Agenda item

            The Board considered a report of the Strategic Director – Health and Community providing a further update on Halton Housing Trust’s progress since the Executive Board’s meeting of 16^th November 2006.

            Mr. Nick Atkins, Chief Executive of Halton Housing Trust, attended the meeting to present his report setting out progress to date in delivering some of the key pledges prior to stock transfer and progress in meeting the Housing Corporation’s regulatory framework. In particular, the following issues were discussed and noted:

• Difficulties had been experienced with one of the partners involved in delivering the investment programme; however, a plan was now in place to resolve this and so it was intended that the programme be accelerated, whilst maintaining standards, in order that it could be completed before schedule. A possible barrier to this was the legal governance arrangements that had previously been signed up to. However, following discussions with the newly appointed Regulation Account Manager, it appeared favourable that these covenants could be amended.

• An interim plan had been set in place for customers suffering problems with fencing and security. Each case was risk assessed and looked at individually considering issues such as the vulnerability of the resident and the contribution to wider crime.

• The consultation timeframe of 18 months in respect of the Environmental Improvement Programme had been set on the advice of Groundwork Mersey Valley who was undertaking the work. However, this would be completed in four tranches and, as each tranche came to an end, the Trust would be looking to start work in that area.

• Regarding the wider issue of climate change, the Trust had secured an alternative site to relocate its construction services team where there was sufficient space to recycle a higher proportion of materials. The Trust was also looking to procure materials from sustainable sources and was addressing in-house issues regarding recycling. Suppliers were being encouraged to look at alternative sources of fuel as part of any re-build programme and better use was being made of existing resources such as IT.

• It had been recognised that some aspects of Management Moves were overly complicated and this had now been resolved. It was anticipated that Choice Based Lettings would make the allocation process more transparent for applicants and the general public. In addition, a Business Analyst had been appointed for a two year period to strip out inefficiencies in the organisation: this was already proving to be successful.

• Customer Liaison Officers were available to assist people in completing application forms. A customer panel had been established, which provided valuable feedback, and a number of customers had come forward to stand for election for Halton Housing Community Voices. As there were more applicants than seats, some would inevitably be disappointed. However, those who were would be contacted to see how area based work could be done on a more customer friendly basis.

• Since the transfer, the maintenance service had been enhanced to improve the green spaces. There had also been a number of specific initiatives where there were “hotspots”, for example intensive estate management and “clean up” days where everyone in the organisation went out with residents and Halton Borough Council services to clean specific areas.

• The help of Halton Borough Council, particularly the Chief Executive and the Strategic Director – Health and Community, was commended by Mr Atkin as being vital in the early stages of the Trust’s development. The Trust was now keen to play its part alongside the Council to help deliver the requirements identified in the Housing Needs Survey.

The Chairman thanked Mr Atkins for attending the meeting.

            RESOLVED: That the progress set out in the report be noted.