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Resident and Board Partnership
 

Resident and Board Partnership reports

Joyce Ward
Read the latest meeting reports from Joyce Ward, a resident and Chair of Sovereign’s Resident and Board Partnership – a key part of how the organisation operates.

Here she talks about some items on the group’s latest agenda and how residents are helping to influence what Sovereign does. 

You can also read more from Joyce as she also contributes to the  Sovereign blog


Here are some highlights from our last meeting.

Board update

The Sovereign Board had been busy on the 2019/20 budget, reviewing the People Strategy (about new ways of working and the importance of employees living the organisation’s values) and assessing possible impacts of Brexit. They’d also discussed government grant funding which is allowing the business to build more new homes for rent (including using modern methods and modular construction), the latest performance figures, the impact of fixed term tenancies, fire door replacement funding and welcoming Tom Titherington as Executive Director of Development and Commercial.

Scrutiny Coordination Group (SCG)

The SCG’s been looking at feedback from the last scrutiny (repeat contact about repairs) and its forward programme, which will include a deep dive into everything related to emails as a contact channel. The next scrutiny will focus on complaints and happen alongside an internal audit into the same area.

Agenda plan

As well as our regular meetings, awaydays let us look at specific topics and Universal Credit is one we’ve asked to cover. Policies we’ll be reviewing include income, service charges, tenancies, complaints and safeguarding as well as some leasehold ones.

Residents’ conference

Hosted by the Partnership, residents are leading on planning this event for mid May. Community Engagement Groups, the Partnership, SCG and the Sovereign Board will all get together. Our guest speaker is Catherine Ryder from the National Housing Federation (NHF). She’ll be giving an update on how we, and residents from other associations, are influencing at a national level.

Together with Tenants

Last year the NHF consulted us on its initial proposals around this, which is about rebuilding trust between landlords and residents following the Grenfell tragedy.

Sovereign’s signed up to be an early adopter of the ‘Together with tenants’ plan, which will include working with residents to develop its own ‘charter’, agreeing how residents will monitor this and how performance should be publicised.

We gave our feedback for a formal response to the national plan and felt that, while there’s still work to be done, Sovereign’s already meeting many of the requirements for giving residents a clear voice so our charter should aim for a higher standard in some areas.

Revised asset strategy

This presentation explained the new draft strategy which looks at how Sovereign will make future decisions about its properties and elements in them (from boilers to roofs).

Proposals include investing £46m in modern heating systems over the next five years but we also discussed what the vision should be for things like green space in our communities.

Key aspects we felt the strategy should consider were safe homes with secure locks on doors and windows, good network connections for mobile phones and contact in times of danger, how residents know about the emergency procedures and other property information and homes maintained to a good standard so residents are safe.

As this is a ‘work in progress’, we’ll find out how this progresses in future meetings.

Introduction to service charges

Historically the business has set service charges in two ways so this session explained how the process will be aligned so that all new residents are on ‘fixed’ service charges.

It’s a complex area so we had some good discussions about the differences between fixed and variable charges, how charges are estimated for new developments, how some elements have been capped to make sure homes remain affordable, and all about the legislation that governs service charges for leaseholders.

This area will be a focus for review over the coming year so volunteers were also requested from the Partnership to be involved in this.

Performance and targets

As usual we also assessed the latest performance results from across the business on all the key services which are most relevant to residents – from arrears to repairs completed on target, from how quickly homes are relet to how well ASB cases and complaints are responded to.

We also reviewed proposed key performance measures and targets for the new financial year. We were pleased to find out that targets for a number of services will be set higher than before – sometimes because performance is already improving so a higher target is appropriate, others because the service remains a top priority for customers and needs a continued drive for improvement. I’m particularly pleased that we’ll be further stretching the targets for several measures of customer satisfaction.


As I often say in these reports, another very packed agenda but it’s also encouraging to see the progress being made and the breadth of topics we’re able to be influencing as residents.

Joyce

Our meeting started with great sadness as I shared news of the passing of one of our members, Jenny Mennella, who’d contributed so much to the Partnership and will be missed by us all, and by me personally.

We then got underway with an update about Sovereign’s workplace strategy and the announcement that central services and the customer contact team would be moving to Basingstoke in autumn 2019. Operational teams currently based in Basingstoke and Newbury will be moving to new offices being built in Greenham (near Newbury) in 18 months.

The new Board Newsflash document summarises key Board and other activity, including showing that the building of new homes is on target for the year and that four new Board members had been recruited.

We also discussed the bringing together of Sovereign’s two property organisations into one service. The focus will now be more on in-house work with efficiencies on this producing more annual savings than the profit from external contracts. Withdrawal from Spectrum Property Care’s remaining contracts is also being carefully planned.

In terms of our agenda for 2019, we’ll be looking at service charges over several meetings to help develop the new policy on this and we considered some other themes that might shape work over the year, plus some possible specific topics. We’ll agree our final plan in March.

Results of scrutiny into multiple contacts for repairs

We had an extremely interesting presentation from the Scrutiny Consultative Group (SCG) following their review on this. The scrutiny found that most people still use the phone for a quick response or to chase up an online request. There was also a difference in how residents view ‘right first time’ repairs and how this is logged by the business.

The group’s work culminated in a number of recommendations and they’ll be sharing more detail of the exercise and results with wider residents soon, including on their webpage.

Recommendations include updating key contact channels by 2020; new key performance indicators; residents being involved in a review of the text messaging service; access to more repairs information on MySovereign; addressing divisional differences in repairs; an agreed definition and measurement of ‘right first time’; and aligning compensation budgets – plus reporting on repairs payments made through this.

Other significant progress should be made when a Customer Relationship Management (CRM) system is implemented, enabling better capture and wider use of customers’ communication preferences.

We commended the group for coordinating an excellent set of outcomes and recommendations and look forward to their reports on progress against this action plan.

Steve Barford, Executive Director for Property Services, added his thanks and said that the information from the scrutiny was exceptional. He then updated on some changes and activity already underway and we were pleased to see the business and residents working together.

Key worker accommodation

I learnt lots that I didn’t know during an introduction to Sovereign’s key worker service by Stuart Davies, Divisional Director.

This provides mainly shared accommodation (private bedrooms with shared facilities) for key worker groups such as hospital staff and, compared to Sovereign’s other stock, has a significant number of high and medium rise blocks.

Each site has local on-site management, maintenance and housekeeping services and residents can stay from one night to several years. Rents are fully inclusive of bills, wifi and so on and priced at 80% of market rates. The service handles around 6,500 bookings a year.

We also heard about some of the opportunities to improve and modernise the service and to look at investment in the buildings, with compliance and health and safety being at the heart of the service.

Decant policy

We reviewed Sovereign’s decant policy which covers what happens if someone needs to move out of their existing home. This can be necessary for various reasons. Short term decant may be due to a fire or flood or a permanent move may be needed from homes which have reached the end of their useful life (such as bedsits or with shared bathrooms). While the policy doesn’t affect many residents, it has a huge impact on those it does.

We found out what happens for short-term decants and how residents may be eligible to compensation if they’re affected by a permanent decant – including payment to compensate for moving expenses. They’ll also be granted the same type of tenancy in their new home.

The Partnership agreed that overall the decant policy was fair and that the focus on supporting people through changes was important, as well as the financial recompense.

Operational performance

Finally, we queried various aspects of the latest operational performance figures, with officers being able to answer some questions and agreeing to find out more details as necessary.

We also heard that the results of a recent Institute of Customer Service perception survey were broadly the same as previously, despite it being a period of quite a lot of change. The results will also help to pinpoint areas that can be worked on in the future.

All in all another productive meeting and lots of opportunities for us to influence Sovereign’s services and future direction for the benefit of all residents.

Joyce

This started with evidence that our views continue to be taken on board. In this case around the standard of empty homes for relet and some of the questions in the customer care calls which gather satisfaction feedback.

Board member Christine Turner also shared a new-style Board Newsflash document for everyone formally involved with Sovereign. Then it was on to a quick discussion around terms of office for members of the Partnership, a review of our budget spend and the ‘decision log’ which helps us assess our contribution to the wider organisation.

Progress on scrutiny into repairs

Paula Grebot updated us on the repeat repairs contacts scrutiny – led by the Scrutiny Coordination Group (SCG) – and gave us some high level feedback on the findings.

We’ll consider the final report next time, including its recommendations, but these exercises are also a continual learning piece, giving the SCG food for thought on its future activity.

Deep dive into complaints

We looked in depth at complaints, from regional comparisons to the number of complaints about each major service area this year versus the last, as well as MP and ombudsman involvement.

This is obviously a complex area but we had plenty of questions to ask, such as how the process is communicated and what action’s taken if a complaint’s about an employee’s attitude.

We considered progress in the 12 months since the new policy was introduced and, despite plenty more to do, it’s good to see that the length of time complaints are open is reducing significantly.

Fire safety

Matt Greaves, Safety and Compliance Director, gave us a thoughtful presentation – saying how all those involved in fire safety had their perceptions challenged and changed by the Hackitt Report – regulators, landlords and residents. The Building a Safer Future document published earlier in 2018 was also difficult read but was being used as a checklist to challenge ourselves against.

The initial focus is on taller buildings (10 storeys and above), of which Sovereign only leases four for key workers and doesn’t own any, although one more site is in development. Other (six-storey and over) blocks are also being reviewed.

We heard about the ongoing national investigation into fire doors, a review of stay put versus full evacuation policies and how the sprinkler strategy is being reviewed for consideration by the Executive Board.

Matt also explained that Sovereign was being audited on fire safety at the time of the Grenfell Tower fire and the service was thoroughly inspected and challenged. In addition, the Hampshire Fire Service did an inspection to add a further level of checking.

46 of 48 actions had been delivered and the others are underway – about personal evacuation plans for vulnerable residents at supported schemes and the fire safety training and competency of assessors.

It was encouraging to hear this good progress following the Hackitt report and we also discussed Sovereign’s responsibility to make sure communal areas were kept clear and fire doors worked properly, including managing resident behaviour.

We agreed it’s crucial for residents to understand what to do in the case of a fire so please read fire safety notices in your building and see more advice on the website.

Workplace strategy

Steve Barford, Executive Director Property Services, explained Sovereign’s workplace strategy, which is about being a forward thinking business which is growing, with great frontline services and a forward-thinking team of people.

The first goal is about changing how the business works so that staff can be effective wherever they are – and this equals great customer service. The second is for the offices to be a great place to work.

The plan is to reduce the number of offices to seven modern environments over the next few years. Staff had been informed and were having a chance to what was important to them and it’s clearly also important how residents view the change. The business case shows annual running costs should be no more, and hopefully slightly less, than now and we agreed that we’re looking forward to keeping up to date on progress.

Investing in communities

We were delighted to hear about the significant increased investment in communities that the Board has committed to as it’s something that we’ve wanted to do for a long time.

The new model is based on five themes – priority communities, education and skills, employment and training, community action, and new neighbourhoods. Jon Fisher, Head of communities, was also clear action would always be ‘with’ and never ‘for’ communities.

Monitoring performance

A new style customer dashboard provided some very interesting insights into the range of customer data available and should evolve over time to be more interactive.

Our regular review of operational performance included uncertainties about the further national rollout of Universal Credit, continuing improvements on lettings, spend on planned works to homes and the option for telephone callers to take a survey after their call – managed by an external company and designed to continually improve on the quality of service.

We heard about work to make service charges more consistent around health and safety checks and asked for more detail on this. A detailed review of service charges will also take place in 2019 and we’re pleased that the Partnership will be involved.

Our meeting ended with various other items including preparing for our annual involved residents’ conference and Sovereign’s application to be involved with the government panel about fire safety, in addition to being on Inside Housing magazine’s working group on fire safety.

 

It’s very satisfying to look back on a year when I feel the Partnership’s been so involved at the heart of Sovereign’s decision-making and I’m sure we’re all looking forward to 2019.

Joyce

Focusing on homelessness

At our July meeting we had a detailed presentation on Sovereign’s approach to homelessness, including some of the barriers for people in accessing housing and how homelessness could be reduced.

This was a very insightful session and we felt we understood more about how this fits in the bigger picture. For example, how homelessness can be affected by welfare benefit reforms and how Sovereign’s employment and training team focuses on not just helping people get into work but also helping those in low paid jobs to move into better paid ones.

We also heard how The Foyer for the Island, on the Isle of Wight, provides safe and secure accommodation for young people who are homeless or at risk of homelessness – alongside giving them individual support, advice and guidance.

We also learnt about the inspiring Joshua Tree project in Basingstoke, which provides accommodation for homeless families in individual flats. Members felt this provides such a valuable service we’d like to see more of this within Sovereign’s mix of accommodation.

If you’re at risk of being made homeless, or you’d like support around employment and training or money worries, do check out this helpful section of the website: (If you’re registered on MySovereign you can also find advice and ask for support there.)

Reviewing the Empty Homes Standard

At each meeting we review a key resident policy and this time we looked at a draft empty homes standard – the proposed rules, if you like, that Sovereign follows when it’s getting a home ready to re-let.

Again, it was fascinating to find out more about aspects of this, such as the trade-off between how much work can be done while a home is empty and how long someone therefore has to wait before they can move in.

We think it’s vital that residents are able to influence such important service areas and members raised a number of queries which officers took away to review.

Strong performance

We also queried the latest information about Sovereign’s performance on key services to residents. This covered the period when a new digital platform went live to let the two current contact centres work together and another project saw all of Sovereign’s 56,000 properties moved on to a single system – a big activity following the merger in late 2016.

These IT projects may not sound very sexy but members agreed that they’re very necessary as they should make it easier for the business to provide a better service to residents – as well as enabling the Partnership to see better ‘like for like’ performance data across all regions.

Alongside this discussion and one about customer feedback from the ‘care calls’ made to residents after some key contacts with the business (such as when a repair’s completed or they move into their new home), we also had a report back from the main Sovereign Board about the results for the whole financial year.

You can read more about this, and about Sovereign’s strategic plan, in this online version of the annual report (which also includes an animated summary).

Results of scrutiny into lettings

One of the most exciting parts of this meeting was hearing from Danny Lynch about results from the second scrutiny review carried out by the Scrutiny Coordination Group (SCG) and the scrutineers it recruited.

This looked in more depth at the performance of the lettings service in the South region and why results may not be as good as elsewhere. The review found that some of this was due to particular challenges around the type of housing, some harder to let homes and from things like the timescales for new residents being nominated to homes by particular local authorities.

You’ll be able to find out more about these findings in a few weeks on the SCG’s webpage but we felt it had been a well-run review. We thanked the group for the work that had been done to lead to some really clear, insightful recommendations which should build on other improvements already underway.

In the meantime, the SCG is now carrying out its third review, looking into why residents sometimes need to make repeated contact about the same repair. Planning’s also underway for the scrutiny after that, which will investigate the planned maintenance programme.

They’ll be starting to recruit for scrutineers soon for this so keep an eye on the website and the Sovereign Facebook group for more about this!

What next?

We’ve got a Resident and Board Partnership awayday coming up at the end of this month so I’m looking forward to that as it gives us a bit longer together to look at a few issues in more detail.

This time we should be meeting Mark Washer, the new Chief Executive; looking at the end of fixed term tenancies and what exactly needs be involved in those reviews; getting an update on the Grenfell Tower fire and the overall position for Sovereign on fire safety; as well as exploring some of the issues we raised at the annual residents’ conference – such as how to get more young residents involved in the business.

It’s all go but I hope you’re having a great summer.

Joyce

Resident and Board Partnership reports

It’s been a busy few weeks with our conference for engaged residents at the end of April, a trip to London when our approach was shortlisted for the UK Housing Awards (sadly no win on the night) and then a Partnership meeting.

Conference success

Our May meeting included reviewing feedback from the Residents’ Conference and this was very positive. As a Partnership we ‘hosted’ and arranged this event in Winchester, which also involved members of the Scrutiny Coordination Group (SCG) and representatives of our first six supported community groups, as well the main Sovereign Board and staff.

Residence conference

Everyone agreed there’d been a great atmosphere and a good mix of activities – from presentations and videos to break out workshops.

The conference gave us all plenty of chances to network and there were some insightful questions asked of the Chief Executive and Sovereign’s Chair.

In fact you can watch two of them yourself - an animation about the Partnership’s first year and a fun film starring members of the SCG.

I particularly enjoyed the session where we thought about the benefits of social housing and what’s most important to us as residents. The result was a ‘jigsaw’ which we’ve shared with the National Housing Federation as part of the national debate on this topic.


Jigsaw collage

Tackling antisocial behaviour

Our May meeting included an interesting ‘deep dive’ look at antisocial behaviour (ASB). We found out more about the types and volume of ASB cases and the different roles of the police and Sovereign as a landlord. We also heard about some of the tools officers use to manage ASB and the importance of managing people’s expectations around what Sovereign can (and can’t) do.

With 7 specialist ASB officers and support from 70 housing officers, we felt that residents were very fortunate to have this service.

Contact and feedback

Many of us want to interact with Sovereign differently these days and we had a really useful session on the right sort of ‘contact strategy’ in the future.

The business wants to offer more choice over how we make contact but we all agreed it’s important to get the right balance between digital channels and human contact.

In the next 12 months there’ll be more improvements to MySovereign, the key digital channel for residents, and we had a demonstration of this during our meeting.

Once you’ve created an account, you can check your rent balance, make a payment, log a repair, check your appointments or just find answers to lots of common questions.

Planned improvements include information that’s more tailored to your own circumstances, such as community groups near you or tips and support if you’ve just started a claim for Universal Credit.

Gathering feedback is another key element of shaping and improving future services. During an interactive session we discussed how to develop a wider range of ways to collect and measure how satisfied customers are with different services and what their perception is of Sovereign.

Trust was a key element and we came up with some suggestions for measuring this as well as identifying some of the other questions that will need answering to take this work forward.

A good performance

As usual we reviewed the latest performance ‘dashboard’ – looking at all sorts of facts and figures on services to the end of March 2018.

Some highlights included low levels of people being in arrears on their rent, homes being ready for renting more quickly and good progress on carrying out repairs (especially given the heavy snow across most of the south in March) so we congratulated the team.

As well as this regular monitoring of performance, part of our role is to recommend how key services should be assessed. We looked at this for the new financial year and made various recommendations on measures and targets which will now go to the main Sovereign Board.

In other news…

Elsewhere on the agenda we agreed some more items to add to our meeting plan for the next year.

These include inviting the new Chief Executive, Mark Washer, to attend a meeting once he joins. We also asked to learn more from Development Director, Ben Denton, and will be planning in reviews of complaints and other policies, such as some of the key customer-facing ones led by the Property Services team.

We’ll be arranging a Partnership awayday later in the summer as well, so there’s plenty to look forward to!

 

Joyce

Jenny Mennella, Vice-Chair of the Resident and Board Partnership, chaired the group’s March meeting.

I’m delighted give you this insight into the Partnership’s work – as well as what the main Sovereign Board and Scrutiny Coordination Group are involved in.

Update from the Board

As usual our meeting started with what had been discussed at the last Sovereign Board meeting. This included performance results, the proposed budget from April 2018, progress on developing the new Strategic Plan and Development Strategy, work on managing risks, benchmarking with other housing associations and a new Equality, Diversity and Inclusion Strategy.

The Board had also heard the results of a major project to harmonise employee terms and conditions (needed following the merger in November 2016) and the outcomes of our annual gender pay report and about the in-depth assessment then underway by the regulator.

Plans for our conference and for scrutiny

There’s good progress on organising our engaged residents’ conference at the end of April, which is hosted by the Partnership.

Although there are clear lines of communication between all three parts of our engagement structure, I’m looking forward to chatting more informally with Scrutiny Coordination Group (SCG) members and residents from our new supported communities groups. We’ve also extended conference invitations to the Sovereign Board.

We’ve had some insight already into the SCG’s plans with an item about their proposed 18 month rolling scrutiny programme. Resident scrutineers are being recruited at the moment to help review the performance of lettings in the south division from April, and future reviews should include looking at why residents may have to make repeat contacts about a repair, and what could be done to improve this.

View from the frontline

Our regular ‘View from the frontline’ was an insight from Katie Hayward into the role of a housing officer. Katie looks after around 550 homes in Southampton – including those on one of our largest estates, built in the late 1960s.

Katie gave an overview of her patch, some of the things housing officers do, how they manage tenancies, look after neighbourhoods and work with partners. Her presentation included an anonymised case study about someone with a hoarding disorder and I’ll confess I hadn’t realised quite how much would be involved.

In this instance, we made 11 attempted visits before having to get a court order to finally access the flat. Fortunately the resident then engaged with Katie and she shared some before and after photographs as she talked us through the support we’d given to the resident and the work needed to clean and repair the property.


Rethinking Social Housing

We then took part in an interactive session so that our views can feed into the Chartered Institute of Housing’s ‘Rethinking Social Housing’ initiative, which is being sponsored by Sovereign alongside several other housing associations.

This project is about assessing the real value of social housing to society – something that, as residents, we obviously feel very passionate about and had a great deal we wanted to say!


Feedback on the Partnership

The Partnership’s terms of reference were agreed in January 2107 and will be due for a full review next January but we agreed to gather feedback after the first year on things like our formal meetings, the agenda, learning and development and our interface with the Board.

The results of a survey of members showed strong support for a lot of how we do things now (such as the timings of meetings and many of our standard agenda items) but also suggestions for improvements.

Some specific actions include creating a key decisions log; a review in May of the content and format of performance reports, including inviting officers from across the business to present on their areas; and arranging for some future meetings to be held in other locations.


Policy review

One of our standard agenda items is to look at key housing policies when they’re due for review. This time we gave our views on the revised anti-social behaviour policy. The policy covers how Sovereign will prevent, address and tackle anti-social behaviour; how it will work with partners; and how it will support victims and witnesses.

We felt it was very helpful that the policy includes examples of what isn’t anti-social behaviour (such as sounds of everyday life, children playing and one-off parties) as well as what is.

We also debated and fed back on some specific questions:

  • When possible, we expect residents to resolve issues such as car parking disputes themselves. Is this the right approach? And when should staff get involved?
  • Anti-social behaviour may be a symptom of another issue. Is it Sovereign’s responsibility to help someone change their behaviour? If so, when does this end?
  • What should the approach be to residents who are abusive to staff or contractors?

 

Monitoring performance

Another regular item is to review the organisation’s performance and we looked at key results to the end of January 2018.

Income and arrears performance compared well to this time last year. We also found out how these figures are affected by the gradual roll out of Universal Credit across the country.

Lettings performance was also slightly better than target levels but there are a small number of homes in the south which are taking much longer to re-let (one reason why this is the focus for the SCG’s next scrutiny exercise).

We found out that January’s one of the busiest months for the customer contact hubs and that more customers also made contact via social media. While call answering narrowly missed the target for response times, the quality of calls was above target and we heard this is likely to be due to an ongoing focus on training and coaching for advisers.

There was also an improvement in how many complaints were resolved when residents first made contact so that’s very encouraging.


We also passed on our thanks to the teams for their recent great work in the recent snow. Many staff had gone the extra mile and worked out of hours and over the weekend to maintain services as much as possible, particularly for emergency heating repairs.

Finally we reviewed spending this year against the Partnership’s budget and agreed the agenda for our session in early May.

All in all another fascinating meeting – and one which gave me plenty of opportunities to feel that the Partnership is playing a useful role in the business. And there seems some support for that since we recently won the TPAS Southern Region ‘Excellence in Engagement’ award.

 

Jenny

It feels like our effectiveness as a Partnership is ramping up now and we’re working closely with officers and the main Board, as well as with the Scrutiny Coordination Group (SCG).

Below are some highlights from our last two meetings to give you a flavour of what we do.

Scrutiny gets underway

The SCG is responsible for developing our approach to scrutiny, agreeing a rolling programme of reviews and recruiting for scrutineers.  

It recently reported back to us about its first mini scrutiny exercise. This was mainly a learning exercise on how to conduct a scrutiny and members took a topic close to home: how our new involvement structure was set up following Sovereign’s merger with Spectrum.

After questioning residents involved in creating the new structure, as well as interviewing senior directors, they gained some valuable insights for commissioning and carrying out future reviews.

Talking of which, they’re now finalising a timetable of reviews for the next 18 months and will start recruiting scrutineers for the first review in late February.

Safeguarding and domestic abuse approach is impressive

Before Christmas we received a fascinating presentation from Marian Hart, Regional Housing Manager, on Sovereign’s role in safeguarding children and vulnerable adults. The case studies she used illustrated the challenges. For example, how officers work with other teams and agencies to support hoarders but also have to think about minimising the risk to other residents and our properties.

In January, Housing Services Manager Ali Pearce then gave us a thought-provoking insight into what Sovereign can do to support victims of domestic abuse. This includes things like fitting additional home safety measures and ‘panic rooms’. She also explained the training staff receive and some warning signs they look out for.

Members were extremely impressed with the approach and work that Sovereign’s doing on issues like these and felt that we should be sharing more good news stories to publicise this.

I’d also encourage us all to think about how we can be better neighbours. If you’re at all worried that someone may be at risk, please report this. If you’re the victim of domestic abuse or need other support, please do speak to someone.

Policy reviews

At every meeting we give our feedback on a rolling programme of policy reviews and we see this as a key element of our role.

Most recently we’ve reviewed the safeguarding and domestic abuse policies as well as tenancy fraud and the draft succession policy (who can and can’t take on a tenancy and how we assess that).

Getting it right on fixed term tenancies

An interesting debate about fixed term tenancies saw us agree that it feels right to review a new tenancy after a certain number of years.

In most cases it might be quite right for someone’s tenancy to just carry on as it is. But sometimes a change in circumstances might mean a resident could move to another home or they might want to part buy one, freeing up their property for other families in desperate need.

However, we wanted to make sure officers ask the right questions when a fixed term tenancy comes up for review, so we’ve set up a working group to look more at this process and what criteria should be used.

We’ve also been:

  • contributing to a new set of values for the merged Sovereign
  • helping to test the new MySovereign portal – a single site for all residents, launching later this spring
  • starting to work on the agenda for our first conference for involved residents
  • helping to shape how resident and customer feedback should be gathered
  • developing our understanding of supported housing, how Sovereign’s services need to be different for residents in these homes and some future considerations (such as a government consultation on future funding and rent levels for these homes)
  • continuing to review Sovereign’s performance.

We’ve also discussed important government announcements, including the new rent settlement, changes to Universal Credit and a visit to Oxfordshire by the (then) Housing Minister, Alok Sharma. Several of our residents shared their views with him on how residents are being listened to at Sovereign and the effect on them of various national policies.

Representing residents

As members of the Partnership, we’re here as individuals rather than to represent a particular geographical area or group of residents. But I think we’ve got a hugely important role in making sure that the viewpoint of ordinary residents is firmly at the heart of discussions on important issues like the ones I’ve mentioned here.

All of us have got involved to help the business listen and act. If you do have a major issue, please know that you can always make us aware and we’ll do what we can to help.