutions to problems that she can help with. For example, when a mother could only afford a book each for her three children, Helen not only raised Christmas gift donations but also encouraged the tenant to improve her skills and turn a corner in her life. She volunteers at a food bank and has increased donations, secured an electric van to deliver to the wider community and arranged for heating to be installed in its warehouse.

“What she does is above and beyond the demands of her day job.”

To help overcome the stigma felt by residents having to use the food bank, she set up a voucher system for those in urgent need. The judges thought Helen’s application stood out because what she does is above and beyond the demands of her day job. She has made a measurable difference to people’s lives by pursing what she sees on the right thing to do and has achieved significant successes.

Highly commended: Desmond Bennett, Viridian Housing

 

TENANT_LIFETIME_COLIN_NORMAN_487px

Tenant Lifetime Contribution

Colin Norman, EMH Group

Colin Norman has spent 15 years as a very active social housing tenant, with a long and varied list of voluntary positions, campaigning tirelessly to improve the lives of people in Leicestershire.

Showing not a shred of self-interest even when battling illness himself, Colin has shown integrity coupled with humour as the voice of tenants.

Among his many achievements are raising the issue of older and socially isolated people, resulting in the launch of the Blaby befriending project, which helped more than 80 people. His campaigning for older people’s accommodation culminated in the opening of Oak Court, which was the first extra care scheme in the district. Through campaigning, volunteering and taking the time to personally visit those people he speaks for, Colin has become a well loved and respected character in the sector and an inspiration to all who know him.

“Colin has shown integrity coupled with humour as the voice of tenants.”

The judges said Colin’s drive and leadership shone through. His involvement and leadership on a staggering number and range of committees and boards over the past 15 years made an enormous impact on the lives of people across his community. Colin has also shown leadership at national level, being included heavily in the Homes for Britain campaign.

Highly commended: Ann Morag Faid, Shepherds Bush Housing Group

 

LIFETIME_ACHIEVEMENT_DR_MARY_GRIFFITHS_487px

Lifetime Achievement in Housing

Dr Mary Griffiths, Housing Plus

Sponsored by Manchester Strategic Housing Partnership

Dr Mary Griffiths (pictured, left) has turned an early experience of living in a bed and breakfast into a lifelong resolve to transform the lives of homeless people. Her involvement in the housing sector began in at the age of 23, when she was a local councillor and was invited to join the housing committee. She then returned to university to complete a PhD on the history of social housing in Ipswich and combined her teaching career with direct involvement in social housing as a board member of Sanctuary House and Viridian Housing. She was also involved in the formation of South Staffordshire Housing Association and Wolverhampton Homes, and then served on both of those boards too.

“Mary turned her experience into a lifelong mission to improve life for others.”

As a lecturer on one of the first post-graduate courses in housing at Birmingham Polytechnic (later Birmingham City University), she worked closely with social services and the NHS to develop a forerunner of today’s extra care model. Dr Griffiths has inspired a generation of housing professionals who now continue to help shape the sector as leaders in local government, housing associations and consultancies.

The judges said that for Dr Griffiths, housing has been a lifelong focus, and has transcended to the personal and professional. Experiencing early life living in a bed and breakfast, Mary turned her experience into a lifelong mission to improve life for others. Though her role as a local councillor, an educator and a board member, Mary has made a difference to the organisations she has worked with and on the sector as a whole.

Guidance on HCA enforcement and intervention

Here is the HCAs latest detailed annex to their regulatory approach.

It was updated in May 2016 with their powersfor intervention and enforcement of standards:

Guidance_on_Approach_to_Intervention__Enforcement_and_Powers

HCA – regulating the standards 2016

Housing associations will have to defend higher than usual costs or demonstrate they are making savings in future ‘in-depth assessments’ (IDAs), the social housing regulator has said.

New guidance laying out the Homes and Communities Agency’s (HCA) new regulatory approach confirms that value for money (VFM) will routinely form part of housing associations’ IDAs (detailed reviews of landlords’ businesses).

It forms part of the HCA’s tougher new approach to VFM, following a major piece of research by the regulator which showed “concerning” unexplained cost variations in the sector.

The HCA expects a strategic approach to delivery of VFM:

Regulating_the_Standards_July_2016

The regulator will use providers’ unit cost data to “determine its approach to optimising efficiency”.

“Where, for example, data identifies that a provider has unusually high costs, we will look for evidence of the additional benefits those higher costs deliver, whether as a result of a conscious business decision (high investment for high outcomes), and if not, what the provider is doing to reduce costs or improve outcomes,” the publication said.