Strategic Plan 2016-21 - Civica

Strategic Plan 2016-21

A fresh approach to people, homes and communities

Our shareholder has set its vision as working together for a brighter future, a better Barnsley.

B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1

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Welcome to our Strategic Plan which sets out what Berneslai Homes aims to achieve over the next five years for our customers and our community. It explains who we are, what we do and outlines the opportunities and challenges that we face.

The next five years will bring further changes to how social housing providers operate and we want to ensure we remain at the forefront of cutting edge service provision and remain true to our ethos of customers at the heart of everything we do. At the same time we will have to work within new financial parameters and ask ourselves what do we do, can we do it differently, do we need to do everything we

do now, in order to evidence continuing value for money.

In 2015 we were very pleased that our shareholder, Barnsley Metropolitan Borough Council agreed to extend our service agreement for a further five years from April 2016 to March 2021. Our shareholder has set its vision as working together for a brighter future, a better Barnsley. We know that Berneslai Homes is a key partner within this and will always ensure that our strategic direction and priorities are aligned

to those of the Council.

Berneslai Homes has a fantastic track record and that comes down to the efforts of all our staff and the Board working with key partners. We would particularly like to acknowledge the strong working relationship we have with the Barnsley Federation of Tenants and Residents and all of the Tenants and Residents Associations and

individual tenants who work alongside us to maintain our excellent service offer.

Our strong delivery and spirit of partnership working means that we are well placed to respond to the new policy framework, to the challenges of devolution and the priorities of our shareholder. We know that the next five years will present challenges but we also know that by working together we can build a bright future for our customers and Berneslai Homes.

Foreword by the Chair and Chief Executive

Helen JaggarChief Executive Officer

Melvyn LunnChair of the Board


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Contents

Executive Summary 06

About Us 08

Our Opportunities and Challenges 10

Our Service Offer 13

Our People 22

Appendices 24

Executive Summary

Berneslai Homes was established in December 2002 and is the Council’s Managing Agent for the management and maintenance of council housing in Barnsley.

Barnsley Homes Standard

24/7 Responsive Repairs

Rent Collection

Visible and Accessible Front Line Staff

Choice Based Lettings

Housing and Estate Management

Tenant Engagement

CORE

New Supply

Getting Connected

Tenant Support

Helping People into Work

Fuel Poverty

ADDEDVALUE

Barnsley Homes Standard

24/7 Responsive Repairs

Rent Collection

Visible and Accessible Front Line Staff

Choice Based Lettings

Housing and Estate Management

Tenant Engagement

CORE

New Supply

Getting Connected

Tenant Support

Helping People into Work

Fuel Poverty

ADDEDVALUE


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Berneslai Homes recognises its role in the delivery of Future Council and our contribution includes;

• Making the best use of and maintaining the existing housing stock

• Supporting new housing development through new build and acquisitions

• Bringing private sector empty homes back into use

• Providing early targeted support for households and families facing

multiple problems

• Allocating social housing fairly and to those in most housing need

• Investing in renewable energy

• Providing choice and options to help vulnerable and older people live

independently in their own homes

• Providing a managing and lettings agent service to private rented landlords

• Supporting neighbourhood management initiatives within targeted private

rented sector areas

• Community involvement and engagement to support strong and

resilient communities

• Being a key a partner of One Barnsley signed up to the Apprenticeship

Pledge and Local Spend targets

• Premier Supply partner

• Major employer in the locality

• Providing financial inclusion and digital inclusion support for people to

maintain their tenancies and access employment

• Making links between housing and health to mitigate or prevent escalating

health and social care costs


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Berneslai Homes is a company limited by guarantee and is overseen by a Board of Directors who meet six times a year.

Underpinning this structure is the Customer Involvement Agreement, a commitment made between Berneslai Homes, the Council and Barnsley Federation of Tenants and Residents to ensure our customers are fully involved in developing and shaping our services.

Our service standards are regulated by the Homes and Communities Agency.

The implementation of policies and the day to day running of Berneslai Homes is delegated to the Chief Executive and the Senior Management Team. The executive are held to account by the Board against annual Service Business Plans. Overall performance is reported to the Council on a quarterly basis against headline priorities and asks of the shareholder.

About Us

BOARD

Human Resources Customer Services Audit

CHIEFEXEC

Director ofCorporate Services

Director ofCustomer & Estate

Services

Director of Assets, Regeneration &

Construction Services

B E R N E S L A I H O M E S D E L I V E R Y P L A N 2 0 1 6 - 2 1

A fresh approach to people, homes and communities

Great Place, Great People, Great Company

Our Vision is

Our Values are


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Financial Landscape – The viability of the Housing Revenue Account (HRA) is dependent on rental income collection, the Chancellor’s decision to reduce rents by 1% a year over the period 2016/17 to 2020/21 will mean a £13.2m rent loss to the business plan. This is a substantial proportion of our resources and significant savings will have to be made leading to a remodelled service offer to our customers. In addition the revised Government rent policy means it is no longer possible to repay the debt within 30 years, therefore a revised future debt repayment policy has been agreed with the Council.

Policy Landscape – Proposed new legislation in 2016 introduces significant changes to the policy direction of social housing in forthcoming years. High earning social tenant households will have to pay a market rent known as Pay to Stay which may lead to some households feeling pressurised to take up their right to buy or adversely may act as a disincentive for households to remain in work and lead to dependency on housing benefits. The enforced sale of high value voids takes away the local authority’s control of its own assets and will lead to reducing stock levels and pressures on the waiting list and reducing rental income again impacting on the viability of the business plan.

Our Opportunities and Challenges

New legislation in 2016 introduces significant changes to the policy direction of social housing in forthcoming years.


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The Government’s housing policy is focused on home ownership through starter homes and shared ownership, and Social housing is a shrinking sector for those in housing need at a moment in time. This will become more explicit with the ending of secure tenancies for life.

Demographics – Our current customer profile shows that 39% of customers have a disability and over 32% are aged 66 years and above. All indications are that people are living longer with increasing support needs but with the desire to remain independent in their own home. The number of households who are vulnerable with dependency and support needs is growing. Health inequalities continue to be a challenge with many communities in Barnsley being ranked in areas of deprivation. Our customer base is likely to shrink but be more dependent with increasingly complex lifestyles as the company and its partners have fewer resources to provide personal support.

Customer Expectations – As a local council housing company we listen to our tenants and talk to our Council and we do more than just manage homes – we help develop communities and support the needs of tenants. We believe that tenant engagement is essential in shaping and improving services as well as building trust and communication with our customers. Our customers continue to tell us that the repairs and maintenance service is the main determinant of satisfaction with the company and we will take this into account in ensuring the Council’s assets are protected within our remodelled service offer. Customer expectations are changing with people wanting to use the website and social media to contact us, and our focus in the next few years is to have an increasing number of services that are self-serve within the financial and ICT constraints that exist.


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BARNSLEY

ROTHERHAM

DONCASTER

RETFORD

WORKSOP

BOLSOVERCHESTERFIELD

SHEFFIELD

Regional Devolution – The Sheffield City Region devolution deal is about business growth, jobs and skills and infrastructure. Housing is an important part of economic growth and the commitment is for 70,000 to 100,000 new homes to be built over the next 10 years. The deal will devolve housing loan funds to the region, establish a Joint Assets Board to maximise land availability and seek to establish a Housing Investment Fund. As a member of the Strategic Housing Partnership Board and Sheffield City Region Housing Providers Forum we will make sure Berneslai Homes are involved in engaging with the development programmes and seeking outcomes that support affordable housing options.

Our Service Offer

Our main priorities have remained the same and they are still the areas our customers and shareholder tell us are important to them and have the greatest impact on the wellbeing of individuals and communities.

Our four priorities which will help us to achieve our vision are:


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Excellent Customer Services

Sustainable Communities

Partnership Working

Successful Well Managed Company

BARNSLEY

ROTHERHAM

DONCASTER

RETFORD

WORKSOP

BOLSOVERCHESTERFIELD

SHEFFIELD


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Our Journey So Far• We have achieved consistently high tenant satisfaction ratings

• We have a tenant led organisation evidenced by external accreditation

• We have a 24/7 responsive repairs service which focuses on quality, cost and time

• We have improved all homes to the Barnsley Homes Standard

• We have 88% of tenants satisfied with the repairs service and 98% with Barnsley Homes standard work

• We have supported tenants to sustain their tenancies and contribute to the wider community

• We have achieved a low level of voids and few difficult to let properties and areas

• We have an open and fair housing register

What will we deliver in the next five years?• We will make best use of the council’s social housing assets

• We will maintain all homes to the Barnsley Homes Standard

• We will have a high quality repairs and maintenance standard delivered within a much tighter fiscal framework and an aligned service offer

• We will have an Access to Services strategy promoting self service and value for money including a range of e-enabled services for customers

• We will provide a tenancy support service that help tenants pay their rent

• We will sign post support to help tenants in fuel and food poverty

• We will have robust tenant engagement practices to help communities be resilient and shape local services

Excellent Customer Services


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How will we measure our results?• We will strive to maintain our overall satisfaction levels • We will deliver an annual Barnsley Homes Standard programme• We will ensure core business processes and outcomes are at or above industry standard • We will ask customers if they would recommend Berneslai Homes as a provider of choice to family and friends• We will ask customers if they believe we treat them fairly and with respect


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Our Journey So Far• We have successfully delivered mixed tenure whole estate regeneration

• We have built and acquired properties for the first time in 30 years

• We have supported the development of cohesive communities where people get on well with each other

• We have increased the use of sustainable energy sources for heating and electricity

• We have provided support to the private rented sector and bought empty homes back into use

• We have remodelled our sheltered housing provision

• We have provided a comprehensive housing and community engagement service

What will we deliver in the next five years?• We will encourage new housing development in partnership

• We will build or acquire quality, affordable and sustainable homes within budget constraints

• We will have a viable private rented managing agent service

• We will continue to move towards sustainable energy sources

• We will identify and support vulnerable people to live independently

• We will support communities to be strong and resilient

Sustainable Communities


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How will we measure our results?• We will acquire stock within budget parameters• We will be a key partner of choice in strategic housing growth programmes• We will increase the number of properties with sustainable energy technology• We will have a manageable level of tenancy turnover• Wewillfindoutwhether customers believe people from different communities get on well together


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Our Journey So Far• We are a member of the One Barnsley Board

• We attend the Health & Wellbeing Board

• We have senior representation within Community Safety Partnership, Stronger Communities Partnership and Safeguarding Boards’ governance arrangements

• We are a member of the Strategic Housing Partnership Board

• We have a tripartite Community Involvement Agreement with the Barnsley Federation of Tenants and Residents Association and BMBC

• We are a major contributor to the work of the National Federation of ALMOs at Board and Executive level and recognised as a national exemplar

• We have undertaken proactive work with the third sector and promotion of volunteering

What will we deliver in the next five years?• We will be strategically aligned to BMBC’s housing strategy and growth priorities

• We will maintain our reputation at a national level

• We will have a strong and sustainable tenant engagement and involvement framework

• We will work with partners at a local and regional level to seek shared value for money solutions

• We will work with partners to assist in tackling anti social behaviour and community tensions

• We will continue to be engaged with the third sector

Partnership Working


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How will we measure our results?

• We will be a key partner of choice in strategic housing growth programmes• We will contribute to One Barnsley outcomes• We will be partner of choice within partnership frameworks • We will contribute to the national policy debate through recognised trade bodies• We will increase uptake of volunteering by the community and staff


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Our Journey So Far• We have achieved a financially viable business plan

• We have generated efficiencies and savings which have been reinvested in front line services

• We have managed prudently to enable the company to be resilient in times of adversity

• We have successfully secured external funding

• We have a successful and profitable in house Construction Services trading arm employing a skilled and safe workforce

• We have achieved Investors in People and Health & Well Being best practice award demonstrating our credentials as an employer of choice

• We have achieved Top 100 Best Company not for profit listing

• We have a fit for purpose governance and co regulatory framework

• We are a socially responsible company providing employment and investing in communities

What will we deliver in the next five years?• We will maintain our focus on delivering high performance services at value for money cost

• Within increasing financial constraints we will continue to invest in communities to the best of our abilities

• We will continue to focus on generating efficiencies to support economic development and affordable housing growth in Barnsley

• We will be an employer of choice

• We will retain a skilled and flexible workforce which is responsive to change

• We will ensure that our working methods are modern which make the best use of technology

• We will have a profitable in house Construction Services trading arm employing a skilled and safe workforce

Successful Well Managed Company


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How will we measure our results?• We will maintain staff satisfaction levels • We will spend at least 50% of our funds locally supporting the Barnsley economy• We will have an in house Construction Services tradingarmwhichisprofitableandhas afirstclasssafetyrecord• We will have technology that enables our front line employees to work effectively • We will employ as a minimum 3% of our workforce as apprentices• We will maintain our company wide Health and Safety audit ratings • We will meet our equality and diversity commitments

Our People

We are committed to being an employer of choice by offering an attractive reward package and a positive working environment. We seek pride and commitment from all our staff.


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Total Workforce 508

• 4.5% of our workforce are Apprentices• 30% of our Apprentices are women• 47% of the top earners are women• 6% of our workforce classify themselves as disabled

To be anEmployer

ofChoice

To valueDiversity

andInclusion

To be anDeveloper

ofPeople


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The company utilises the highly regarded Investors in People national framework to drive continuous improvement. It achieved the Gold Standard and the Health and Wellbeing Good Practice Award in 2014.

The company is also recognised as a top 100 not-for-profit sector organisation, which demonstrates the company’s commitment to providing a great workplace.

The commitment demonstrated by our staff and our continuous drive to always improve the services we deliver resulted in the company being awarded Social Housing Equality Framework’s ‘Excellent’ accreditation in 2015.


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1. SWOT/PEST

2. BMBC Asks of Berneslai Homes

3. Top 20 Headline Objectives 2016/17

4. Key Performance Indicator Data set 2016/17

5. Financial Statement

6. Board and Committee Structure

7. SMT Structure

Appendices

1. SWOT/PEST Analysis

Strengths Weaknesses

• Clear strategic vision and objectives • Strong brand identity• Track record of continual improvement• Sustained high customer satisfaction• Value for money demonstrated by benchmarked low cost and high performance• Stability through 5 year rolling contract with BMBC• Commitment to Barnsley, its community and economy• A strong co regulatory relationship with a strong and effective Barnsley Federation of Tenants and Residents • Successful partnership working both locally and nationally• Robust governance arrangements• Effectivefinancialcontrolandbusiness planning skills and access to PWLB for low interest rate borrowing• Affordable rents • Employer of choice• Highly skilled, committed and trained workforce• Track record of prevention, support, safeguarding and enforcement on estates• Well maintained stock to decent home levels• Investment in green renewable technologywithguaranteedfinancial returns• Leadership on community cohesion, equality and diversity• A strong approach to risk management and resilience planning

• Inadequate resources to fund the 30 year plan• Heavy reliance on single funding stream supplemented by grant funding• Lackofmeaningfuldiversification• Boardmembershipandstaffing structuresarenotfullyreflectiveofthe local community• Impact of public sector cuts in terms of partnership capacity and front line staff absorbing additional tasks that are not core business• Low overheads/management costs means limited capacity to respond to externally driven policy changes• Slow progress/capacity to implement major ICT initiatives which would support VFM• Blurring of company identity and role with ‘the Council’ in public eyes • Debtprofileandcapacityforinvestment in replacement stock to meet customer needs

Opportunities

Threats

• Public Health and Wellbeing agenda• Access to Services Strategy and re-modelled service offer to deliver savings and VFM.• SCR Devolution Deal• Ability to trade• Housing growth models• Maximise external funding

• Changes to national housing policy with a focus on home ownership and a move away from social/affordable housing rent ie continued enhancement of RTB scheme, Pay to Stay and Enforced Sales• Direct/indirect implications from public sector cuts • Impact of public sector reform including NHSreform,benefits/welfare/Universal Credit and impact on collection costs and rent arrears. • Abolition of lifetime tenancies• Public unrest/disorder and breakdown in community cohesion/rise of far right extremism• Staff morale• FRS17/changes to pension arrangements


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Political and Legal

Socio-cultural

Economic and Environmental

Technological

• Government’s spending cuts and policy reviews• Future Council• One Barnsley• Community cohesion • Changes in regulatory requirements

• Demographic changes leading to shifts in demand for location and types of property• Dependency culture• Crime, anti-social behaviour• Health and Wellbeing – focus on early help and preventionNeed for provision of new and affordable rented housing/ intermediary tenancies• Increase in customer aspirations• Stock turnover• Migration of workers• Increasing ethnic diversity in Barnsley• Regeneration of Town Centre• East/West Borough divide• Community Strategy• One Barnsley Volunteering Strategy

• Global economic instability• Inflation/interestrates• Change from use of RPI to CPI• Ability to diversify• Poverty and deprivation• Unemployment/worklessness• Rising house prices/affordability• Risk of increased homelessness• External funding opportunities• Low Carbon Agenda• Climate Change – Flood risk• Increased competition from private sector as council rents move to target rent

• Digital Agenda• Capacity of ICT• Barnsley Library and Information Services including Call Centre• Mobile working/homeworking


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2. Barnsley Metropolitan Borough Council (BMBC) Asks of Berneslai HomesBMBC’s 20 year housing strategy 2014-33

1. Support new housing development: housing growth, encouraging development, working with developers to unlock stalled/unviable sites, workingwithSheffieldCityRegionCombinedAuthority,Communitiesand LocalGovernment&theHomesandCommunitiesAgencytodeliverBarnsley’s priorityhousingsites;

Asks of Berneslai Homes:• Offer continued engagement and support to the Strategic Housing Board, which is the vehicle to over-see the implementation of the Housing Strategy. • Work with BMBC to ensure that we can maximise opportunities to support housing growth development across our strategic growth zones to create well managed, mixedtenurecommunities-makingeffectiveuseofidentifiedreservesmonies.

2.Buildhighquality,desirableandsustainablehomes:gooddesignsandplace making, providing a broad mix of homes to meet the wide range of needs of Barnsleyresidents,improvingenergyefficiencyandreducingcarbonfootprintfor newbuild;

Asks of Berneslai Homes: • Work in partnership with BMBC to deliver a ‘Value for Money’ Investment Programme for future Build and Acquisition activities. • Work with BMBC to deliver its Energy Strategy including promotion of the Better Homes Barnsley scheme and associated initiatives.

3. Make best use of and improve existing housing stock: addressing major issuesaroundpoorqualityprivaterentedstock(i.e.EmptyHomesProgramme, EnergyEfficiency,Enforcement),andmaintainingCouncilstockinlinewiththe businessplan; Asks of Berneslai Homes: • Support the delivery of the Empty Homes Strategy. • Continued delivery of the Barnsley Homes Standard investment programme evidencing how it improves the quality of Council Housing Stock and the individual well-being of tenants. • Implement a new asset management database. • To consider making use of the Better Homes Barnsley procurement arrangements forthedeliveryofenergyefficiencyworkprogrammesinregardtoacquiredand non-traditional build stock.


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4. Develop strong and resilient communities: Working in partnership with the ALMO,privatelandlordsandAreaCouncilsonlocalhousingprioritiesi.e. deliveringactionplansforkeyregenerationareasincludingGoldthorpe andThurnscoe;

• Work in partnership with BMBC to drive forward the Community Plan to regenerate housing provision within Goldthorpe. To include: • Support in progressing clearance works and the re-development of Beever Street. • Look to prioritise environmental improvement works to support clearance and re-development activity. • Work in partnership with BMBC to develop a private sector housing focussed neighbourhood management model for empty and private rented accommodation. • Promote the new managing agent service and the Landlord Accreditation Scheme. • Continue to support BMBC in working in partnership with BMBC and Keepmoat to deliver the regeneration of ‘The Seasons’ estate. • Work with BMBC to identify emerging housing regeneration investment priorities (Private Rented Sector and Berneslai Homes) and to explore funding opportunities/ options appraisals to ensure long-term sustainability of our neighbourhoods.• To work in partnership with BMBC to deliver commissioned services for the Troubled Families programme and maintain effective partnership working in tackling Anti-social Behaviour.• Provide an update on key activities which address digital inclusion and skills opportunities within the quarterly performance report. • To work in partnership with BMBC to encourage household recycling.

5. Support younger, older and vulnerable people to live independently: working to address ageing population, improving range and options of supported accommodation,greaterchoiceandoptionstoliveindependently,supporting youngerpeopletoaccesshousing,tacklinghomelessnessandtravellers.

• Work with BMBC (and relevant commissioners/providers) to respond to the outcomes of the Older and Vulnerable Persons Needs Assessment.• Work with BMBC to deliver schemes which emerge from the Local Plan relating to permanent Gypsy and Traveller provision within the borough.


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3. Top 20 Headline Objectives 2016/17

STRATEGIC PRIORITY 1: EXCELLENT CUSTOMER SERVICES• To proactively support people to pay their rent and sustain their tenancy• To develop a remodelled Access to Services Strategy promoting self serve• To deliver a responsive repairs service focusing on quality, cost and time• TodelivertheBarnsleyHomesStandardprogrammeforthebenefitofthe individual wellbeing of tenants and improving the quality of the housing stock • Toproviderobusttenantengagementpracticeswhichinfluenceandshapeservice delivery at a local level

STRATEGIC PRIORITY 2: SUSTAINABLE COMMUNITIES• To explore options to maximise the supply of new social or affordable housing for rent• To deliver sustainable energy sources which will help address fuel poverty and improve health • To support communities to be strong and resilient• To respond to the borough wide housing needs assessment to support vulnerable people to live independently• To be an active partner in local safeguarding arrangements to protect vulnerable customers

STRATEGIC PRIORITY 3: PARTNERSHIP WORKING• To ensure the company’s strategic outcomes are aligned to Future Council direction of travel• To be a member of the Strategic Housing Partnership Board overseeing the implementation of the borough’s Housing Strategy• ToengagewiththeSheffieldCityRegiondevolutionframeworkseekingaffordable housing options• To ensure a strong working relationship between the Federation, the Board and the Executive• ToensureBerneslaiHomesandBarnsleyhasavoiceandinfluencewithinthesector at both regional and national level

STRATEGIC PRIORITY 4: SUCCESSFUL WELL MANAGED COMPANY• To ensure robust systems are in place to monitor, manage and report on the viability of the business plan• To implement the outcomes of the social housing stock condition survey• Todeveloparemodelledserviceofferwithinthenewfinancialandpolicylandscape• To achieve a Construction Services surplus of between 1 and 4% within the challenges of the Property, Repairs and Improvement Partnership contract• To be an employer of choice for both existing and future employees


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4. Key Performance Indicator Data set 2016/17

Indicator Ref.

Description 2014/15 Outturn

Upper Quartile

2015/16 Target

2016/17 Target

BH1 The percentage of all tenants satisfied with the overall service provided

91% 88% 90% 90%

BH2 The percentage of tenants that are satisfied with their neighbourhood as a place to live

89% New KPI

85%

BH3 Number of complaints received 130 Direction of travel

to be main-tained

BH4 The percentage of tenants satisfied with the repairs and maintenance service

88% 86% 86%

BH5 The proportion of local authority dwellings which are non decent dwellings at the start of the financial year

4.29% 0.0% 4% 4%

BH6 Priority 1 Repairs– 24 hours per-centage completed on time(PRIP KPI 6)

99.86% New KPI

95%

BH7(PRIP

KPI13)

Average time for non urgent repairs

9.53 days 9 days 9 days

BH8(PRIP

KPI12)

Percentage of responsive repairs for which the LA made and kept an appointment

99.18% 99.08% 99.08%

BH9(BV212)

Average time to re-let local authority housing (calendar days)

23.61 days

22.78 22.5 22.5

BH10(BV66a)

Rent collected by the local authority as a proportion of rents owed on HRA dwellings

98.6%1 99.6%1 96% 96%

Upper quartiles are based on Housemark Performance Improvement Club 2014/15 ALMOs and Local Authorities (with greater than 10,000 dwellings) Peer Group.

1. The Housemark benchmarking definition is slightly different to the BV66a definition and 2014/15 outturn performance using the Housemark definition is 99.4%


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5. Financial Statement

Housing Capital Investment Programme 2016/2021

Housing Revenue Account 2016/17 Budget

Income: £M

Rental Income 71.1Other Income 2.3

Total Income 73.4

Expenditure:

Capital Financing and Asset Charges 49.5Repairs 18.0Managing the Service 16.7Of which relates to Berneslai Homes Management Fee 13.9Other (Rents, Rates, Taxes and Bad Debts) 1.2

Total Expenditure: 85.4

Base Budget 12.0

Contribution from the Working Balance -12.0 Surplus/Deficit 0

2016/17 £M

2017/18 £M

2018/19 £M

2019/20 £M

2020/21 £M

Total £M

CoreProgramme

24.590 20.831 21.353 21.888 21.073 109.735

Added ValueInvestment

12.100 7.623 3.844 0.000 0.000 23.567

Total 36.690 28.454 25.197 21.888 21.073 133.302


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6. Board and Committee Structure

7. SMT Structure


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Director ofCorporate Services

Alison Rusdale

Chief ExecutiveHelen Jaggar

Director ofCustomer & Estate

ServicesDave Fullen

Construction ServicesManager

Gary Williams

Director of Assets, Regeneration &

Construction ServicesSteve Davis

Tenant MemberJoan Gaines

ChairMelvyn Lunn

Independent MemberPaul Hayes

Independent MemberGary Ellis

Independent MemberLaura Rawnsley

Tenant MemberLiana Khachatryan

Tenant MemberAsa Steele

Council MemberCllr Jeff Ennis

Council MemberCllr Caroline Makinson

Council MemberCllr Roya Pourali

Human Resources Customer Services Audit

Berneslai Homes Limited(a company registered by guarantee)

Registered company number 4548803

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Documents

Strategic Plan 2016-21 - Civica