Directorate Plan 2021 to 2024

Directorate

Housing, Neighbourhoods and Communities

Responsible Officer

Rachel Sharpe 

Signed off by

Chief Executive

Last Updated

30 April 2021

Housing, Neighbourhoods and Communities glossary

Abbreviation

Meaning

ASC

Adult Social Care

BAME

Black, Asian, Minority & Ethnic

BIPC

Business and Intellectual Property Centre

BME

Black & Minority Ethnic

CETS

Communities Equalities & Third Sector team

COMPAS

Centre on Migration, Policy and Society

CS

Community Safety

CSP

Community Safety Partnership

CVS

Community & Voluntarily Sector

DMT

Directorate Management Team

DSV

Domestic & Sexual Violence

EEC

Economy, Environment, Culture

FCL

Families Children & Learning

FHRS

Food Hygiene Rating Scheme

FR

Finance and Resources

HASC

Health & Adult Social Care

HNC

Housing, Neighbourhoods & Communities

HRA

Housing Revenue Account

IMNA

IMNA Solutions is a software development company

KPI

Key Performance Indicator

LGBT

Lesbian, Gay, Bisexual & Transgender

LGBTQ

Lesbian, Gay, Bisexual, Transgender & Queer or Questioning

NHS

Natoinal Health Service

PCC

Poilce & Crime Commission

PFI

Public Finance Initiative (scheme)

PV

Photovoltaic

STAR

Satisfaction of Tenants & Residents

TA

Temporary Accommodation

tbc

to be confirmed

TECC

Tourism, Equalities, Communities & Culture Committee

VAWG

Violance Against Women & Girls

YOT

Youth Offending Team

Corporate Plan 2020 to 2023 Outcomes and Actions

Outcome

1. City to call home

Key area of action

1.1 Reduce homelessness and rough sleeping

1.2 Provide genuinely affordable homes

1.3 Improve private rented housing

1.4 Improve council housing

1.5 Make better use of existing housing capacity

Outcome

2. City working for all

Key area of action

2.1 Build community wealth

2.2 Transition to a sustainable economy

2.3 Support local businesses and charities

2.4 Enhance skills and provide housing for the city’s workers

2.5 Develop our visitor economy

Outcome

3. Stronger city

Key area of action

3.1 Tackle crime and antisocial behaviour

3.2 Increase participation in civic and community life

3.3 Address the causes of poverty and its impact on our communities

3.4 Improve access for disabled people

3.5 Remain a proud City of Sanctuary

Outcome

4. Growing and learning City

Key area of action

4.1 Support high quality early years provision

4.2 Ensure that schools continue to improve and all children do well

4.3 Ensure that no child or family is left behind

4.4 Deliver high quality youth services

4.5 Promote lifelong learning and transition into adulthood

Outcome

5. Sustainable City

Key area of action

5.1 Become a carbon neutral city by 2030

5.2 Create and improve public open spaces

5.3 Reduce, re-use and recycle

5.4 Develop an active and sustainable travel network

5.5 Promote and protect biodiversity

Outcome

6. Healthy and caring City

Key area of action

6.1 Increase healthy life expectancy and reduce health inequalities

6.2 Support people to live independently

6.3 Support people in ageing well

6.4 Support carers

6.5 Ensure that health and care services meet the needs of all

Outcome

7. Council Attributes

Key area of action

7.1 Measuring our progress

7.2 Well run council

7.3 Fair & inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2021 to March 2024

Mission

Working with residents to strengthen individual and community wellbeing.

  1. A fairer city with a sustainable future
  2. A city to call home
  3. A stronger city
  4. A growing and learning city
  5. A sustainable city
  6. A healthy and caring city
  7. Council Attributes
  8. Develop and engage with staff to deliver good quality services and change within the directorate and across council services 

 

Directorate vision and direction of travel for 2021 to 2024

Working with others to support individuals and communities to flourish, have a sense of connectedness to each other and the city, and live fulfilling lives free from discrimination and harm.

To achieve this, we will:

  • provide oversight and development of excellent customer and client services as per the Council’s Customer Promise
  • increase the number of homes delivered through Council and City housing programmes
  • work with partners both within the Council and externally to tackle homelessness and rough sleeping in the city
  • develop an in-house responsive repairs service for council homes
  • ensure we are doing everything possible to support the Council’s ambitious target to be carbon neutral
  • develop and launch the partnership community safety strategy for the period 2020-23
  • empower people from different communities and backgrounds to come together, live well and thrive, supported by our city-wide work on fairness, inclusion and engagement
  • maintain an excellent library service for our communities
  • ensure the voice of tenants, leaseholders and the wider community is at the heart of everything we do

1. A fairer city with a sustainable future

1.1         

Corporate Plan Link

CP 1.4.4

Action/deliverable

Work to increase community involvement in Housing and meet the Tenant Involvement and Empowerment Standard by using participatory budgeting to decide improvements on estates.

    Accountable Lead Officer

    Community Engagement Manager (CETS)

    Start and end date

    April 2020 to March 2024  

    Key Internal /External partners involved

    • Residents and tenants
    • Community engagement team
    • Housing services
    • Ward councillors

    SMART Measure of Success

    Policy for extending participatory budgeting, co-designed with tenants and leaseholders for approval by Housing Committee Winter 2021.

    1.2         

    Corporate Plan Link

    CP 1.1.10

    CP 1.2.5

    Action/deliverable

    Refresh the CVS grant scheme including ‘supporting voluntary organisations and businesses to set up enterprises involving homeless people’ and to ‘look at creating an ethical loan scheme where the council matches community investors’.

      Accountable Lead Officer

      Head of CETS

      Start and end date

      April 2021 to March 2024  

      Key Internal /External partners involved

      CVS

      SMART Measure of Success

      • Third Sector Commission 2023 to 2026 agreed (September 2022)
      • Funding allocated (April 2023)
      • Option paper on ethical loan scheme (December 2021)

      1.3         

      Corporate Plan Link

      • HWP 1.1
      • HWP 1.3
      • HWP 1.4
      • HWP 1.5
      • CP 1.2.7
      • CP 1.2.6
      • CP 1.2.12
      • CP 1.2.1
      • CP 1.2.2
      • CP 1.2.8
      • CP 1.2.9
      • CP 1.2.13

      Action/deliverable

      Buy and build homes to meet a range of housing needs including providing a minimum of 800 additional council houses:

      • considering the council becoming a developer
      • borrowing to buy land for affordable housing
      • buying back homes lost through Right to Buy
      • by buying off plan from developers at a discount

      Accountable Lead Officer

      Head of Housing Income Supply & Customer Service (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      EEC

      SMART Measure of Success

      • 800 new council homes delivered by March 2024
      • 2021/22: 197 homes achieved by buy backs
      • 2022/23: 392 homes achieved by buy backs
      • 346 number of homes delivered through the joint venture by March 2024
      • Achieve golden bricks stage at Coldean and Portslade by March 2022 (to be confirmed)
      • Deliver more hidden homes by surveying all housing estates to identify additional land/opportunities where 10 or fewer homes can be developed by March 2022 (hidden homes)

      1.4         

      Corporate Plan Link

      • HWP 1.2
      • CP 1.2.10
      • CP 1.2.8
      • CP 1.2.9

      Action/deliverable

      • Develop 700 other new homes that are as affordable as possible
      • Ensure rent policy is reviewed

      Accountable Lead Officer

      Head of Housing Income Supply & Customer Service (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      EEC

      SMART Measure of Success

      • 700 new affordable rent dwellings delivered by registered providers by March 2024
      • Develop new monitoring systems by May 2021
      • Quarterly monitoring of relevant planning permissions granted in place by April 2021
      • Review policy for rent setting in new developments by March 2022

      1.5         

      Corporate Plan Link

      • HWP 6.1
      • CP 1.2.11
      • CP 1.2.18

      Action/deliverable

      Work with the Community Land Trust to develop and ‘expand self-build opportunities’ and to ‘use public land for community-led housing at a price to maximise social values.

      Accountable Lead Officer

      Head of Housing Income Supply & Customer Service (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • EEC
      • Community Land Trust

      SMART Measure of Success

      • Identify 10 sites for potential development by the Community Land Trust by March 2022, including self-build for home ownership (5 currently identified)
      • Review relevant planning applications to seek opportunities for self-build plots on large private development sites

      1.6         

      Corporate Plan Link

      • HWP 2.1
      • CP 1.3.1
      • CP 1.3.5

      Action/deliverable

      Review and resubmit ‘selective licensing scheme proposal to improve the management and standards of private rented sector properties in the city, includes fire safety improvements, to drive up quality in more of the city’s private rented homes.’ and ‘support the expansion of good landlord schemes to encourage landlords to offer homes at lower rents for those on benefits and low income’.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      Private landlords

      SMART Measure of Success

      • Committee report to explain the implications of the evidence for a selective scheme by April 2021
      • Communication strategy to encourage landlords to offer homes at lower rents for those on benefits by June 2021

      1.7         

      Corporate Plan Link

      • HWP 2.1
      • CP 1.3.1
      • CP 1.3.5

      Action/deliverable

      Develop/commission an information/advice hub for private renters and ‘set up a tenants’ forum for private renters’.

      Accountable Lead Officer

      Head of Housing Options (Housing)

      Start and end date

      April 2021 to March 2024  

      Key Internal /External partners involved

      Private landlords

      SMART Measure of Success

      • Advice hub developed by June 2021
      • Review private rented tenant forums, brief members on option as and set up signposting for tenants via website by June 2021

      1.8       

      Corporate Plan Link

      • HWP 2.4
      • CP 1.3.4

      Action/deliverable

      ‘Set up a council-run, not for profit lettings agency’.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2021 to March 2024  

      Key Internal /External partners involved

      Landlords and tenants

      SMART Measure of Success

      • Investigate options to developing a letting agency by March 2022
      • Timelines for below to follow the measure above being completed
      • Identify resources required if a council run agency is preferred option
      • Set up project team to develop agency
      • Agency or other preferred option in place

      1.9      

      Corporate Plan Link

      • HWP 2.5
      • CP 1.3.2
      • CP 1.3.3

      Action/deliverable

      Tackle hazardous housing conditions by increasing capacity for hazard inspection and identifying properties for inspection’ and ‘creating a private rented sector team to enforce housing and energy efficiency standards’.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      Landlords

      SMART Measure of Success

      • Report requests for assistance (hazardous housing) each quarter to Housing Committee
      • Identify resourcing for the energy performance certificates enforcement by July 2021 (subject to budget agreement)

      1.10      

      Corporate Plan Link

      • HWP 3.1
      • HWP 3.2
      • HWP 3.6
      • CP 1.1.3

      Action/deliverable

      'Involve homeless people in a review of the support offered to them.’ Implement the new Homelessness and Rough Sleeping strategy including ‘aligning a Bill of Rights for homeless people’ and continuously review core housing options/ homelessness services to achieve agile service delivery, including earlier interventions to prevent homelessness and rough sleeping in the city.

      Accountable Lead Officer

      Head of Tenancy Services (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • HASC
      • CVS sector

      SMART Measure of Success

      • Homelessness preventions by the council per year (Corporate KPI)
      • Homelessness preventions by council and partner organisations per year (DMT KPI)
      • Establish the Homeless Reduction Operational Board – June 2021
      • CVS sector

      1.11      

      Corporate Plan Link

      • HWP 3.5
      • CP 1.1.5

      Action/deliverable

      Develop a strategy for the provision of council run temporary accommodation including Seaside Homes, and to ‘replace privately run temporary and emergency accommodation with council owned properties’.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2020 to March 2024  

      SMART Measure of Success

      38 units of council run TA by March 2022 (subject to budget in early March 2021).

      1.12   

      Corporate Plan Link

      • Not in HWP
      • CP 1.1.6

      Action/deliverable

      ‘Negotiate a new agreement with the local charity Seaside Homes to develop better ways of supporting homeless people’.

      Accountable Lead Officer

      Assistant Director (Housing)

      Start and end date

      April 2021 to March 2024  

      Key Internal /External partners involved

      • F&R
      • Legal
      • Seaside Homes

      SMART Measure of Success

      Complete review of Seaside Homes proposals and develop an action plan by June 2021.

      1.13  

      Corporate Plan Link

      • HWP 5.2
      • CP 1.4.2

      Action/deliverable

      Develop a fire safety programme in conjunction with tenants and residents and ‘take forward fire safety improvements in council owned properties across the city and involve residents in improving fire safety’.

      Accountable Lead Officer

      Head Housing Repairs and Improvement (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • Health and Safety
      • Team
      • ESFRS

      SMART Measure of Success

      • Conduct review following resident consultation for proposed sprinkler systems in two council owned high rise blocks (June 2021)
      • Complete review of “Building a safer future” requirements and set out comprehensive strategy for implementation in council owned stock March 2022 

      1.14  

      Corporate Plan Link

      • HWP 5.1
      • HWP 5.3
      • CP 1.4.1

      Action/deliverable

      Review and develop a new tenant and community involvement policy/strategy for housing, ensuring we learn from the lived experience of our clients and work with tenants to develop and ‘introduce a decent environment standard for council estates to go with the decent homes standard’.

      Accountable Lead Officer

      Head of Tenancy Services (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • Council house tenants
      • EEC

      SMART Measure of Success

      • Proposals for new engagement strategy to be considered by March 2021
      • Further measure to be clarified after committee meeting
      • 2021 and 2023 STAR surveys: at least 70% of tenants satisfied that the council as a landlord listens to their views and acts upon them (2019 baseline: 67%)

      1.15  

      Corporate Plan Link

      • HWP 5.4
      • CP 1.4.3

      Action/deliverable

      ‘Work to prevent illegal subletting and fraudulent Right to Buy applications’.

      Accountable Lead Officer

      Head of Tenancy Services (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • Legal
      • Finance
      • Communications

      SMART Measure of Success

      • Run an illegal subletting and fraudulent Right to Buy applications campaign by September 2021
      • 10 properties to return to stock between March 2021 and March 2022

      1.16  

      Corporate Plan Link

      • HWP 5.5
      • CP 1.2.15
      • CP 1.1.16
      • CP 1.2.17

      Action/deliverable

      ‘Increase earlier involvement with leaseholders before undertaking major works to council owned properties’, ‘ensuring that leaseholders’ voices are heard, and financial support is offered where necessary’ and ‘reduce the interest rate charged when providing a loan for residential leaseholders.’

      Accountable Lead Officer

      Head Repairs and Improvement (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • Leaseholder Action Group
      • Legal
      • Finance

      SMART Measure of Success

      • Complete leaseholder survey June 2021 (to be confirmed)
      • Second city wide leaseholder event to take place (to be confirmed re COVID-19)
      • Complete review of payment options available to council leaseholders by June 2021
      • Tenant and Leaseholder engagement strategy implementation to begin April 2021

      1.17  

      Corporate Plan Link

      • HWP 7.1
      • CP 1.5.5
      • CP 1.5.1

      Action/deliverable

      Review our empty homes policy to ensure ‘650 empty homes are brought back into use’ and ‘target unoccupied and underused properties including using compulsory purchase orders to bring them back into use’.

      Accountable Lead Officer

      Head of Housing Income, Supply & Customer Service (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      • Legal
      • Revs & Bens

      SMART Measure of Success

       Dwellings returned into occupation (Corporate KPI).

      1.18

      Corporate Plan Link

      • HWP 7.2
      • CP 1.5.2

      Action/deliverable

      Develop a policy to incentivise households to relinquish council tenancies as an alternative to right to buy and ‘provide grants for households relinquishing council tenancies’.

      Accountable Lead Officer

      Head of Housing Income, Supply and Customer Service (Housing)

      Start and end date

      April 2021 to March 2024  

      Key Internal /External partners involved

      • Legal

      SMART Measure of Success

      Research and develop a policy for committee by December 2021.

      1.19

      Corporate Plan Link

      • HWP 7.3
      • CP 1.5.3

      Action/deliverable

      ‘Develop and promote the Rent a Room Scheme (supporting a lodger scheme) to maximise use of spare rooms in under occupied properties’.

      Accountable Lead Officer

      Head of Tenancy Services (Housing)

      Start and end date

      April 2021 to March 2024  

      SMART Measure of Success

      • Take a proposal to committee by September 2021
      • If agreed deliver the scheme by March 2022

      1.20

      Corporate Plan Link

      • HWP 8.2
      • CP 3.3
      • CP 1.3.8
      • CP 1.1.12

      Action/deliverable

      Monitor and respond to changes to welfare reforms and specifically Universal Credit and the benefit cap including reviewing the arrears policy to ensure all action is taken at the earliest stage, support given, and eviction is used as a last resort, ‘protecting anyone at risk of eviction because of arrears’ resulting from service charges, bedroom tax or universal credit shortfalls.

      Accountable Lead Officer

      Head of Housing Income, Supply and Customer Service (Housing)

      Start and end date

      April 2020 to March 2024  

      SMART Measure of Success

      • Ensure money advice and support is available to all residents that need it.
      • Maintaining the extern contract for money advice plus.
      • Make sure that 50% of people eligible for alternative payment arrangements the council have applied to be paid their rent directly. Rent collected as proportion of rent due (Corporate KPI) 
      • Arrears levels to be within the second or top quartile of Housemark comparators
      • Eviction rates to be within the top quartile of Housemark comparators

      1.21

      Corporate Plan Link

      • HWP 8.3
      • CP 1.1.13

      Action/deliverable

      Develop an arrears policy for temporary accommodation, which gives tenants the same level of support and assistance as those in permanent accommodation, ‘protecting tenants from service charge arrears evictions by introducing and enforcing new licences’.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2021 to March 2024  

      SMART Measure of Success

      Complete and implement TA improvement programme by March 2022.

      1.22

      Corporate Plan Link

      • HWP 8.1
      • CP 1.24
      • CP 1.4

      Action/deliverable

      Ensure the new repairs and maintenance service meets the needs of tenants and leaseholders so that ‘over time we aim to reduce costs by directly employing staff and building stable teams to work on council projects’.

      Accountable Lead Officer

      General Manager - Repairs and Maintenance (Housing)

      Start and end date

      April 2020 to March 2024  

      Key Internal /External partners involved

      Tenants and leaseholders

      SMART Measure of Success

      • Housing Repairs and Maintenance KPIs:

        • % routine repairs completed on time (Corporate KPI)
        • Average time to complete repairs (DMT KPI)
        • Satisfaction (DMT KPI)
      • Recruit and train to full operative staff by September 2021

      1.23

      Corporate Plan Link

      CP 1.1.2

      Action/deliverable

      Develop homeless guardianship schemes and strengthen partnership working with community and faith projects.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2020 to March 2022  

      Key Internal /External partners involved

      Housing, Neighbourhoods and Communities

      SMART Measure of Success

      Discuss approach with members by June 2021

      1.24

      Corporate Plan Link

      CP 1.1.4

      Action/deliverable

      Provide a 365 day a year night shelter.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      November 2019 to March 2021

      SMART Measure of Success

      This cannot be achieved due to COVID restrictions.

      1.25

      Corporate Plan Link

      CP 1.1.7

      Action/deliverable

      Expand Housing First provision for accommodating rough sleepers and single homeless people.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      March 2020 to March 2022

      SMART Measure of Success

      Submit bid for funding for both capital and revenue when possible; x units of Housing First commissioned following funding available.

      1.26

      Corporate Plan Link

      CP 1.1.3

      Action/deliverable

      Align Housing Needs and Rough Sleeper commissioning to encompass the post pandemic landscape to eliminate rough sleeping, homelessness and reduce the need for Temporary Accommodation.

      Accountable Lead Officer

      Head of Housing Needs (Housing)

      Start and end date

      April 2021 to March 2024

      SMART Measure of Success

      • Homlessness preventions KPIs
      • TA KPIs
      • Rough Sleeper KPIs

      2. A city to call home

      2.1         

      Corporate Plan Link

      CP 2.1.9

      Action/deliverable

      Build Brighton & Hove’s reputation as a giving city.

        Accountable Lead Officer

        Head of Communities, Equality and Third Sector (CETS)

        Start and end date

        April 2021 to March 2024  

        Key Internal /External partners involved

        Crowdfunder

        SMART Measure of Success

        Full spend of Communities Fund and annual report back to raise profile.

        2.2         

        Corporate Plan Link

        CP 2.3.1

        Action/deliverable

        ‘Support local businesses, especially small and medium sized ones’, through the development of the new Business and Intellectual Property Centre in Jubilee Library.

          Accountable Lead Officer

          Head of Libraries and Information Services.

          Start and end date

          May 2020 to March 2024  

          Key Internal /External partners involved

          • Economic Development Team
          • British Library
          • Local expert partners

          SMART Measure of Success

          • Business and Intellectual Property Centre (BIPC) in Jubilee Library
          • Increase numbers of people given advice and support to 200 people per quarter by March 2022
          • 50% of these will be women
          • 11% of these will be BAME
          • Develop hub and spoke model of delivery with WSCC and ESCC by December 2021

          2.3         

          Corporate Plan Link

          • HWP 6.2
          • CP 1.2.19
          • CP 2.4.4

          Action/deliverable

          ‘Work with Homes for Brighton & Hove and registered providers in the city to develop and provide 500 shared ownership properties’ for essential workers who live and work in the city and ‘’build more affordable and key worker housing to help retention and recruitment of staff in public service’.

            Accountable Lead Officer

            Head of Housing Income, Supply and Customer Service (Housing)

            Start and end date

            April 2020 to March 2024

            Key Internal /External partners involved

            • EEC
            • Homes for Brighton & Hove

            SMART Measure of Success

            • 500 new shared ownership dwellings delivered by March 2024
            • Affordable Housing (DMT KPI)

            3. A stronger city

            3.1    

            Corporate Plan Link

            CP 3.1.6

            Action/deliverable

            Support activities that bring people and communities together to promote mutual understanding, including awareness raising in schools.

              Accountable Lead Officer

              Head of CETS

              Start and end date

              April 2020 to March 2024

              Key Internal /External partners involved

              • Members of the One Voice Partnership including:

                • BME
                • Faith
                • LGBT communities
                • groups supporting disable people
              • statutory and third sector organisations
              • Families Children and Learning Directorate

              SMART Measure of Success

              Full allocation of the Communities Fund budget (March 2022)

              3.2   

              Corporate Plan Link

              CP 3.2.1

              Action/deliverable

              Work alongside communities on what matters to them through (CETS).

                Accountable Lead Officer

                Head of CETS

                Start and end date

                April 2020 to March 2024

                Key Internal /External partners involved

                • CVS groups
                • council services
                • public services

                SMART Measure of Success

                Three collaborative project per year between community of identity and council service (March 2022).

                3.3     

                Corporate Plan Link

                CP 3.2.2

                Action/deliverable

                Increase participation by using neighbourhood action plans and ward budgets as building blocks for engagement.

                  Accountable Lead Officer

                  Community Engagement manager (CETS)

                  Start and end date

                  April 2020 to March 2024

                  Key Internal /External partners involved

                  • Residents
                  • Community and voluntary sector groups
                  • public sector partners
                  • private businesses
                  • health organisations

                  SMART Measure of Success

                  Draft Neighbourhood action plans produced Patcham, St. Peters and North Laine (March 2022).

                  3.4    

                  Corporate Plan Link

                  CP 3.2.3

                  Action/deliverable

                  Preserve and develop the civic spaces that are vital to communities to ensure that people have a space to meet in and where they can get online, preventing digital exclusion.

                    Accountable Lead Officer

                    Head of Libraries and Information Services

                    Start and end date

                    April 2020 to March 2024

                    Key Internal /External partners involved

                    • Community buildings network
                    • community associations
                    • community development partners
                    • Library Service
                    • Communities and Equalities Team
                    • Orbis

                    SMART Measure of Success

                    Audit of community locations completed by March 2022

                    Increase in number of community locations engaged including libraries by March 2024

                    3.5  

                    Corporate Plan Link

                    CP 3.2.6

                    Action/deliverable

                    Continue to invest in a strong and independent voluntary and community sector.

                      Accountable Lead Officer

                      Head of CETS

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Community and voluntary sector groups

                      SMART Measure of Success

                      Through the delivery of the Third Sector Commission and the Communities Fund:

                      • All beneficiaries supported as outlined in the grant agreements
                      • Number of sessions of activity as outlined in the grant agreements
                      • Value of additional funding levered in as outlined in the grant agreements
                      • 100 community and voluntary groups supported annually

                      All by March 2022

                      3.6  

                      Corporate Plan Link

                      CP 3.2.7

                      Action/deliverable

                      Promote a city equalities standard together with our partners to promote fair employment practice to tackle the under representation of people from BME communities and disabled people.

                        Accountable Lead Officer

                        Equalities Manager (CETS)

                        Start and end date

                        April 2020 to March 2021

                        Key Internal /External partners involved

                        • BME community and voluntary sector groups
                        • Public and private sector businesses

                        SMART Measure of Success

                        10 businesses signed up the quality mark (March 2022)

                        3.7

                        Corporate Plan Link

                        CP 3.2.8

                        Action/deliverable

                        Support community activities and festivals focussed on sports, arts and science, bringing people together for the benefit of their neighbourhood and the city through grant awards to CVS groups.

                          Accountable Lead Officer

                          Communities Fund manager (CETS)

                          Start and end date

                          April 2020 to March 2024 

                          Key Internal /External partners involved

                          • Community and voluntary sector groups
                          • Library service
                          • EEC directorate

                          SMART Measure of Success

                          100 community and voluntary sector groups supported annually through the Communities Fund (March 2022)

                          3.8

                          Corporate Plan Link

                          CP 3.4.2

                          Action/deliverable

                          Support disabled people into work, tackle discrimination and disability hate crime and improve access to learning and leisure activities.

                            Accountable Lead Officer

                            Head of CETS

                            Start and end date

                            April 2020 to March 2024 

                            Key Internal /External partners involved

                            • CVS disability organisations
                            • FCL and EEC directorates

                            SMART Measure of Success

                            Development of accessible city strategy (January 2022)

                            3.9

                            Corporate Plan Link

                            CP 3.5.1

                            Action/deliverable

                            Continue to play our part in the international refugee crisis and promote our status as a proud city of Sanctuary.

                              Accountable Lead Officer

                              Refugee and Migrant Manager (CETS)

                              Start and end date

                              April 2020 to March 2024 

                              Key Internal /External partners involved

                              • CVS
                              • public services
                              • residents
                              • private landlords and businesses
                              • FCL
                              • HASC
                              • FR
                              • HNC
                              • Migrant Help
                              • Clearsprings
                              • Libraries

                              SMART Measure of Success

                              • Delivery of 50% of the recommendations from the International Migrant Needs Assessment (March 2022)
                              • Minimum two households settled in the city through the refugee resettlement programme (March 2022)
                              • Achieve re-accreditation as a City of Sanctuary (March 2022)
                              • Delivery of Library of Sanctuary commitments by March 2022

                              3.10

                              Corporate Plan Link

                              CP 3.2

                              Action/deliverable

                              Develop and deliver the libraries strategy 2020 to 2024.

                                Accountable Lead Officer

                                Head of Libraries and Information Services

                                Start and end date

                                April 2020 to March 2024 

                                Key Internal /External partners involved

                                • Library users
                                • Community and voluntary sector
                                • Library partners
                                • Schools, colleges and universities
                                • Private sector partners via PFI and BIPC
                                • Other council departments
                                • Other public service providers

                                SMART Measure of Success

                                • Public Consultation completed by July 2021 (Start March 2021)
                                • Plan agreed at Committee by November 2021
                                • Deliver the actions set out in the plan to timeframes specified

                                3.11

                                Corporate Plan Link

                                CP 3.2

                                Action/deliverable

                                Work alongside communities on what matters to them (Libraries)

                                  Accountable Lead Officer

                                  Head of Libraries and Information Services

                                  Start and end date

                                  April 2020 to March 2024 

                                  Key Internal /External partners involved

                                  • Library users
                                  • Community and voluntary sector
                                  • Library partners
                                  • Other public service providers

                                  SMART Measure of Success

                                  Building on the public consultation and development of the libraries strategy through engaging with targeted user groups to:

                                  • Develop action plans to improve their libraries experience (March 2022)
                                  • Achieve action plan targets annually
                                  • Achieve customer satisfaction for target groups within 5% of overall library users' scores

                                  3.12

                                  Corporate Plan Link

                                  CP 3.1.1

                                  Action/deliverable

                                  Work with partners to maintain an efficient and effective working structure for the Community Safety Partnership, agreeing priorities for the city, reinforcing accountability and managing performance.

                                    Accountable Lead Officer

                                    Head of Safer Communities

                                    Start and end date

                                    April 2020 to March 2023 

                                    Key Internal /External partners involved

                                    • ASC
                                    • FCL
                                    • Housing
                                    • Police
                                    • PCC
                                    • CSP members
                                    • Youth Offending Team (YOT)
                                    • Voluntary and Community Sector Organisations (specialist and infrastructure)

                                    SMART Measure of Success

                                    • % of respondents very or fairly satisfied with the way their anti-social behaviour or hate incident complaint was handled (DMT KPI)
                                    • % of residents feeling safe after dark in local areas (Corporate KPI)
                                    • 95% of actions in the Community Safety Strategy are completed by the partnership by the end of the plan in March 2023

                                    3.13

                                    Corporate Plan Link

                                    CP 3.1.2

                                    Action/deliverable

                                    Establish funding to enhance neighbourhood services and community policing to tackle crime and antisocial behaviour, in conjunction with community partners.

                                      Accountable Lead Officer

                                      Head of Safer Communities

                                      Start and end date

                                      April 2020 to March 2024

                                      Key Internal /External partners involved

                                      • Office of the PCC

                                      SMART Measure of Success

                                       Funding streams identified and successfully bid for (Safer Streets fund in 2021)

                                      3.14

                                      Corporate Plan Link

                                      CP 3.1.3

                                      Action/deliverable

                                      Monitor the newly commissioned independent, LGBTQ inclusive, service for survivors of sexual or domestic violence.

                                        Accountable Lead Officer

                                        Head of Safer Communities

                                        Start and end date

                                        April 2020 to October 2020

                                        SMART Measure of Success

                                        • Smooth transition and contract to go live April 2021
                                        • Domestic Violence/Sexual Violence KPIs

                                        3.15

                                        Corporate Plan Link

                                        CP 3.1.5

                                        Action/deliverable

                                        ‘Identify and tackle the causes of hate crime and anti-social behaviour’ through the Community Safety Strategy

                                          Accountable Lead Officer

                                          Head of Safer Communities

                                          Start and end date

                                          April 2020 to March 2023

                                          Key Internal /External partners involved

                                          • Police
                                          • Community Safety, Partnership
                                          • Youth Offending Team (YOT)
                                          • Racial Harassment forum
                                          • LGBTQ Community Safety Forum

                                          SMART Measure of Success

                                          • % of respondents very or fairly satisfied with the way their anti-social behaviour or hate incident complaint was handled (DMT KPI)
                                          • % of residents feeling safe after dark in local areas (Corporate KPI)

                                          3.16

                                          Corporate Plan Link

                                          CP 3.1.7

                                          Action/deliverable

                                          Invest in an independent support service for people who have experienced racial and religiously motivated hate crime.

                                            Accountable Lead Officer

                                            Head of CETS

                                            Start and end date

                                            April 2023 to March 2024

                                            SMART Measure of Success

                                            Grant agreement with provider for service (June 22)

                                            3.17

                                            Corporate Plan Link

                                            CP 3.1.4

                                            Action/deliverable

                                            Treble spending on renewable energy and energy efficiency measures for council homes.

                                              Accountable Lead Officer

                                              Housing Sustainability and Affordable Warmth Manager (Housing)

                                              Start and end date

                                              April 2020 to March 2024

                                              Key Internal /External partners involved

                                              EEC

                                              SMART Measure of Success

                                              • Report to committee October/November 2021 with including costed retrofit plan towards carbon neutral by 2030
                                              • Begin the solar PV programme on local housing stock by September 2021 (1000 households to be delivered over 3 years)

                                              3.19

                                              Corporate Plan Link

                                              3.1.8

                                              Action/deliverable

                                              Ensure that people who attack rough sleepers are prosecuted.

                                                Accountable Lead Officer

                                                Head of Housing Needs (Housing)

                                                Start and end date

                                                April 2020 to March 2024

                                                Key Internal /External partners involved

                                                Housing, Neighbourhoods and Communities

                                                SMART Measure of Success

                                                • All intelligence of reports of attacks to be communicated to appropriate channels
                                                • Confirmation that those in contact with rough sleepers (commissioned services) to be aware of reporting arrangements for attacks

                                                4. A growing and learning city

                                                4.1

                                                Corporate Plan Link

                                                CP 4.5

                                                Action/deliverable

                                                Contribute to a growing and learning city through Libraries services to children, young people and adults of all ages.

                                                  Accountable Lead Officer

                                                  Head of Libraries and Information Services

                                                  Start and end date

                                                  April 2020 to March 2024

                                                  Key Internal /External partners involved

                                                  • Children’s centres
                                                  • Early years providers
                                                  • Schools
                                                  • Colleges
                                                  • Universities
                                                  • Community and adult learning providers

                                                  SMART Measure of Success

                                                  • Three activity sessions for pre-school children and families every week during term time
                                                  • One activity session for primary age children and families per term
                                                  • Two case studies on adult learning support by libraries per year

                                                  4.2

                                                  Corporate Plan Link

                                                  CP 4.5.1

                                                  Action/deliverable

                                                  Strengthen the links between students and residents.

                                                    Accountable Lead Officer

                                                    Assistant Director of Housing

                                                    Start and end date

                                                    April 2020 to March 2024

                                                    Key Internal /External partners involved

                                                    • EEC

                                                    SMART Measure of Success

                                                    • Proposal for consultation on the City-Wide Housing Strategy September 2021
                                                    • Refresh the student housing strategy as part of the wider strategy March 2022

                                                    5. A sustainable city

                                                    5.1

                                                    Corporate Plan Link

                                                    • HWP 4.1
                                                    • CP 5.1.13

                                                    Action/deliverable

                                                    Achieving carbon reductions and sustainability in housing including address fuel poverty and ‘set ambitious fuel poverty reduction targets’.

                                                      Accountable Lead Officer

                                                      Housing Sustainability and Affordable Warmth Manager (Housing)

                                                      Start and end date

                                                      April 2020 to March 2024

                                                      Key Internal /External partners involved

                                                      • EEC

                                                      SMART Measure of Success 

                                                      • Increase the energy efficiency rating of local authority owned homes - based on Standard Assessment Procedure 2012 to 77 by March 2024
                                                      • Reduce fuel poverty levels to below the median for comparator local authorities after the new government definition is confirmed
                                                      • HRA Housing stock to work towards zero carbon by 2030 – annual profile to follow
                                                      • Delivery of the ground source heat project at Elwyn Jones Court by March 2022  
                                                      • Begin the solar domestic solar PV programme on local housing stock by September 21 (1000 households to be delivered over 3 years)
                                                      • Identify opportunities to work collaboratively with other local authorities and housing providers for joint procurement and joined up delivery of programmes by March 2022

                                                      5.2

                                                      Corporate Plan Link

                                                      • HWP 4.2
                                                      • CP 5.1.7
                                                      • CP 5.1.8

                                                      Action/deliverable

                                                      Investigate bulk buying PV panels and other energy saving resources and supplying them at low cost to residents and others.

                                                        Accountable Lead Officer

                                                        Housing Sustainability and Affordable Warmth Manager (Housing)

                                                        Start and end date

                                                        April 2020 to March 2024

                                                        Key Internal /External partners involved

                                                        • EEC

                                                        SMART Measure of Success 

                                                        • Targeted mail out and promotion through digital channels and networks to Brighton & Hove residents promoting collective purchasing scheme August 2021
                                                        • Participation in a further Solar PV collective purchase scheme Autumn 2021
                                                        • 200 households to have solar PV/batteries installed by June 2022

                                                         

                                                        6. A healthy and caring city

                                                        6.1

                                                        Corporate Plan Link

                                                        • CP 6.1
                                                        • CP 6.2
                                                        • CP 6.3
                                                        • CP 6.4

                                                        Action/deliverable

                                                        Increase healthy life expectancy and reduce health inequalities, by supporting people in ageing well and to live independently, and by supporting carers.

                                                          Accountable Lead Officer

                                                          Head of Libraries and Information Services.

                                                          Start and end date

                                                          April 2020 to March 2024

                                                          Key Internal /External partners involved

                                                          • HASC
                                                          • Community and voluntary sector
                                                          • NHS
                                                          • Other public service providers

                                                          SMART Measure of Success 

                                                          • Establish baseline number of Reading Well, Books on Prescription issued by December 2021
                                                          • Deliver 10 promotional activities per year to raise awareness of how libraries support Aging Well
                                                          • Maintain 90% of level of Home Delivery clients as achieved under Covid

                                                           

                                                          7. Council attributes

                                                          7.1

                                                          Corporate Plan Link

                                                          • CP 7.3.3
                                                          • CP 7.3.1

                                                          Action/deliverable

                                                          Take a leading role in increasing equality and inclusion and challenging inequality across the city and within the council.

                                                            Accountable Lead Officer

                                                            Head of CETS

                                                            Start and end date

                                                            April 2020 to March 2024

                                                            Key Internal /External partners involved

                                                            • CVS
                                                            • public services
                                                            • residents
                                                            • private landlords and businesses
                                                            • other council departments
                                                            • universities
                                                            • COMPAS
                                                            • partner cities
                                                            • F&R

                                                            SMART Measure of Success 

                                                            • % Residents who feel strongly that they belong to their immediate neighbourhood (KPI)
                                                            • % Residents agree that their local area is a place where people from different backgrounds get on well together (Overall)
                                                            • Develop an inclusive cities action plan (September 2021)

                                                            7.2

                                                            Corporate Plan Link

                                                            CP 7.2.2

                                                            Action/deliverable

                                                            We will involve people in decision making and service design, and create opportunities for people to help each other.

                                                              Accountable Lead Officer

                                                              Head of CETS

                                                              Start and end date

                                                              April 2020 to March 2024

                                                              Key Internal /External partners involved

                                                              All city partners and residents

                                                              SMART Measure of Success 

                                                              • Three collaborative projects per year between community of identity and council service (March 2022)
                                                              • Adoption of council led anti-racism strategy (October 2021)

                                                              7.3

                                                              Corporate Plan Link

                                                              CP 7.2.3

                                                              Action/deliverable

                                                              Assess the actions in the council’s corporate plan to identify how they will impact on people from all communities.

                                                                Accountable Lead Officer

                                                                Head of CETS

                                                                Start and end date

                                                                April 2021 to March 2024

                                                                Key Internal /External partners involved

                                                                All city partners and residents

                                                                SMART Measure of Success 

                                                                Develop a set of indicators to track impact of corporate plan on communities by July 2021.

                                                                7.4

                                                                Corporate Plan Link

                                                                CP 7.1

                                                                Action/deliverable

                                                                Protecting public health and maintain a fair and safe trading environment for residents, business and visitors in the city through enforcement, inspection and education and continuous service improvement.

                                                                  Accountable Lead Officer

                                                                  Head of Safer Communities

                                                                  Start and end date

                                                                  April 2020 to March 2024

                                                                  Key Internal /External partners involved

                                                                  All local business premises owners.

                                                                  SMART Measure of Success 

                                                                  • 98% of food safety inspection programme (rolling figure)
                                                                  • 95% of food businesses deemed ‘broadly compliant’ ie 3 or more on Food Hygiene Rating Scheme (FHRS) (rolling figure)
                                                                  • Review the gambling policy by March 2022
                                                                  • Update Taxi Blue Book to reflect new national standards by March 2022
                                                                  • Ensure all export certificates are issued withing statutory time frames as a result of Brexit
                                                                  • £30,000 saved for vulnerable consumers per annum

                                                                  7.5

                                                                  Corporate Plan Link

                                                                  Not in HWP

                                                                  CP 7.2

                                                                  Action/deliverable

                                                                  Deliver and implement a new Housing management IT system (Directorate Modernisation Programme).

                                                                    Accountable Lead Officer

                                                                    Housing System Implementation Programme Manager (Housing)

                                                                    Start and end date

                                                                    April 2020 to April 2021

                                                                    SMART Measure of Success 

                                                                    • Core System live by July 2021
                                                                    • Phase 1 of Project completed within 10% tolerance of budget
                                                                    • 100% staff trained prior to ‘go live’ (currently July 2021)
                                                                    • All current users of the current online system transferred successfully to the new system within a month of ‘go live’
                                                                    • Within 6 months of ‘go live’ increase the customer user base by 50%
                                                                    • Operational efficiencies improved by 5% on average across services within the first year of ’go live’– including through digitisation

                                                                    7.6

                                                                    Corporate Plan Link

                                                                    7.2

                                                                    Action/deliverable

                                                                    Directorate to have an up to date Health & Safety Risk Profile in place.

                                                                      Accountable Lead Officer

                                                                      Executive Director - HNC

                                                                      Start and end date

                                                                      April 2021 to March 2024

                                                                      SMART Measure of Success 

                                                                      Completed Health and Safety Risk Profile covering all services and identifies the highest priority risk areas and services within the directorate. Reviewed annually or sooner if there have been service changes, a significant incident or changes to national risk priorities.

                                                                      8. Develop and engage with staff to deliver good quality services and change within the directorate and across council services

                                                                      8.1

                                                                      Corporate Plan Link

                                                                      CP 7.1

                                                                      Action/deliverable

                                                                      Develop the quality and impact of the Directorate’s City and Council management and leadership.

                                                                        Accountable Lead Officer

                                                                        Executive Director - HNC

                                                                        Start and end date

                                                                        April 2020 to March 2024

                                                                        SMART Measure of Success 

                                                                        • Reduce directorate sickness rates and improved return to work interview rates
                                                                        • % Improvement in staff survey index
                                                                        • Results of health and safety audits

                                                                        8.2

                                                                        Corporate Plan Link

                                                                        CP 7.2

                                                                        Action/deliverable

                                                                        Directorates to work proactively to understand, engage with and respond effectively to the city’s diverse communities and its changing demographic.

                                                                          Accountable Lead Officer

                                                                          Head of CETS

                                                                          Start and end date

                                                                          April 2020 to March 2024

                                                                          SMART Measure of Success 

                                                                          Service level actions, captured in directorate Fair & Inclusive Action Plan, are completed to timetable and monitored through the relevant DEDG and CEDG.

                                                                          8.3

                                                                          Corporate Plan Link

                                                                          CP 7.2

                                                                          Action/deliverable

                                                                          Directorate to actively support the corporate aim of diversifying the workforce at all levels, recruiting and retaining staff from all the city's communities.

                                                                            Accountable Lead Officer

                                                                            Executive Director – HNC

                                                                            Start and end date

                                                                            April 2020 to March 2024

                                                                            Key Internal /External partners involved

                                                                            Equalities team

                                                                            SMART Measure of Success 

                                                                            • Workforce profiles across all grades and contract types in line with corporate targets,
                                                                            • Service level actions are completed to timetable and monitored through the relevant DEDG and CEDG
                                                                            • Numbers of people recruited and percentage of those who are BME or disabled at application, interview and appointment stages as monitored by HR, - number and percentage of leavers who are BME or disabled
                                                                            • % of managers who recruit who have been trained
                                                                            • % improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index

                                                                            8.4

                                                                            Corporate Plan Link

                                                                            CP 7.1

                                                                            Action/deliverable

                                                                            Defined accountability across the directorate to ensure timely and effective budget management including the delivery of spend to save proposals.

                                                                              Accountable Lead Officer

                                                                              Executive Director – HNC

                                                                              Start and end date

                                                                              April 2020 to March 2024

                                                                              SMART Measure of Success 

                                                                              • Expenditure within agreed tolerance of demand-led/income dependent budget
                                                                              • Delivery of savings proposals
                                                                              • Summary of RAG ratings of corporate and directorate modernisation projects/programmes linked to the directorate

                                                                              8.5

                                                                              Corporate Plan Link

                                                                              CP 7.1

                                                                              Action/deliverable

                                                                              Directorate delivery of excellent customer services as per council’s Customer Experience Strategy.

                                                                                Accountable Lead Officer

                                                                                Executive Director – HNC

                                                                                Start and end date

                                                                                April 2020 to March 2024

                                                                                SMART Measure of Success 

                                                                                • Customer satisfaction and ease of access (survey)
                                                                                • Increase in number of compliments
                                                                                • Reduction in number of complaints received
                                                                                • Complaints response time
                                                                                • Reduced escalation of complaints
                                                                                • Improved self-assessment score on Vision monitoring

                                                                                8.6

                                                                                Corporate Plan Link

                                                                                CP 7.1

                                                                                Action/deliverable

                                                                                Ensure each service in the directorate has an up to date and relevant Business Continuity Plan (BCP) in place.

                                                                                  Accountable Lead Officer

                                                                                  Executive Director – HNC

                                                                                  Start and end date

                                                                                  April 2020 to March 2024

                                                                                  SMART Measure of Success 

                                                                                  • Good quality BCPs in place for all services
                                                                                  • Reviewed annually or sooner if there have been service changes

                                                                                  8.7

                                                                                  Corporate Plan Link

                                                                                  CP 7.1

                                                                                  Action/deliverable

                                                                                  Ensure compliance within the directorate with the General Data Protection Regulation and the Data Protection Act 2018.

                                                                                    Accountable Lead Officer

                                                                                    Executive Director – HNC

                                                                                    Start and end date

                                                                                    April 2020 to March 2024

                                                                                    SMART Measure of Success 

                                                                                    • All data breaches reported to Information Security within 24 hours
                                                                                    • All Internal Audits relating to data protection compliance in the service have judgements of at least ‘Reasonable Assurance’
                                                                                    • All business or system changes have answered the Data Privacy Impact Assessment triaging questions and completed an assessment if required
                                                                                    • All privacy notices reviewed and updated – March 2021
                                                                                    • Information asset register completed and then reviewed quarterly – March 2021

                                                                                    Budget April 2021 to March 2022

                                                                                     

                                                                                    Functional Area

                                                                                    Budget

                                                                                    2021/22

                                                                                    Savings

                                                                                    1

                                                                                    Housing General Fund

                                                                                    9,447

                                                                                    318

                                                                                    2

                                                                                    Libraries

                                                                                    4,728

                                                                                    98

                                                                                    3

                                                                                    Communities. Equalities and Third Sector

                                                                                    3,035

                                                                                    72

                                                                                    4

                                                                                    Safer Communities

                                                                                    2,622

                                                                                    47

                                                                                    Total

                                                                                     

                                                                                    19,832

                                                                                    535

                                                                                    Risk: Housing, Neighbourhoods and Communities risks as at April 2021

                                                                                    Risk code

                                                                                    Corporate/ Directorate Plan Link

                                                                                    Risk owner

                                                                                    Initial risk score

                                                                                    Revised risk score

                                                                                    SR21

                                                                                     1.2 / 1.3 & 1.4

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    3 x 4 

                                                                                    Amber

                                                                                    3 x 3

                                                                                    Amber

                                                                                    Risk - unable to manage housing pressures and deliver new housing supply.

                                                                                    HNC DR 02

                                                                                     7.1 / 8.4

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    5 x 4

                                                                                    Red

                                                                                    4 x 4

                                                                                    Red

                                                                                    Risk - lack of financial stability and the financial and operational impacts of Covid-19 affects delivery of end to end services.

                                                                                    HNC DR 05

                                                                                     3.1 / 3.12

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    3 x 3

                                                                                    Amber

                                                                                    3 x 2

                                                                                    Yello

                                                                                    Risk - council’s inability to react to anti-social behaviour and provide support to our strategic partners in relation to Crime and Disorder.

                                                                                    HNC DR 09

                                                                                     7.1 / 8.4

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    4 x 4

                                                                                    Red

                                                                                    4 x 3

                                                                                    Amber

                                                                                    Risk - lack of income for HNC
                                                                                    Examples include:
                                                                                    • housing rent collection
                                                                                    • extra costs of TA and Rough Sleepers - risk shared with Public Health within HASC
                                                                                    • libraries: core charges such as fines, loss of all commercial income
                                                                                    • reduction in licensing income

                                                                                    HNC DR 10

                                                                                     

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    5 x 4

                                                                                    Red

                                                                                    3 x 3

                                                                                    Amber

                                                                                    Risk - Covid-19 impact on HNC of pausing project delivery, or contract delivery and contract renewals/waivers.
                                                                                    Current contracts and projects include:

                                                                                    • housing planned major works £23 million
                                                                                    • electrical/ mechanical contracts in Housing
                                                                                    • communities - Health Watch contract
                                                                                    • other projects and procurements

                                                                                    HNC DR 11

                                                                                     7.1 / 8.1

                                                                                    Executive Director, Housing, Neighbourhoods and Communities

                                                                                    5 x 3

                                                                                    Red

                                                                                    3 x 3

                                                                                    Amber

                                                                                    Risk - corporate restructures impact on pending restructures, particularly within Housing to ensure that services are aligned to delivery plan.