Agenda and minutes

Councillor Atkin was confirmed as Chairman for the 2004/05 Municipal Year as appointed at Minute No. A6 of 25^th June, 2004.

Councillor Hall was confirmed as Vice-Chairman for the 2004/05 Municipal Year as appointed at Minute No. A6 of 25^th June, 2004.

There were no members of the press and public present at the meeting.

There were no declarations of interest made at the meeting.

- to determine the Scrutiny Panel work programme for 2004/05

The Scrutiny Adviser submitted a report detailing the Scrutiny Panel’s achievement during the 2003/004 Municipal Year and suggested areas for inclusion in the work programme for 2004/05.  A presentation was also given on the role, remit and terms of reference of the Scrutiny Panel.

Resolved:-  (1)  That the report be received.

(2)  That the achievements of the Panel, as set out in Appendix 1 of the report submitted, be noted and the Panel’s submission to the Scrutiny Annual report be agreed.

(3)  That the principle of quarterly performance monitoring meetings with other scheduled Scrutiny meetings being arranged around a particular focus or theme be supported.

(4)  That the Scrutiny Panel’s terms of reference, as set out in Appendix 2 of the report submitted, be noted.

(5)  That the following areas be endorsed for future scrutiny:-

The role of the Wardens and Caretakers

Recycling and Waste Minimisation

Homelessness Strategy

BME Housing Strategy

Food Inspection

Laboratory Services

Partnership Arrangements with Housing Associations

Introductory Tenancies

(6)   That the following areas be considered at themed Meetings:-

Enforcement

ALMO Improvement Plan

Restructuring of Housing Services

Burial and Cremation Services

Progression of Decent Homes

Repairs and Maintenance Improvement Plan

Review into Neighbourhood Management

Extra Care Housing (jointly with Social and Community Support Scrutiny Panel)

The Head of Housing Services gave a presentation on the Audit Commission’s re-inspection of the Repairs and Maintenance Service.

The Inspectors had found that tenants in Rotherham had seen a marked improvement in their housing repairs service over the past 18 months and, although the Council still faced significant challenges, the trend in improvement should continue.  Their findings were as follows:-

General Issues

-           Service rating:  Fair – one star; promising prospects for improvement

-           ‘ Exceptional progress’ and ‘step change’ in most areas

-           Still areas for improvement and critical issues that must be addressed

-           Issues for dispute

-           Not a ‘like for like’ assessment

-           Action already taken

Positive Features

-           Accessible services; user friendly offices

-           Use of partnerships

-           Decent Homes

-           KPIs (step change)

-           Customer satisfaction

-           Accompanied viewings

-           Right first time and multi-skilling

-           Tenants repair responsibilities and recharge procedures

-           Tenant involvement in setting service standards

-           Voids turnround and standards

To Improve

-           Availability/effectiveness of translation service

-           Rotherham Connect database/vulnerable tenants

-           Appointments after 6.00 p.m./weekends

-           Diversity and equality issues

-           Budget management

-           Decoration allowance procedures

-           Voids refusal rates

-           Insufficient/unrepresentative tenant involvement

Prospects

Positive Features

-           Service Improvement Plan linked to Council’s key themes via Programme Area Performance Plan

-           Decent Homes

-           Work  with strategic partners

-           Commitment from Members and senior managers

-           Customer feedback used to improve services

To Improve

-           Housing Revenue Account balances low

-           Higher levels of stock not decent

-           Database updating

-           No alternatives to ALMO strategy

-           No strategy for diversity and equality issues

-           Progress on procurement

-           Management of sickness

-           Inconsistent application of personal development review process

-           Bonus replacement

Recommendations

-           Rotherham Connect – vulnerable tenants

-           Evening/weekend appointments

-           Diversity strategy and awareness

-           Better budget management

-           Review – gas procedures, decoration allowance policy, voids refusal rates, tenant representation, personal development review process, sickness levels

-           Develop TP to support wider Council objectives

-           Implement new pay system

-           Procurement to ensure value for money

Conclusion

“Overall we believe the Council has moved on since our last inspection from what was a poor service to a much improved and customer focused service”.

Next Steps

-           Inform stakeholders

-           Respond to Audit Commission – 31^st July

-           Continue implementation of Service Improvement Plan and ALMO Excellence Plan before and after ALMO Indicative Inspection – 20^th September

-           Prepare service to be ‘fit for purpose’ by 1^st April, 2005.

A copy of the full report would be circulated to all Members with a formal report submitted to the next meeting of this Scrutiny Panel.

Current customer satisfaction results were approximately 92%.  A customer survey was carried out by BT on a monthly basis as well as tenants contacted in writing asking them to respond by post regarding their customer satisfaction level.  The Audit Commission had singled out the Service’s “Learning from Customers Forum” and the  ...  view the full minutes text for item 6.

- to determine Scrutiny Panel’s representation

Resolved:-  That the Cabinet Member of Housing and Environmental Services be advised of the following nominations to outside bodies/panels:-

Health, Welfare and Safety Panel                  Councillor Hall

                                                                        Substitute – Councillor Nightingale

Member Training Panel                                  Councillor Hodgkiss

Yorkshire and Humberside Society               Councillors Atkin, Jackson and

for Clean Air                                                    and Hodgkiss

Recycling Group                                              Councillor Atkin

Social Concerns Committee                          Councillor Jackson

Churches together in Rotherham

Yorkshire and Humberside Pollution             Councillors Hall and Jackson

Advisory Council

Women’s Refuge                                            Councillor P. Russell

Members Sustainable Development              Councillor Atkin

Group

South Yorkshire Trading Standards               Councillor Burke

Sub-Group

Decent Homes Partnership                           Councillors Hall and Nightingale

Rotherham Health and Local                         Councillor Atkin

Authority Partnership Board

- report of Head of Housing Services

In accordance with Minute No. 138 of 15^th April, 2004, the Head of Housing Services submitted a report on miscellaneous and acquired housing stock.

The Authority had approximately 300 miscellaneous and acquired properties most of which presented significant management issues when they became void.  They were individual properties that had been bought by the Council (not Rotherham Metropolitan Borough Council) and were not situated on purpose built Council estates.  The properties were mainly terraced (pre-World War 1) or older semi-detached houses and their age and/or construction meant they were usually in low demand.  They tended to require substantial refurbishment work to reach the Decent Homes standard.

The Council did not have a written policy on the disposal of miscellaneous and acquired properties.  The Head of Housing Services had been delegated powers to determine, as appropriate, the sale of such properties.  In practice, the Service had pursued an approach whereby any acquired or miscellaneous property that became void was reviewed in terms of a cost benefit analysis and whether it could be easily re-let.  With the onset of Decent Homes and the commitment to promoting sustainability, the properties were not regarded as a significant asset in either value or as a contribution to Neighbourhood Renewal.  Housing Managers currently requested that such properties were disposed of based on the cost of bringing the property up to a lettable standard and the demand for the type of property.  They were disposed of or sold for the market value of the property to the general public by the Valuation Team.

It was noted that a clear methodology would be developed and incorporated into the Housing Services procedures.  A report was to be submitted to the Cabinet Member of Housing and Environmental Services regarding consultation of tenants in non-traditional properties.

Resolved:-  (1)  That the report be noted.

(2)  That the report regarding consultation of tenants in non-traditional properties  be amended in light of this report and submitted to the August meeting of this Scrutiny Panel.

- report of Head of Housing Services

The Housing Strategy Manager reported that the Authority had to produce a Housing Strategy for submission to Government Office for Yorkshire and the Humber that met the ODPM’s “Fit for Purpose” criteria.  The final document had to be submitted in August, 2004.

The “Fit for Purpose” meant that it must reach the Government’s defined standard in relation to 10 specified criteria i.e.:-

-           Corporate context and wider priorities

-           Partnership working

-           Needs analysis

-           Resources

-           Priorities for action

-           Analysis for options

-           Action plan

-           Progress to date

-           Presentation

A powerpoint presentation was then given on the draft Strategy a copy of which was included in the agenda papers.

The main challenges facing the Authority were:-

-           Develop Neighbourhoods

            Ensure investment supports neighbourhood sustainability

            Reduce crime and the fear of crime

            Tackle the inequalities between neighbourhoods

Develop a community focussed, multi-agency approach to neighbourhood management

-           Ensure Decent Homes

            Achieve the Decent Homes Standard for both social and private housing

            Establish an ALMO to deliver Decent Homes and other high quality services

Improve thermal comfort and energy efficiency levels across all tenures of housing

Ensure effective links between Decent Homes and Transform South Yorkshire

-           Renew the Housing Market

            Improve the character and diversity of neighbourhoods

            Improve the quality, design and efficiency of housing in the Borough

            Create a new urban community in the town centre

            Increase the range and diversity of accommodation.

There was an action plan with the Strategy that would be submitted to the Scrutiny Panel on a regular basis to keep Members informed. 

Resolved:-  That the submission of the draft Housing Strategy to GOYH be supported subject to final amendment by the Cabinet Member for Housing and Environmental Services.

- report of Head of Housing Services

The Principal Policy and Planning Officer submitted a report on the proposed introduction of a Private Rented Sector Landlord Accreditation Scheme.

The Scheme was intended to acknowledge and actively promote good standards and management practice within the private rented sector and to promote better understanding between landlords and tenants.  It would also recognise and incentivise landlords who were committed to providing good quality and properly managed accommodation to rent.

It would give tenants the comfort of knowing that the accommodation they were renting, or intended to rent, would meet the basic minimum standards as well as assuring the landlords that their property met the standard.  It also gave the Authority similar confidence.  If a landlord had a large portfolio of properties, he/she could ask for accreditation on certain properties and assistance would be given to bring the remainder up to standard. 

It was proposed to be a voluntary scheme at the present time so it would have to be promoted to landlords and tenants with incentives for the former to join.  Accredited properties would be promoted through the Council.  Support from the Anti-Social Behaviour Team would be offered to tenants.

The Scheme was supported by the Rotherham and District Residential Landlords’ Association.  It would be introduced initially in 2 pilot areas covering Brinsworth and the Neighbourhood Management Pathfinder, Eastwood and Springwell Gardens.  Funding would be sought from the Pathfinder for the appointment of a dedicated officer. 

Discussion had already been held with landlords regarding joining of the scheme.  Approaches had been made by landlords who had properties within the pilot areas as well as a discussion with one landlord who had a background in marketing who offered advice and guidance.

Resolved:-  (1)  That the decision of the Cabinet Member for Housing and Environmental Services (Minute 270 of 24^th May, 2004 refers) to introduce a Private Rented Sector Landlord Accreditation Scheme be supported.

(2)  That a progress report be submitted at the end of the 6 months pilot.

The Scrutiny Officer submitted a report on the recent visit undertaken to the Asylum Seekers Team.

The visit held on 21^st May, 2004, attended by Councillors Burke, Hall, Senior and F. Wright was as a result of a request made at the March meeting of the Scrutiny Panel (Minute No. 129 refers).  Members had been particularly interested in the re-housing service offered to asylum seekers once their case had been approved by the Home Office.  A presentation had been given by the Team on the dispersal process of asylum seekers and informed about the Induction Centres.  A property was visited that was used as temporary accommodation where Members were able to see for themselves the standards of accommodation and facilities provided for asylum seekers.

The visit had enabled Members to achieve a greater understanding of the issues, problems and concerns of asylum seekers in Rotherham.

Resolved;-  (1)  That the report be noted.

(2)  That further visits be arranged for the Scrutiny Panel during the 2004/05 Municipal Year.

- report of Head of Housing Services

The Performance and Development Officer submitted the Programme Area’s performance report for the year end 2003/04.

At the end of the year 77% of the Indicators had been achieved or had exceeded the year end target.  This was a substantial improvement from the previous year where 50% of Indicators had met the outturn targets.  The results signified a “sea change” in performance management and customer focus within the Programme Area.

The results would have a significant and positive impact on the Council’s Comprehensive Performance Assessment (CPA) score.  87.5% of the Indicators were either in the top or middle quartile compared to 57.5% in 2002/03 representing a substantial improvement at the national level.  More importantly was the improvement in the customer care results particular in relation to satisfaction levels, complaints, Councillor Surgery enquiries and Rotherham Connect enquiries.  A react service had been developed for those customers that were not satisfied with the service they received. 

In order to further improve, the Service had renewed its efforts on Local Public Service Agreement targets and the Comprehensive Performance Assessment Indicators.  The aims were for all Key Performance Indicators to achieve top quartile performance in 2004/05 and “best in class” performance for 2005/06.

Discussion ensued on the document and the Indicators achieved.  The Chairman referred to the very pleasing achievements in relation to food inspections and other enforcement activities.  The Executive Director of Housing and Environmental Services reported that a presentation had been prepared for submission to the Scrutiny Panel on the performance management framework.

The Local Public Service Agreement was a range of targets, both nationally and local, and specific targets to reduce the gap in terms of some of the deprivation indicators between the communities within Rotherham and nationally.  Currently Rotherham had a mixed performance.  Extra resources had been deployed into those areas to look at the impact and the reasons why some of the targets were not being achieved.  In one case the indicator set was extremely stretching and if it was hit the Authority would be top of the league nationally. 

Resolved:-  (1)  That the report be received.

(2)  That the Scrutiny Panel receive a presentation on the local performance management framework when the 04/05 first quarter results were reported.

The Panel noted the decisions made under delegated powers by the Cabinet Member for Housing and Environmental Services held on 24^th May and 7^th June, 2004.

The Panel  noted the minutes of the meeting of the Sustainable Development Action Group held on 21^st May, 2004.

The minutes of the meeting of the Panel held on 20^th May, 2004, were noted.

With reference to Minute No. 146(3), it was reported that arrangements were in hand to hold a joint meeting of the Democratic Resources and Environment Scrutiny Panels.

The Panel noted the minutes of the meeting of the Performance and Scrutiny Overview Committee held on 7^th and 21^st May and 4^th June, 2004.

The following item is likely to be considered in the absence of the press and public as being exempt under Paragraph 3 and 15 of Part I of Schedule 12A to the Local Government Act 1972:-

Resolved:-  That, under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 7 of Part I of Schedule 12A to the Local Government Act 1972 (financial affairs of someone other than the Council).

Resolved:-  That the matter be deferred until the August meeting of this Scrutiny Panel.

Resolved:-  That this item be deferred to the next meeting.