Homes in Sedgemoor Board
The purpose of Board meetings is to make decisions, to set and evaluate strategy, to review the company’s performance and to direct its affairs
Minutes of the hybrid Board Meeting held on Tuesday 29 March 2022 at 1.30pm via Teams and at The Canalside, Bridgwater
Board Members
Cllr Janet Keen (in person)
Cllr Kathy Pearce (in person)
Cllr Lance Duddridge (in person)
Jenny Vernon (via Teams)
Marie Hide (in person)
Paul Hackett (in person)
Paul Stephenson - Chair (in person)
Ben Lane, Director of Finance and Performance (via Teams)
Claire Tough, Director of Neighbourhoods (in person)
Julia Paling, Head of HR and Corporate Services (in person)
Naomi Macey, Director of Asset Management & Safety (in person)
Pauline Kelly, Executive Assistant (minutes) (in person)
Peter Hatch, Chief Executive (in person)
Guests
1. Teresa Harvey, Assistant Director, SDC (via Teams)
2. Ann Hooper, STAC member (in person)
3. Karen Wilce, STAC member (in person)
4. Rob Jones, Revenue & Service Charge Accountant (Item 12) (via Teams)
5. Alan Wilson, Strategy Matters (Item 9a) (in person)
6. Katy Barry, Investment and Retrofit Lead (Item 9b) (in person)
NO. BOARD ITEM
1. Welcome guests and note apologies
PS welcomed Board members, attendees, and guests to the meeting. PS also welcomed Karen Wilce who was attending the meeting as a prospective new tenant Board member.
Apologies were given on behalf of Janet Keen.
2. Declaration of Interest
There were no further declarations other than those previously recorded on Board Members’ Declaration of Interests Forms.
PS advised that SMT had an interest in Confidential Item 26 and would leave the meeting for this item.
PH updated members with the news that he had a new role at Two Ticks consultancy.
3. Draft Minutes recorded on 25 January 2022
Board agreed the minutes recorded on 25 January 2022 are a true record.
RESOLVED
• Board NOTED and APPROVED the minutes.
4. Matters Arising from the Board recorded on 25 January 2022
Members noted the matters arising from the Board meeting held on 25 January 2022.
PMH confirmed that demonstration meetings have been organised with Boardable and Convene, taking place on 13 April to look at options for the confidential circulation of Board papers. BL, KW and PK will also attend these meetings.
RESOLVED
• Board NOTED the matters arising.
5. Chair’s Update Report
No questions were raised and members noted the Chair’s report.
RESOLVED.
• Board NOTED the contents of the report.
6. Chief Executive’s Update Report
No questions were raised and members noted the Chief Executive’s report.
RESOLVED.
• Board NOTED the contents of the report.
7. Chair of Audit and Risk Committee Update (verbal)
JV gave a brief update and the following highlights were noted.
• Four of the five audits have been completed.
• Reserves discussions are ongoing ie are they are the right level, and a close eye is being kept on them.
• La Ciotat House ‘wash up’ report has moved to 2022/23 audit and lessons learned will be detailed in the feedback reports.
• KPIs drop in satisfaction – this is a general result across the whole sector and has been addressed in this report.
• Governance framework review completed.
• Processes are in place to complete any out of date services detailed in the monthly compliance report.
• MiSpace: we are following legal advice to terminate the contract and looking to see if we can cover our losses via indemnity insurance. RESOLVED.
• Board NOTED the verbal update.
8. Sedgemoor Tenants’ Assurance Committee Update
CT gave a brief overview and the following highlights were noted.
• Jackie Grannell will be taking a step back for a while due to a family bereavement and CT agreed to chair the meeting in her absence.
• PMH also joined the meeting, along with NM who provided information on compliance and the capital programme for 2022/23
• KW’s proposed step up to Board was announced, and this was very well received.
• Working with Somerset West and Taunton to set up a joint steering group meeting which has been organised for Tuesday 5 April, however in light of current Covid-19 cases, the SW&T Director of Housing is reluctant for the meeting to be held face to face.
• MH raised the question on the STAC Chair going forward.
CT confirmed that the committee agreed no-one currently on STAC had the skills for this role and they are now looking outside the organisation.
• PS raised the question of when the independent Chair recruitment would take place.
CT confirmed that it would be sooner rather than later as Jackie plans to leave by end of May. CT will update Board with any developments. RESOLVED.
• Board NOTED the contents of the report
9a. Sustainability Strategy Update
NM and AW gave a brief overview, which included a presentation and the following highlights were noted.
• Enable sustainable living in terms of physical, economic, social, working and living environments.
• The strategy map shows the mission to 2025.
• To deliver net zero by 2050, the next three years will be about creating a plan to work out what that plan needs to be.
• Customer engagement is key to create a positive conception of affordable living and help bring them on the journey.
• Innovate, test, and learn – a part of the plan is to capture the learning on what works and what does not, linking it back to net zero cost.
• Some organisations have been training operatives to carry out the works required on their stock and properties outside the sector, bringing revenue back into the organisation.
• Discussions around resource are needed; what do we need to have in the organisation to build our plan ie systems, processes, governance and ensure the plan is fit for purpose?
• Finance planning on what the plan is going to cost and where the funds will come from is also required.
• MH asked if we had safeguards in place to ensure we are doing the work required.
• LD sought confirmation around resource and if we have the capacity within the organisation to deliver this, as it is a huge piece of work and he was aware that staff are already working to their full capacity. Are there funds available to go outside for an additional resource required?
AW confirmed the plan will look at skill set required, and timings then come back to Board with a business case. NM confirmed that we have resourced this work and KB is the Sustainability Lead for the organisation, and she will be taking this forward.
• PS noted we were at an exploration stage, to understand what the impact will be. He also noted we were reliant on third parties to make this happen and that would be part of the challenge.
• KB confirmed that following two staff sessions there has been a good level of interest in the organisation to the commitment and willingness to take this forward. This is a good starting point and NM will build a business case to bring back to Board for consideration. The Board Champion will also help move this forward.
• KP asked if there were any models or case studies available that are already successful.
AW confirmed we are in the very early stages. This is a three-year approach of learning, identifying the risks and writing the processes.
• PS confirmed that Board members could approve the sustainability map at this time however not the strategy as this does not currently exist.
• JV queried the three-year timeline which appeared a long time. She did agree with the profitability idea however and was also happy to note the strategy map.
• JV volunteered to be the Board Champion for sustainability and to also work closely with MH who also has an interest in this area.
RESOLVED.
Board:
• APPROVED the Sustainability Map.
• AGREED a Board Champion to sit on our Sustainability Management Team (JV).
ACTION
NM to draft the Sustainability Strategy and bring back to May Board.
9b. Update on Sustainability Activities
KB gave a brief overview to members and the following highlights were noted.
• KB confirmed that 80% of the stock condition surveys have been completed. Information will be uploaded over the next few weeks and once complete, reports will be collated.
This will also help identity where information is missing. Surveys will also be carried out after every cavity and heating installation.
• MH questioned whether we have considered fuel poverty following the increase in costs.
PMH stated that the rural location of our stock presents us with additional challenges but also a lot of opportunity to try new technologies NM and her team will pull together the strategy for Board to discuss.
RESOLVED.
• Board NOTED the contents of the report.
10.
Proposed KPIs and Targets for 2022/23
BL gave a brief overview to members and the following highlights were noted.
• BL detailed the proposed KPIs for 2022/23.
• JV and PS both noted they understood the reasoning behind the removal of the social value KPI This will continue to be captured within teams.
• PH queried how we are performing against our own measurements and suggested we track against those within the Management Agreement
• JP confirmed that Rachel Palmer is producing monthly updates for SMT/LT against the KPI suite. This is now a regular item at monthly SMT meetings. RP is working with Leadership Team to get as much detail as we need and has a good handle on the issues.
• JV requested that a summary of the work RP is doing for SMT/LT be brought to the next ARC meeting. BL to organise.
• JP confirmed that satisfaction surveys will be done on a quarterly basis and aiming to achieve 90% overall satisfaction with services. A meeting was held with MEL last week on how the information is collected. A trial to collect data over the telephone rather than text or email will begin next month, however this will take Customer Service (CS) Assistants additional time to complete.
ACTION
BL to identify on future KPI reports which targets are higher or lower than specified in the Management Agreement.
BL to bring an example of RP report to May ARC meeting, including the actions that sit behind it.
RESOLVED.
• Board APPROVED the proposed KPIS and Targets for 2022/23 contained in this report.
• Board APPROVED the proposed timetable for the distribution of performance information during 2022/23.
11. Gas and Heating Safety Policy (annual)
NM gave a brief overview to members, noting this policy came to Board every year. Minor changes to note on this annual refresh. RESOLVED.
• Board APPROVED the Gas and Heating Safety Policy 2022 – 2023.
12. Management Fee and Final Budget 22/23, and Reserves Update
BL gave a brief overview to members and the following highlights were noted.
• Revenue budget set in line with commitment on Corporate Strategy.
• ICT Strategy coming to May Board for approval. As per previous approval support from reserves will be required to deliver the strategy
• PS sought confirmation of the approved reserves to date, in particular the commitment to fund a Strive ‘start your own business programme’
CT confirmed that the Strive project has stalled with no-one coming forward. Looking to take forward to next year or accept it will not progress.
• PH questioned whether the provision for a possible 3% pay award, NI increases and budgeting at the top end of scales for vacancies is achievable
PH also requested that BL keep a track of the savings, ie agency spend, accreditation budgets etc to ensure the savings are achieved.
BL confirmed that savings are being realised. Staff costs are routinely budgeted at the top of the scale to give some head room when appointments are made to err on the side of caution. Provision has been made for increases in NI.
PH acknowledged it was good process to budget at the top of role scales.
Both PH and PS congratulated BL on the great amount of work that had gone into this report.
Board were happy to note and approve accordingly.
ACTION
BL to incorporate a progress report on 2022/23 budget savings via monthly management accounts.
RESOLVED
• Board NOTED the contents of the report.
• Board APPROVED the final Revenue and Capital budgets for 2022/23.
• Board APPROVED the Management Fee from Sedgemoor District Council (SDC) for 2022/23
• Board APPROVED the increase in the minimum level of reserve from £900k to £1.5m.
• Board APPROVED the allocation of £120k from reserves to support ICT investment incurred in lieu of the ICT Strategy which will be presented to the May Board.
• Board APPROVED to RESCIND, the commitment to utilise £1m of reserves to support the Tuckerton Lane development.
13. Pilot to manage SDC Development and Enabling Function
PMH gave a brief overview to members and the following highlights were noted.
• Exciting opportunity to work closer with the SDC team, with HiS giving focus on housing management service with the help of TH and her team.
• A trial period of six months is proposed, with all governance and costings remaining with SDC during that time.
• The second part of this pilot is the funding of a Development Officer for three years. There are several garage and flat sites that are not viable for decarbonisation costs and the DO will look at alternative options for the sites. This work is not happening at the present time due to resource constraints
• TH reiterated the excitement surrounding this pilot project. Informal consultations have been carried out to check if there were any issues or concerns. PMH and NM will pick this up immediately if approved by members.
• PS made comment to the growing strength of the relationship and trust between the two organisations.
LD agreed, noting this would put us in a lot better position for the reorganisation ahead. He paid tribute to TH and PMH on the great work they have put in to build the relationship between SDC and HiS.
• PS queried what would happen with the new resource if the pilot is not successful.
PMH confirmed the development team needs boosting, stock challenges remain, and we have a strong interest in making this happen either working with SDC or the new council.
PMH noted the Development Officer post is looking to be funded and recruited directly to HIS. This would be an investment from us and if the new authority wants to take back development, we have something in place to help make this work.
• Board were happy to note and approve accordingly. RESOLVED.
• Board NOTED the contents of the report.
• Board APPROVED the following recommendations:
1. For HiS to manage the SDC Development & Enabling Function on a pilot basis for 6 months commencing in April 2022.
2. To commit to funding a new development officer from HiS reserves for up to three years at an estimated cost of c.£180k in total.
Governance Framework Review
BL gave a brief overview to members and the following highlights were noted.
PS thanked BL, JV and Lindsey Hoggard for their hard work in the governance of these documents.
PS also gave his personal thanks to MH who, since July 2021 when David Ellison stepped down, has been the constant single tenant member on the Board. MH has been involved in several things and helping to keep Board meetings quorate. This has been an enormous contribution to the organisation
Review of Board Composition
• In September 2020, Board committed to a review of Board composition as raised in the Trowers report. The review was scheduled for this meeting.
Current composition of 3 Councillors: 3 Independents: 3 Tenants is proving difficult due to the lack of interest from tenants to join the Board. Attempts to recruit tenant members has been long and hard, however KW is now looking to join.
SMT are recommending a move to 4 independents: 3 councillors: 2 tenants.
• MH raised the comment that she is not willing to agree to a reduction in tenants just to look for skills-based members. MH feels that tenants bring their own set of skills as they live the experiences every day.
• PS stated that he and KW had a conversation before the Board meeting on how important it is to have a tenant perspective on the Board.
• MH reiterated that independents may have a variety of skills, but they do not understand what it’s like to be a tenant.
• JV understood why SMT have recommended dropping from three tenants to two, however this would still put pressure on the two remaining tenants around quoracy.
PMH confirmed that quoracy is one person in attendance from each group.
• KP agreed that it is important to have tenant involvement on the Board and three councillors is more than enough.
Current model is 3:3:3 appears to be working and she suggested an alternative option could be to bring in two co-optees for six months per person, to bring specific skills (such as development or sustainability) however would not have a voting right. KP would resist any change at the minute due to the changing times we are in.
• LD noted that members need to be realistic - tenant board member recruitment has always been hard. LD raised the question around what is best for this organisation going forward in the short term, long term and during LGR.
LD is comfortable moving to two tenant members and one additional independent member – he clarified that we need to be at full strength for the next couple of years to go forward.
• MH raised the question around STAC and their voice/voting right at times like these.
PMH confirmed that Board agreed for two Board member nominees be on STAC, who are LD and KW, and this would be a voting right as part of the succession planning.
• MH thought that STAC was to stand on its own before Board members came on board.
CT confirmed that this has happened over last 12 months, with LD being asked to join STAC. MH reiterated this did not negate her concerns.
• MH also raised the point that as Chair, PS has both an independent vote and overruling vote She felt that the tenant vote would be lessened if we have more in the other two groups.
• PMH noted that Board could run with the current 3:3:3 composition and then change –we need to fill all nine seats.
• LD commented that the organisation needs to be as strong as it can be for going forward.
• JV raised whether personal invitations from colleagues, when engaging with tenants, such as Housing Officers or Surveyors could possibly be the way forward to encourage tenants to become an active tenant Board member.
• PS recognised the work done by BL to get us to this point, however asked BL to come back to members with an allotted timeframe.
PS noted since September 2020 the world has changed and there is no clear decision within the room.
• PS proposed to defer making a decision for a three-month period and allocate appropriate time for members to debate this.
KP supported this proposal and asked that we consult with STAC as to their views of the proposed changes to the composition of the Board
KP also noted that again the size of the Board pack is a hard read and we need to see what adjustments can be done to make this meeting more accessible for people.
JV agreed with PS, however asked that if not resolved in three months that this item need to stay on the agenda.
PS suggested that BL bring this item back to September Board, and if not then perhaps one of the Spotlight sessions after September to discuss. PS asked that SMT continue to try and recruit a third tenant Board member.
• Discussions to be held with STAC on why they feel no tenants are interested in becoming a tenant Board member.
• MH noted that before STAC, tenants involved in groups etc would sell these opportunities to other tenants during events. JV agreed, bests results come when people talk to people.
• SMT to look at options to co-opt a development expert.
Role Profiles for Audit and Risk Committee Chair and Board Chair
• JV noted that discussions had been held in ARC about the Chair of Board role and the Chair of ARC role. BL confirmed that with the Code of Conduct, he was comfortable there is nothing conflicting underneath it.
STAC Code of Conduct
• BL noted that a fresh Code of Conduct for STAC is deemed necessary . The track changes document would become a standalone document for STAC and for STAC committee members to become Board.
• This was approved by all Board members.
ACTION
BL to bring the Board Composition item back to either September Board meeting or use the next available Spotlight session to allow members time to debate and make their decision. Prior to this SMT will undertake the following:
• to consult with STAC re their views on a change in Board composition. CT
• to consult with wider tenants around recruitment and try to understand what barriers may exist. CT
• to try again to recruit a third tenant Board member. CT RESOLVED.
• Board CONSIDERED the options presented concerning Board Member Composition and AGREED to bring this back to September Board or the next available Spotlight session.
• Board APPROVED for adoption the following Governance Framework documents.
Terms of Reference of the Audit and Risk Committee
Role Profile for the Audit and Risk Committee Chair
Terms of Reference of the Board
Role Profile for the Board Chair
Terms of Reference of the Strategic Management Team
STAC Code of Conduct
• Board NOTED the intention to change the name of the Strategic Management Team (SMT) to the Executive Team.
Chair Initials
15a. Statutory Registers Update (6 monthly report)
No questions were raised, and members noted the update. RESOLVED.
• Board NOTED the contents of the report.
16. Review of RSH Consumer Standards, including Social Housing White Paper (six monthly review)
No questions were raised. CT advised the final update would be brought to May Board meeting. RESOLVED.
• Board NOTED the contents of this report.
17. Safeguarding Policy Review and Statement (annual)
No questions were raised. CT advised that a desktop review had been carried out by Alan Turner to provide assurances and update the policy.
The policy draws attention to the continuing issues officers are encountering albeit we take a zero-tolerance view. Teams have taken several safeguarding training sessions; however, some cases require ongoing monitoring which has the potential to increase workload. RESOLVED.
• Board NOTED the contents of the report.
18. Independent Living Service update (annual)
No questions were raised. CT updated members by reminding them that funding had been withdrawn by SDC, whereby HiS then reviewed the service and what could be delivered. Final report will be coming to Board in March 2023.
The team are looking to grow this service into general needs which is a chargeable service. We have accessed additional funding to plug the gap via the SDC.
Looking at different technologies to support customers in their homes. Cradle connect being one option, where the access to services and support comes via their television sets rather than via lifeline systems and Tunstall boxes which are currently in place. RESOLVED.
• Board NOTED the contents of the report.
19. Compliance Report – February 2022
No questions were raised. NM noted that following the Government announcement last week regarding the role of a Building Safety Manager, both HiS and SDC are now reviewing the implications before presenting final proposals to Board.
PS acknowledged the comprehensive and very thorough document. RESOLVED.
• Board NOTED the contents of the report.
20. Fraud Review (including Whistleblowing/Bribery Act) (annual)
BL noted this review gave Board an update on how we manage fraud, which hopefully provides assurance from SMT on how we keep the risk as low as possible. RESOLVED.
• Board NOTED the contents of the report.
21. Corporate Risk Register – February 2021
No questions were raised, and members noted the update. RESOLVED.
• Board NOTED the refreshed risk register and DISCUSSED as necessary the following, seeking assurance from ARC Board Members accordingly.
That the register reflected accurately the risk environment Homes in Sedgemoor currently operates within.
That the register is complete in relation to key corporate risks (No new risks need to be added).
That mitigation and actions are appropriate, and that progress is being made against those.
22a. AOB – Board Away Days (21-22 April)
PS advised that the agenda will be circulated shortly, which included a tour of General Higgins House in Highbridge.
22b. AOB – Housing 2022, Manchester (28 – 30 June)
The CIH Housing Conference is taking place on 28-30 June in Manchester, with two places being reserved for Board members. PK will circulate information to members by the end of this week.
22c. AOB – 15th Anniversary Celebrations (Mon 4 – Fri 8 April)
Homes in Sedgemoor will be celebrating 15 years as an ALMO in April. JP and her team have organised a week of celebrations, both in the office and some out in the patch, and Board members are very welcome to join in. We are also having a colleague fun day on 15 June, and members are again very welcome to come along. Details will follow.
Date of next meeting: Tuesday 31 May 2022 at 1pm
Briefing Notes
1. Audit & Risk, Board and AGM Timetable – March 2022 to March 2023
2. Board Forward Plan 2022
3. Neighbourhood Walkabouts 2022
4. Cost of Living Action Plan