Decision details

8.1

The Executive Director, Communities submitted a report in relation to the Housing+ project.

8.2

RESOLVED: That Cabinet:-

(a)

approves the implementation of the Housing+ model as described in the report;

(b)

resolves that work on implementing Housing+ does not continue without a further decision from Cabinet should the overall financial assumptions made within the report prove to be inaccurate;

(c)

delegates authority to the Director of Housing Services to take the necessary steps to implement the Housing+ model of housing management as described in the report, including the development of the organisational structure needed to deliver the model, in consultation with the Director of Human Resources;

(d)

delegates authority to the Executive Director, Communities to make the final decisions in relation to the budget and implementation detail for the IT element of the project, as specified in Section 4.3 of the report

(e)

endorses the ‘whole Council’ approach to Housing+, as described in Section 7 of the report and requests that members of the Executive Management Team establish a Working Group to be responsible for overseeing the engagement of, and support from, other relevant Council services in the implementation of Housing+; and

(f)

requests a review of the Housing+ model to be carried out and the findings reported back to Cabinet within 12 months of the commencement of the City-wide roll out (currently scheduled to begin on 1^st April 2015).

8.3

Reasons for Decision

8.3.1

Housing+ will deliver a housing service which achieves the ambitions set by Cabinet in March 2012 as part of the ballot commitment to tenants (as described in section 4.1.1 of the report). Through the intensive large-scale consultation undertaken with tenants and Members over the last 2 years, a strong and detailed vision for the future of the service has been developed. Customers are clear that they want more streamlined and better joined-up services, tailored to their individual needs and those of their local community. Members also strongly support this vision, which cannot be delivered without a wholesale change of approach.

8.3.2

Housing+ offers the potential to help reduce demand for other Council services, for example Adult Social Care. The preventative nature of the Housing+ approach should reduce the demand from Council housing tenants for high-cost service interventions at a later stage. This is not achievable without a significant change to the current Council housing service.

8.3.3

The Council must make effective and efficient use of the Housing Revenue Account (HRA) – and the cashable benefits offered by Housing+ will help do just that. Achieving more sustainable tenancies and thereby reducing empty properties and turnover – alongside earlier intervention and guidance in cases of rent arrears – will in the medium to long term generate significant savings for the HRA. This in turn will mean more money available to invest in homes and front line services.

8.3.4

Similarly, Housing+ also protects the long-term asset value of the Council housing stock, and of the HRA investment which has been made in it under the Decent Homes Programme. The same protection of the HRA investment would not be afforded by a standstill position.

8.3.5

Prior to Sheffield Homes transferring to the Council in April 2013, the housing service largely determined its own priorities and strategic objectives. Now that the service has transferred to the Council there is an expectation corporately for the Council Housing Service to operate and shape itself in a way which achieves the Council’s corporate objectives. The service as it currently stands does not do this. In comparison, Housing+ would see the development of a Council Housing service which meets and fully supports the Council’s strategic objectives and organisation design principles, and the Council Housing Service would become a key player in delivering the Council’s wider ambitions.

8.3.6

The report outlines the projected resources required to implement Housing+ in the short to medium term. These costs and benefits will change as the model develops and the service would look to improve efficiency measures once Housing+ is implemented. These would be in addition to the figures quoted in the report and represent a long term commitment to the viability of the HRA business plan.

8.4

Alternatives Considered and Rejected

8.4.1

The focus for the work with customers, staff and Members since the transfer of Sheffield Homes has been on delivering their vision set out in section 4.1 of the report. There is still further consultation work to do with both customers and staff about the detail of the Housing+ approach. As part of this detailed work, there will be a number of delivery options that will need to be evaluated within the overall Housing+ proposals.

8.4.2

The main alternative to the overall Housing+ approach that has been considered is a no-change ‘standstill’ position. Under this option, there would be no significant changes to the way Council housing services are currently delivered.

8.4.3

However, the ‘do nothing’ option is not viable in the medium to loner-term. This service has to modernise and change the way it operates to improve performance and meet the change the way it operates to improve performance and meet the changing demands of its customers. Without this modernisation and drive for further efficiencies there is a risk that performance could reduce and the long-term aspirations of the HRA Business Plan would not be delivered. A proactive change in the way that the service operates, through Housing+ will help to secure a long-term income stream for the HRA and protect the value of the asset to the Council.

8.5

Any Interest Declared or Dispensation Granted

None

8.6

Reason for Exemption if Public/Press Excluded During Consideration

None

8.7

Respective Director Responsible for Implementation

Laraine Manley, Executive Director, Communities

8.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Safer and Stronger Communities