Directorate Plan 2022 to 2024

Directorate

Housing, Neighbourhoods and Communities

Responsible Officer

Rachel Sharpe 

Signed off by

Chief Executive

Last Updated

20 April 2022

Housing, Neighbourhoods and Communities glossary

Abbreviation

Meaning

ASC

Adult Social Care

BAME

Black, Asian, Minority and Ethnic

BIPC

Business and Intellectual Property Centre

BME

Black and Minority Ethnic

CETS

Communities Equalities and Third Sector team

COMPAS

Centre on Migration, Policy and Society

CS

Community Safety

CSP

Community Safety Partnership

CVS

Community and Voluntarily Sector

DMT

Directorate Management Team

DSV

Domestic and Sexual Violence

EEC

Economy, Environment, Culture

FCL

Families Children and Learning

FHRS

Food Hygiene Rating Scheme

FR

Finance and Resources

HASC

Health and Adult Social Care

HNC

Housing, Neighbourhoods and Communities

HRA

Housing Revenue Account

IMNA

IMNA Solutions is a software development company

KPI

Key Performance Indicator

LGBT

Lesbian, Gay, Bisexual and Transgender

LGBTQ

Lesbian, Gay, Bisexual, Transgender and Queer or Questioning

NHS

National Health Service

PCC

Poilce and Crime Commission

PFI

Public Finance Initiative (scheme)

PV

Photovoltaic

STAR

Satisfaction of Tenants and Residents

TA

Temporary Accommodation

tbc

to be confirmed

TECC

Tourism, Equalities, Communities and Culture Committee

VAWG

Violance Against Women and 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 and inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

 

Directorate Objectives for April 2022 to March 2024

Direction of travel for 2022 to 2024

To achieve our mission, we will:

  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 2022 to 2024

To achieve our mission, 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 to 2023
  • 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

Head of Community Engagement and Third Sector (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

Recommendations paper for options regarding participatory budgeting for Housing Committee by June 2023

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 Community Engagement and Third Sector (CETS)

Start and end date

April 2021 to March 2024  

Key Internal /External partners involved

CVS

SMART Measure of Success

  • Option paper on ethical loan scheme (January 2023)
  • Feasibility reports on a homeless enterprise scheme and ethical loan scheme presented to members – November 2021 TECC committee

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 Strategy and Supply (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
  • 2022/23: 160 homes projected (including 105 buy backs)
  • 2023/24: 76 homes projected (including Homes for Brighton & Hove Belgrave Centre 52 homes)
  • 2024/25: 285 homes projected including (Phase 1 of Mousecoomb (116 homes) and Homes for Brighton & Hove Coldean Lane (124 homes)
  • 346 number of homes delivered through the joint venture by May 2024 (176 council and 170 Hyde)

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 Strategy and Supply (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

EEC

SMART Measure of Success

  • 700 other affordable homes delivered by registered providers by March 2024
  • 2022/2023: 702 homes projected (308 rent and 394 shared ownership)
  • 2023/2024: 390 homes projected (55 rent and 335 shared ownership, includes 2 rent and 168 shared ownership through joint venture)
  • Review new homes policy for rent setting in new developments by March 2023.

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 Strategy and Supply (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 2023, including self-build for home ownership (5 currently identified)

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 Strategy and Supply (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

Private landlords

SMART Measure of Success

Implementation of September 2021 Housing Committee decisions on Private Sector Housing.

1.7         

Corporate Plan Link

  • HWP 2.1
  • CP 1.3.1
  • CP 1.3.5

Action/deliverable

30 dwellings that have been empty for 2 years or more returned into occupation (DMT KPI).

Accountable Lead Officer

Head of Strategy and Supply (Housing)

Start and end date

April 2021 to March 2024  

Key Internal /External partners involved

Private landlords

SMART Measure of Success

  • Map private rented tenant forums December 2022
  • Consult with private renters and brief members on option June 2023
  • Virtual advice hub developed by March 2024

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 Temporary Accommodation and Supported Accommodation

Start and end date

April 2021 to March 2024  

Key Internal /External partners involved

Landlords and tenants

SMART Measure of Success

  • Scope options of delivery including legal, budget and risk considerations (Head of Temporary Accommodation and Supported Accommodation, September 2022)

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 Strategy and Supply (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
  • Explore the viability of creating a private rented sector team to enforce housing and energy efficiency standards by September 2023

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

Assistant Director Housing Needs and Supply (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

  • HASC
  • CVS sector

SMART Measure of Success

  • New housing options operating model to be in place (March 2023)
  • Consult with partners and staff on the new operating model (April 2022)
  • Create operating model (September 2022)
  • Test and review operating model (October 2022)
  • Consult with homeless families on the operating model (December 2022)
  • Operating model to be in place (March 2023)
  • Homelessness preventions by the council per year (DMT KPI)
  • Homelessness preventions by council and partner organisations per year (Corp KPI)
  • Establish homelessness relief measures by October 2022

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 Temporary and Supported Accommodation (Housing)

Start and end date

April 2020 to March 2024  

SMART Measure of Success

  • 38 units of council run TA at Hartington Road became available in February 2021
  • 29 buy backs achieved during 2020/21 were for use as council run TA (out of a total of 64)
  • 10 units of council run TA at Oxford Street due 2021/2022

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 Needs and Supply (Housing)

Start and end date

April 2021 to March 2024  

Key Internal /External partners involved

  • Finance and Resources
  • Legal
  • Seaside Homes

SMART Measure of Success

Complete review of Seaside Homes proposals and develop an action plan by June 2022.

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 Investment and Asset Management (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

  • Health and Safety
  • Team
  • ESFRS

SMART Measure of Success

  • Review the implications of The Building Safety Bill to determine future work (to be confirmed – when bill released)
  • 6-weekly meetings with ESFR

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

  • New tenant and community involvement policy was agreed off by Housing Committee in March 2021
  • 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

  • Running the campaign in July 2022.
  • 10 properties to return to stock between Mar 2022 and March 2023
  • End to end review of Right to Buy application process by June 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 Housing Investment and Asset Management (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

  • Leaseholder Action Group
  • Legal
  • Finance

SMART Measure of Success

  • All leaseholders informed of upcoming works as early as possible prior to formal section 20 consultations
  • Implement the extended leaseholder payment options agreed at Housing Committee November 2021 (September 2022)

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 Strategy and Supply (Housing)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

  • Legal
  • Revs and 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 Tenancy Services (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 September 2022.

1.19

Corporate Plan Link

  • HWP 7.3
  • CP 1.5.3

Action/deliverable

Explore the promotion of a Rent a Room approach (supporting a lodger scheme) to maximise use of spare rooms in under occupied properties.

Accountable Lead Officer

Head of Temporary Accommodation and Supported Accommodation

Start and end date

April 2021 to March 2024  

SMART Measure of Success

Clarify approach with members particularly regarding scope, ambitions and need (Executive Director, March 2023).

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 Tenancy Services (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 (Corp 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 (TA), 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 Temporary and Supported Accommodation (Housing)

Start and end date

April 2021 to March 2024  

SMART Measure of Success

  • Finish data cleansing (July 2022)
  • Temporary Accommodation NEC write offs to be performed post arrears data analysis/cleanse (estimated September 2022)
  • System migration:
  • ABRITAS data cleansed for migration to NEC (April 2022)
  • All Temporary Accommodation data from other systems to be transferred to NEC (December 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

Head of 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 December 2022

1.23

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 Temporary and Supported Accommodation (Housing)

Start and end date

March 2020 to March 2022

SMART Measure of Success

Completed - Bid submitted and was successful to purchase an additional 30 units - 20 in 2021/2022 and 10 in 2022/2023 which will be supported as Housing led support. We are on target to deliver with 13 purchased as at 31 January 2022 and in council ownership.

1.24

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 Temporary and Supported Accommodation (Housing)

Start and end date

April 2021 to March 2024

SMART Measure of Success

Recommission rough sleeper services and supported accommodation by March 2025

  • Project planning, scoping and evidence gathering to take place (March 2023)
  • Develop specifications for services required (December 2023)
  • Contracts to be tendered (March 24)
  • Decant and mobilise new contracts by (March 25)

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

  • Deliver advice and support to 200 people per quarter (March 2023)
  • 50% of these will be women
  • 11% of these will be BAME
  • Develop hub and spoke model of delivery with ESCC (December 2022)
  • Establish sustainable funding (March 2023)

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 reg 

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 (Corporate KPI)
  • 2022/2023: shared ownership homes projected
  • 2023/2024: 335 shared ownership homes projected, includes 168 through joint venture

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 Communities, Equality and Third Sector (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 202)

3.2   

Corporate Plan Link

CP 3.2.1

Action/deliverable

Work alongside communities on what matters to them.

Accountable Lead Officer

Head of Communities, Equality and Third Sector (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 2023)

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

Completion of refresh of East Brighton, Queens Park and Hanover and Elm Grove NAPs by March 2023.

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

Identify improvements needed from the results of the audit by March 2023.

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 Communities, Equality and Third Sector (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
  • No. 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

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

Head of Communities, Equality and Third Sector (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

Options for city equalities standard together reported to TECC Committee (March 2023).

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

Head of Communities, Equality and Third Sector (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 2023).

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 Communities, Equality and Third Sector (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

Approval of Accessible City Strategy (September 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

  • Minimum two households settled in the city through the refugee resettlement programme (March 2023)
  • Achieve re-accreditation as a City of Sanctuary (September 2022)
  • Committee approval on Inclusive Cities Action Plan (September 2022)
  • Achieve Libraries of Sanctuary status for 2 community libraries (March 2023)

3.10

Corporate Plan Link

CP 3.2

Action/deliverable

Implement the libraries strategy 2022 to 2025

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

  • Maintain high levels of customer satisfaction (92% plus) for all age groups (March 2023)
  • Deliver the actions in the Libraries Strategy Implementation plan (March 2023)
  • Develop impact measures for library services (March 2023)

3.11

Corporate Plan Link

CP 3.1.1

CP 3.1.5

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, including cross partnership work to ‘identify and tackle the causes of hate crime and anti-social behaviour’.

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

  • Quarterly meetings held
  • All relevant partners attending regularly
  • Quarterly review of relevant action plans
  • Annual committee update to TECC Committee

3.12

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.

3.13

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 March 2024

SMART Measure of Success

  • Delivery of the contracted service
  • Quarterly contract review meetings

3.14

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 Communities, Equality and Third Sector (CETS)

Start and end date

April 2023 to March 2024

SMART Measure of Success

  • Independent support service supported to achieve external longer-term funding secured by provider (December 2022)

3.15

Corporate Plan Link

  • HWP 4.2
  • CP 5.1.7
  • CP 5.1.8

Action/deliverable

Treble spending on renewable energy and energy efficiency measures for council homes, including  investigate bulk buying PV panels and other energy saving resources and supplying them at low cost to residents and others.

Accountable Lead Officer

Head of Housing Investment and Asset Management (updated by 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

  • Begin the solar domestic solar PV programme on local housing stock by October 2022 (1,000 households to be delivered over 3 years)
  • Fuel poverty (new low income/low energy efficiency measure) (Corp KPI)
  • The energy efficiency rating of local authority owned homes (Corp KPI)

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

  • Deliver 3 library Universal Offers of Reading, Culture and Creativity, and the Children’s Promise (March 2023)
  • Establish support arrangements for Adult Learning Hub (March 2023)
  • Provide accessible study facilities in all libraries (March 2023)

4.2

Corporate Plan Link

CP 4.5.1

Action/deliverable

Strengthen the links between students and residents.

Accountable Lead Officer

Assistant Director Housing Needs and Supply

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

EEC

SMART Measure of Success

Student housing to be considered as part of the wider city-wide housing strategy March 2024.

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’ and providing more money to private landlords and low-income households through our Warm Homes scheme to upgrade the energy efficiency of their houses.

Accountable Lead Officer

Head of Housing Investment and Asset Management (updated by 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
  • Maintain fuel poverty levels to below the median for comparator local authorities
  • HRA Housing stock to work towards zero carbon by 2030 – Energy plan with annual profiles to be delivered June 2022 
  • Begin the solar domestic solar PV programme on local housing stock by October 2022 (1000 households to be delivered over 3 years)
  • Install air source 100 air source heat pumps across housing stock March 2023
  • Deliver first low carbon communal heating scheme March 2023
  • Research, develop and report to Housing Committee on delivery options for establishing a comprehensive Private Sector Housing Warmer Homes Scheme to be mobilised from Q3 2022/2023.

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 

Maintain Home Delivery Service at current levels while a development plan is created (March 2023).

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 Community Engagement & Third Sector (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
  • Finance and Resources

SMART Measure of Success 

  • Complete the Accessible City Strategy January 23
  • Complete the Anti-Racism Strategy January 23

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 Community Engagement and Third Sector (CETS)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

All city partners and residents.

SMART Measure of Success 

  • Approval by TECC committee of council anti-racism strategy (January 2022)
  • Three collaborative projects per year between community of identity and council service (March 2023)

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 Community Engagement and Third Sector (CETS)

Start and end date

April 2023 to March 2024

Key Internal /External partners involved

All city partners and residents.

SMART Measure of Success 

Agreed that this action will be started in 2023/24 to measure the impact of the Corporate Plan.

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’ such as 3 or more on Food Hygiene Rating Scheme (FHRS) (rolling figure)
  • 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 the housing ICT strategy (Directorate Modernisation Programme).

Accountable Lead Officer

Head of Strategy and Supply (Housing)

Start and end date

April 2020 to April 2021

SMART Measure of Success 

  • Complete Phase 2 of NPS Housing (Northgate) (December 2022)
  • Complete Phase 3 of NPS Housing (Northgate) (June 2023)
  • Implement works management system replacement (June 2023)
  • Implement Asset Management System replacement (March 2024)

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 7.2

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 Community Engagement and Third Sector (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
  • Finance and Resources

SMART Measure of Success 

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

8.2

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

Head of Community Engagement and Third Sector (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
  • Finance and Resources

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

Budget: April 2022 to March 2023

 

Functional Area

Budget 2022/23

£’000

Savings

£’000

1

Housing General Fund

12,731

(1,780)

2

Libraries

4,812

(77)

3

Communities. Equalities and Third Sector

2,989

(40)

4

Safer Communities

3,181

(35)

 

Total

23,713

1,932

Housing, Neighbourhoods and Communities risks as at January 2022

Risk code

Corporate/ Directorate Plan Link

Risk title

Risk owner

Initial risk score

Revised risk score

SR21

DP 3.3

DP 3.4

CP 1.2

Unable to manage housing pressures and deliver new housing supply

Executive Director, Housing, Neighbourhoods and Communities

3 x 3

AMBER

3 x 3

AMBER

HNC DR 02

All DP

CP 1

CP 2

CP 3

CP 4

CP 5

Lack of financial stability and the financial and operational impacts of COVID-19 affects delivery of end-to-end services

Executive Director, Housing, Neighbourhoods and Communities

5 x 4

RED

4 x 4

RED

HNC DR 05

DP 3.11

CP 3.1.1

CP 3.1.5

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

Executive Director, Housing, Neighbourhoods and Communities

4 x 4

RED

3 x 2

AMBER

HNC DR 09

DPO 2

DPO 5

CP 1

CP 2

CP 3

CP 4

CP 5

Lack of Income for HNC
Examples include:
1. Housing rent collection
2. Extra costs of TA and Rough Sleepers (risk shared with Public Health within HASC)
3. Libraries: core charges such as fines, loss of all commercial income
4. Reduction in licensing income

Executive Director, Housing, Neighbourhoods and Communities

5 x 4

RED

4 x 4

RED

HNC DR 10

All DP

CP 1

CP 2

CP 3

CP 5

Backlog of work caused by the impact of and recovery from COVID-19 affects project delivery, contract delivery and contract renewals/waiver

Executive Director, Housing, Neighbourhoods and Communities

5 x 4

RED

3 x 3

AMBER