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Residents from Sovereign, Twynham and The Vale Housing Associations recently put the management team from the Sovereign Housing Group under the spotlight at a ‘challenge day’, held at Marwell Zoo, near Winchester, in May. Click here to read the press release about this event.

Challenge day questions

Q What are the expectations/anticipations of SHG for resident participation in the future developments and planning of the organisation?

How do we shape needs around your aspirations? It’s about balancing service delivery and building new homes, which is very difficult. We have a responsibility to not only help existing residents, but potential residents also.

Across the Group, each Association will continue to involve residents locally in improving services, making decisions and in their local community. We will also involve residents in more Group projects; for example in strategic planning, the development of new homes, policies and procedures and in equality and diversity issues. We welcome any ideas or suggestions about how residents can be involved at a Group level.

Contact and experience with the Resident Involvement team has been 100% positive. However I was recently involved in a procurement exercise for a landscaping contract where the 3 contractors had already been selected. Technical terms used and the behaviour of staff also excluded the residents. Are our views really respected or is it just lip service? Residents are also investors in the business.

The three Resident Involvement strategies and action plans set out the expectation of meaningful involvement in such activities. However, due to this feedback, as a Group we will review our approach to effective participation in procurement and standardise the quality across the three subsidiaries.

Q Would it be possible please to have an order attached to all tenancies insisting that the front gardens and rear gardens are kept in a clean and tidy condition? It is appalling that the actions of the few should be allowed to spoil the enjoyment of the majority.

The tenancy agreement does include this; however enforcement needs to be more thorough. It’s very difficult as the courts will not evict upon this basis.

We do conduct regular estate walkabouts to identify where there may be issues and it is also possible to set up a Residents’ Charter or Neighbourhood Agreement – engaging community spirit to resolve it. However, there is no easy solution. It’s best to let your Housing Officer know of any such situation. It doesn’t help that through planning, new developments often have limited parking or even no parking at all.

We will advertise how disused cars and bulky waste can be removed in each Association’s newsletter and website.

Q How do you ensure the level of good service received is maintained and not watered down by the increased size of the organisation?

The purpose of the Group is to improve efficiency, working within a continuous improvement framework for each of the localised services. The three MD’s will be getting together over the next 6 months to look at who does what best and share good practice. We will be involving residents in this process.

The Housing Corporation will be evolving into a new regulator called Oftenant, which will focus on service standards, continuous improvement, customer focus and customer satisfaction. It is anticipated that residents will also be on the Board of this new agency. We will publish an article about Oftenant in the three newsletters and website.

Q As many of the resident/tenant forum members are of retirement age, do you feel that more effort should be made to encourage younger tenants and by whom - existing board members or maybe Housing Officers?

We are trying to engage with younger residents, as demonstrated in our Resident Involvement strategies. We recognise that we need to be sensitive to residents’ time commitments and personal situations to help tailor how we can best involve them and be flexible to their suggestions. It is also vital that make sure involvement is meaningful and makes a difference.

We have all made a commitment to investigate using new technology to help involve younger residents.

It is not only the responsibility of Resident Involvement staff and Board members to encourage younger tenants. Resident involvement is the responsibility of all front-line staff; ensuring that they are empowered to take on feedback and improve services on an ongoing basis.

Q How much influence has Sovereign Housing Group over the three Associations when it comes to Regeneration? (Specific to demolition of Strete Mount)

THA buys into a development service from the Group. The THA board then makes all the decisions.

There should not be any concern about moving somewhere where there aren’t any facilities; this is a very important part of a new development, especially for older people and is factored in as a high priority. We advise Strete Mount residents to visit the SHA flagship supported development, Carnarvon Place to see the potential of regenerating older properties.

Q How many properties have gone to immigrants and how many are planned to go to them? What impact has immigration had and is likely to have on Sovereign Group housing provision - i.e. on resources?

Every local authority has a statutory obligation to house people based on need and not on nationality. We follow this system.

We only have figures on all our residents’ ethnic origin, which does not tell us their nationality. However, we now monitor nationality when letting to a new resident through the Continuous Recording process. In 2007-8, we housed the following:

In 2004, a study was carried out by the Office of the Deputy Prime Minister (ODPM) to evaluate the impact of the 8 new Accession states to the European Union. Every social housing provider had to provide the data on new lettings. The conclusion of this study was that the impact on social housing service provision is negligible, as the vast majority of immigrants are housed by the private rented sector.

Q How will you oversee and monitor the workings of the different associations?

The purpose of the Group structure is to create efficiency and cut down on bureaucracy – to allow the subsidiaries to deliver the service. There are subsidiary representatives on the Group board to make sure each association’s interests are taken into consideration.

The Group Management Team and Board review the performance (service and financial) of the three Group members every quarter.

Q I am registered disabled, but I have a live-in carer. We are not "partners" so 2 bedrooms are needed. What, if any, are your future plans for suitable housing of this type?

We need to take local needs and local authority demand into consideration.

This is made difficult by Section 106 [where a proportion of a development is allocated as affordable housing] developments where the developers/planners decide where to build. It is easier when we have ultimate control of a development.

Three specialist organisations: John Groom, Ability and Advance work with the Sovereign Development Consortium to give expert advice about our own developments.

If your home is no longer suitable, there’s a long wait for specifically built schemes – however, grants are available for disabled adaptations.

Q Do you have or would like people with disabilities to consult with?

Yes, it would be valuable to have a disability access group. We will take this further with the help, knowledge and experience of MJM. It is important we share the experiences from across the Group.

Q On your new homes in the future, will you be taking into consideration ecological issues, thus hopefully decreasing energy and water bills for those residents? Are you planning on adapting and improving your older stock in a similar way?

From April 1 all Housing Associations need to build to Code of Sustainable Homes level 3, which means that properties will need to meet performance targets in the following categories: energy; water; materials; water run-off; waste; pollution; health and wellbeing; management; and ecology.

VHA were the first HA to achieve ISO14001 10 years ago; VHA are working with the rest of the Group to move towards improved environmental standards. This comes at a high cost and the technology is not there and it cannot be extended to 23,000 homes. The cost won’t come down until private developers have to do the same.

Q As an environmental graduate, I'm very impressed with Sovereign's excellent environmental policy, but how is your performance against these admirable aims actually monitored and measured? Are the results published anywhere?

We are now looking at developing a Group Environmental Policy, led by VHA. This will make specific commitments and progress will be monitored by management teams and the Board. Our performance will be published on the websites and in our newsletters. We will also look at ways that residents could help with monitoring.

In the meantime, to help with recycling, we will publish information on the three websites for contact details for each Local Authority.

Q When Vale were thinking of joining the SHG the Resident Board Members of each Assoc. met to discuss various items. What do you think of the idea that "normal" residents should meet either formally or informally during the year to discuss various matters? Would you be in agreement to setting this up?

That is the main purpose of today – to test the water. If you think this is valuable, it will be continued – your issues are similar and you should be given the opportunity to share your experiences.

We will be scoping this forum with Group Resident Board members in July.

Q Would there be a possibility in the future for new homes to be built with fencing in good repair, as this seems to be a contentious issue amongst residents?

All three associations are currently working towards joint and similar policies but this is one area that will prove difficult to harmonise because it is dependent on so many factors, not least the cost issue.

All new homes are built with fencing that complies with our design standards. Unless there are any specific planning requirements the boundary fencing will be 1.8m high treated timber close boarding between concrete posts and with concrete gravel boards. With Individual homes fencing is generally 1.8m high close boarded for the length of the patio area, and then 1.2m high close boarded elsewhere. Less frequently, chain link fencing will be provided.

The close boarded timber fencing is of good sound quality and will provide a secure and stable perimeter for many years, so long as any damage caused is professionally repaired, and the timber is treated with a stain/preservative finish every 3 to 5 years maximum.

With existing properties the void standard requires that all fencing to the property should be sound and in a good serviceable condition, allowing the new incoming tenant to maintain the fencing for the life of their tenancy.

Q Do all incomes generated within SHA remain in SHA? If not, in what manner does the Sovereign group benefit from the income from SHA income?

Each of the organisations within the Group retains and manages its own income and sets its own budgets, which are agreed with their Management Boards. There are a number of services which are delivered and shared across the Group and each organisation pays for these on a pre-determined basis.

Q What is the overall planned size of the Sovereign Group?

The current strategy of the Sovereign Group is to grow to 30,000 homes by 2010.

Q What steps do you feel should be taken to raise the profile of SHG and its subsidiaries in a positive light?

A recent report commissioned into looking at the external view of Sovereign, has found that the Group and subsidiaries all have a very good profile amongst the partners and its residents.

There are various ways in which we currently raise the profile of the Group: all the Managing Directors and Ann Santry have appeared as guest speakers either at regional or national sector conferences; Ann is a board member of the National Housing Federation; we have a strong presence in housing and development press; we work closely with different agencies, for example Local Authorities, the police, voluntary agencies.

Q Do you read the minutes of the various resident meetings to keep your finger on the pulse of what is going on?

Steve Russell , VHA: I try to attend as many of the resident meetings as I can in order to gauge any concerns.

Marion Franks, THA : The minutes of Twynham Residents Forum are circulated widely to Twynham managers and I always read them to see what issues are being discussed. I raise items with managers where necessary as a result.

Paul Crawford, SHA – Managers across SHA, including me look at all the feedback we get from residents, which we receive in a variety of ways, including Resident Associations, Quality Action Groups, complaints and compliments etc.

Q What is the policy with regard to differential rental charges between old and new properties?

The current rent regime which all social landlords are required to work towards, allows for a closer harmonisation of rents by 2012. This should mean that for similar properties in the same location, the rents being charged by social landlords will be broadly the same.

Until this differential has been eroded the annual rent increase will vary dependent on the existing rent.

We continue to work towards all our rents for both old and new homes being set at their “target rent”. This is established by using a government formula based on local average wages and house prices and is used by all housing associations.

Q What incentives/disincentives are there for people who look after their property?

A couple of years ago SHA introduced a resident incentive scheme called MoRE with the aim of rewarding residents who look after their homes and keep to the terms of their tenancy. Rewards include things like Saturday morning repair appointments, entry in to prize draws and contributions to neighbourhood events. Over 1,000 residents have signed up and feedback is good.

THA have introduced a similar scheme recently which has proved to be popular with residents and VHA are currently looking at adopting the scheme.

Disincentives relate to tenancy enforcement.

Q What changes would you like to see in Government housing policy?

We agree with the policy of providing new and more homes, however we also believe it to be idealistic in its delivery assumptions, especially with regard to finances.

Q What services will you provide for older people and the disabled in the future?

VHA are currently conducting a review of the services it is likely to provide in the future. With a high proportion of residents either being elderly and/or with disabilities; it’s recognised that this is an important agenda for our tenants.

SHA is giving a focus to homes and services for older people and trying to work closely with our older residents to make sure we keep getting it right We are building new homes that are popular and in demand, for example, Carnarvon Place in Newbury and we hope to do more of these.

We also have an SHA support service for older and vulnerable people, which focuses on us delivering individual and tailored support to meet changing needs. We also have the Care Centre, which not only supports thousands of older and vulnerable residents through the emergency care line, but is installing Assistive Technology, such as fall detectors, movement sensors to assist people.

THA will be concentrating on these services over the next few months. In particular we will be promoting Aids & Adaptations to enable older and disabled residents to stay in their homes. We will also be building up a more comprehensive database so that we can respond better to the needs of individual residents. In the longer term we are planning to provide a new housing scheme on our Somerford estate for older residents similar to Carnarvon Place.

Q Why does the Vale seem to be losing its identity?

Steve Russell , VHA : I’m unclear as to the basis of this question and do not see any evidence of this at all. VHA has retained its Board and staffing structure and services continue to be delivered in the same way as before it became part of the Sovereign Group.

Q How is the eco-village project in South Glos coming along?

SHA was recently selected by Barrett’s as their Housing Association partner to work with them on the development of Hallam Hall in Bristol and it’s exciting! The homes will be built to a very high environmental standard and will be fully sustainable.

A Resident consultation event was held recently. The designs were well received by the group. We are currently developing the estate management arrangements and the design development work is ongoing. The target for planning application to be made is July/August this year.

Q Do you feel that tenants are hindered from being able to challenge business plans and strategies at board level and if so, what actions do you plan to resolve this?

As all the Boards have resident representation, this should not be an issue. Although the Board comprises of different groups, the overall aim of all its members is to meet the common goals of the community and business it serves. We will shortly be working with all the resident board members to create a training and support framework that will enable them to feel more confident.

Whilst some residents may struggle with the skills needed to understand business planning issues, they should nevertheless feel comfortable that their own views have been listened to and discussed before a final business plan /strategy is implemented.

We will be developing methods over the next few months to ensure that non board member residents have opportunities to influence the strategic direction of the Group and we will welcome suggestions on how best to achieve this.

Q Does the group feel that now having four paid boards will be a strain on the business plans and strategies of the poorer subsidiaries?

Board members will be paid within the Housing Corporation’s guideline amounts for Board pay and these are relatively small costs to include in our business plan.

This agreement to pay Board members recognises the significant amount of time people put into what is now a fairly complex business.

Q Why can't I have a loft conversion if I am willing to pay for it and maintain it?

Building control should ensure standards are correct at the moment a loft conversion is built but there is always a possibility that at some future point, on a re-let for example, new tenants remove some of those safety features, e.g. fire doors. This then places a direct responsibility on the landlord and in general is not one that we want to take on.

SHA does allow residents to upgrade their homes with a professionally constructed loft conversion, as long as full planning and Building Regulation approval is obtained, and an appropriate design includes all necessary and professionally prepared structural calculations. The overriding factor is that the property is suitable for alteration to include a loft conversion.

Residents may be able to get compensation for some improvement works carried out to their homes when they leave, however, this is subject to formal written confirmation of approval obtained in advance of starting the works, and subject to the maintained condition of the improvement at the time of leaving.

Q How do you plan major upgrades to kitchens, bathrooms and gardens?

For kitchens and bathrooms, all of us expect to replace these over a given “life” cycle. Therefore, depending on the age of the property a full replacement programme can be mapped out. In the case of VHA, we consult tenants prior to replacement about any new layouts etc and colours.

In respect of gardens, apart from any health & safety issues, these would be the responsibility of the tenant.

All the primary elements of your home, for example kitchens, bathrooms, boilers, windows and doors have been designed and manufactured to last, through normal use for an optimum number of years. We call this the “component life cycle”. We plan our spending over 30 year period and allow for the replacement of all of these elements. For example a kitchen has a life cycle of 25 years and we plan to replace it is in year 25 of our 30 year plan.

In early 2007, SHA asked 1000 residents to tell us their priorities for investment, and with our Quality Action Group we established a new Forward Maintenance Plan and set aside monies for the major upgrades over the next 30 years.

Each year we carry out a survey of 20% of our homes, update our information and confirm which, homes will have major upgrades over the next 5 years. We then consult with those residents and confirm layout, design and colour choices, and agree a convenient date to carry out the works.

THA follow the same principles as SHA and they now administer our forward maintenance programme on our behalf. We are about to conduct a resident consultation exercise on priorities for future investment in our stock.

Q Why do I pay more for a two bedroom house in a little village compared to my parents who have a huge three bedroom council house in a town three mins away from my house?

I think this will be resolved when full harmonisation of rents is achieved in 2012. It sounds as if your parents are paying below the rent that would be charged if the property were to be re-let. The higher annual rent increases in future will eventually mean that the rent for the three bed property will exceed the two bed property.

Q I'm a private owner of a house on a development with a portion of affordable housing. Every night I am subjected to around 3-4 hours of continual swearing, screaming and ball games smacking my house and my car - from a bunch of children (living in the affordable housing segment). They are rude, aggressive and disrespectful and make my life a living hell. How do you propose this is resolved?

Anti Social Behaviour in all forms and from whatever source is a problem for all agencies, not just ourselves as landlords. We all try to bring pressure on the tenants involved but our direct powers are limited without the help of the police.

We have a range of responses and measures, some of which are successful but unfortunately not all and some issues take a significant amount of time to resolve.

Q Why does it take 3 days to respond to an urgent maintenance issue and why does it take 21 days to respond to a routine maintenance issue?

Each organisation sets a target for responding to different maintenance problems depending on the urgency/ impact of the issue when it’s notified to us.

Hence a reported electrical fault may have health and safety implications and it is likely that each of us will want to respond urgently. On the other hand, a fence repair will be considered as a lower priority and will be carried out on a later timescale.

None of us have the capacity to respond to all requests immediately and like any business we have to plan our work and allocate our resources on an agreed basis but at the same time be able to respond to emergencies at a moment’s notice, for example, during the floods in 2007.