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Memorandum from Hanover Housing Group (BDH 38)
Executive Summary · Hanover's approach to achieving Decent Homes, and improvements beyond this standard, is dependent on tenant engagement. Our approach demonstrates 'best practice with wider post-2010 applicability'. · All Hanover's homes meet the Decent Home standard. · We are now seeking to go beyond Decent Homes - working in partnership with residents locally, Hanover is determining the right quality standard for each estate location. · Our approach comprises three strands: the Hanover Quality Standard (HQS); local agreements and the 'co-payment' approach. - The HQS is a design, environmental and maintenance approach that looks beyond the government's Decent Home standard. - Local agreements are documented agreements with residents on each of our estates, setting out the services (and their associated costs) that Hanover provides at that location. - Co-payments will be offered to residents who wish to make improvements to their homes outside of the planned works programme. Hanover will match-fund residents' contributions. · Integral to our 'beyond Decent Homes' approach is a recognition that every estate - and every home - is different. We seek to offer choice to our residents wherever possible - supported by local technical expertise to do so. · Our approach therefore complements the localism, choice and personalisation agendas. · We believe that our approach to Decent Homes, particularly 'local agreements' and 'co-payments', are examples of good practice that others may wish to follow. · Hanover hopes that the Committee will highlight our initiatives to Communities and Local Government (CLG) to help inform future Decent Home guidance and good practice. 1.
About
Hanover Housing Association was founded in 1963. Today the Hanover Group is one of the largest specialist providers of retirement housing, related support and services in England. Hanover manages 19,000 retirement and Extra Care properties, including 500 on behalf of external organisations. We continue to lead the sector in building Extra Care housing, with estates in 52 locations. Our residents comprise tenants and home owners. Our tenant satisfaction rating is over 91% - the highest of any landlord held by ORC International, a research benchmark. Our mission is 'to deliver excellent living environments and tailored services that support independence and individuality for older people'. Hanover wants to make retirement housing a positive choice. To do this, we've developed a four step approach: · Providing clarity to allow choice · Engaging residents in determining quality standards and priorities for improvement · Offering new opportunities for rent and home ownership · Helping residents do the things they want to do Our approach to Decent Homes directly links to these four steps.
2.
2.1 100% of Hanover's properties already meet the Decent Home standard (this is discounting the minority of properties where residents have signed disclaimers to say they do not wish Decent Homes work to be undertaken - in which case the work will be undertaken when the properties become vacant). 2.2 However, we are committed to investing in ongoing improvements and refurbishments - and wish to go beyond the statutory minimum standard. 2.3 We want to provide homes that are not just 'decent' - but homes that are in line with residents' expectations and that are attractive to prospective residents. Our approach to Decent Homes is: · innovative and pioneering · dependent on resident involvement (especially in scope and prioritisation) on an estate by estate basis · based on a realism about our available resources - this is made transparent to residents when we consult with them · part of Hanover's wider asset management strategy · consistent with our approach of viewing our residents as 'consumers' · integral to our aim to be the number one provider of older people's housing. 2.4 Our approach to resident involvement has already been commended by the Tenant Services Authority and the National Housing Federation. 2.5 We have a co-ordinated approach to Decent Homes that includes: · the Hanover Quality Standard · new 'local agreements' · our forthcoming 'co-payments' scheme
3. The
Unique features of the HQS 3.1 Hanover is one of the first housing associations to begin the implementation of a new housing benchmark ahead of any government system or standard. 3.2 What really sets us apart is our emphasis on local consultation with residents to help decide what work is carried out to their homes. 3.3 We give residents real say in determining standards and investment priorities for where they live. Hanover has recruited more technical professionals to locally support residents in making these decisions.
A guide to the HQS 3.4 The HQS is a design, environmental and maintenance approach that looks beyond the basic Decent Home standard. It has a new emphasis on ensuring our properties meet contemporary standards and expectations. 3.5 The HQS programme links Decent Homes, on-going maintenance, investment programmes and asset management reviews. 3.6 The four main components of the scope of the work are: · internal features of the property · shared areas · aesthetics and setting · energy and sustainability 3.7 The HQS process involves Hanover explaining to residents the HQS and the thinking behind it. But importantly, it also involves Hanover listening to and consulting with residents to understand their thoughts and feelings on the quality of their existing homes and how they can be improved. 3.8 The conduct of each assessment against a clear framework will lead to a high level of standards throughout estates by working with residents to create a 'wish list' for planned works such as improvement to communal areas, gardens or individual units. 3.9 The process is as follows: · We conduct inspections of each estate, talking to residents about their views and perspectives. · We then produce a report detailing the priority works residents would like to see carried out. · A plan is drawn up, taking into account residents' views, as well as issues of finance and housing management, existing planned works and the affordability of any works. · We then return to the residents and talk with them about the options and the feasibility of their proposals. We explain how the proposed work could be carried out. We also provide back-up information on options, specifications and costs in order to provide the best possible assistance to residents during the decision process. · The process involves negotiation, but is based on transparency so that residents understand the impact of decisions they make. · Ultimately, it is residents who are making their own informed decisions on how they want to improve their homes.
The benefits of the HQS 3.10 The HQS approach is rooted in our belief that residents know what improvements are needed and that, since they are our customers, this is good business. 3.11 We expect that this will: · improve quality · improve resident satisfaction even further · make units more attractive · reduce voids · focus and make the most of our resources.
Implementation of the HQS 3.12 The HQS is a rolling programme. All Hanover's estates are to be surveyed by March 2010, resulting in a four-year prioritised upgrade programme. 3.13 We tested the methodology with a selection of estates. We have also learnt from QS HQS our experience gained in Hackney - where we took over 30 retirement estates from the London Borough of Hackney following a large scale voluntary transfer - and worked extensively with residents in order to carry out Decent Home improvement works. 3.14 Resident involvement in that process ensured that the works carried out delivered what residents actually said they wanted rather than what Hanover said they should have. The final outcome delivered the Decent Home standard but it improved residents' satisfaction too (e.g. a new front entrance door and lobby provides more than security and disabled access for residents, it can also improve the external aesthetics). 3.15 The key questions posed to residents include: what they like about their home, shared spaces and external environment, and; what they would want to change about any of these aspects. Engagement is mainly through a combination of resident surveys and in-depth focus groups. When our staff present the rationale and objectives of the HQS process there is always lively and constructive discussion and feedback. 3.16 Typical Key areas that emerge from consultation and feedback are shown below: · the quality of bathrooms and kitchens are top of the agenda, with concerns over long replacement cycles affecting quality standards and residents' pride in their own homes. Mainly, resident ask for a more contemporary look · the need to provide a 'non-institutional' feel to both the outside world and to residents internally is high on the list too - residents ask for 'personality' in communal rooms and corridors · security, lighting or being fuel efficient and environmentally friendly are also important topics · residents would like entrances to be more secure, accessible and welcoming · there is a desire to improve private amenity to homes as well as communal areas · residents want a reduction in energy use and to improve estate performance · general access around the external grounds, common areas and apartments has also been raised · residents generally feel that too much signage is provided on our estates. 3.17 The budget to carry out works will be ring-fenced from sales of stock which, for strategic and other reasons, no longer forms part of our brief. 3.18 Designs will be agreed with residents nationally and locally and individuals will also have an input into their kitchen and bathroom layouts, and the option to purchase additional units and equipment. 3.19 The installation of kitchens and bathrooms will still take place on a pre-planned cycle.
4. 'Local Agreements' at
Unique features of local agreements 4.1 Local agreements have been developed by Hanover because we our residents have indicated very firmly to us that 'local' accountability matters to them. 4.2 We believe that our approach is innovative, and chimes with the localism agenda as it involves devolving previously centralised decisions to the people who are affected by them locally. 4.3 The agreements ensure that residents have an opportunity to review services and costs on a regular basis.
A guide to local agreements 4.4 Local agreements are documented agreements with residents on each estate, which set out the services - and their associated costs - Hanover provides at that location. 4.5 The agreement sets out the level of service provided by the locally based Estate Manager of each scheme, as well as the emergency 24 hour alarm service ('Hanover On Call'), and service contracts that cover cleaning, gardening and local repairs. 4.6 Local agreements are key to our strategic aim of improving the clarity of the service we offer. They link to four service classifications agreed by Hanover ('Hanover Housing', 'Hanover Retirement Housing', 'Hanover Retirement Living' and 'Hanover Extra Care'). 4.7 The agreements will become a key method of engaging with residents about the services provided locally and the ways in which services might develop. 4.8 All our estates will have an agreement in place by 30 September 2009. It is recognised that these initial agreements and documents will develop and change over time. 4.9 The initial local agreements will include the results of an exercise taking place this summer to identify local contractors for each estate as part of our responsive repairs review. 4.10 Residents indicated that they were concerned about the loss of local accountability and control inherent in Hanover's previous proposals to introduce a national single contractor for responsive repairs - residents valued having local contractors and in having a say in works on their estate. Hanover responded by introducing a new 'responsive repairs service' that allows local residents to actively choose their local contractors. The agreements are a clear signal to our residents that we listen to them. 4.11 There will be some issues, including the tendering of repairs contracts and also the retention of an estate manager service, where it would be considered unreasonable to review more than every two or three years. 4.12 However, Hanover believes that local agreements should otherwise be reviewed annually - and more often if requested by residents.
Benefits of local agreements 4.13 Local agreements give residents surety, and clarity, about the services that they can expect to receive from Hanover in a given period. 4.14 Local agreements will also aid clarity for older people seeking to rent or buy a home from us. 4.15 There may be particular repairs, or planned works, where residents value the choice of being able to select their own local contractor. While residents may not need the services of a plumber very often, for example, the estate may have a regular gardener whom residents do see often. 4.16 With regard to planned works, having some say over local contractors who could be used is likely to offer reassurance and more control over what might otherwise be an inconvenient process for residents.
Implementation of local agreements 4.17 Hanover is nearing the end of the first phase of implementing local agreements. 4.18 Residents are working with their Estate Manager to come up with an agreement that accurately reflects the services and amenities that their estate currently has - or the residents would like them to have. 4.19 Hanover will measure the success of local agreements via satisfaction surveys. This will indicate the extent to which residents have found them meaningful and a helpful clarification of the services on offer locally.
5. Introduction of co-payments
Unique features of the co-payment proposal 5.1 Hanover is possibly the first landlord, or certainly among the first landlords, to be close to introducing a co-payments policy. 5.2 The policy will extend choice to our residents, help to boost the quality of our stock and is yet another example of innovative thinking that other housing providers may wish to follow. 5.3 Co-payments increase options and provide an incentive for tenants to make improvements to their homes outside of the planned works programme.
A guide to the co-payment proposal 5.4 Residents will be eligible for a 'co-payment' if they wish to replace their kitchens and bathrooms sooner than Hanover's planned works programme allows. 5.5 Hanover will match-fund a resident's contribution. Residents will have a choice of who they want to supply, how they want it fitted and when they want the work completed. 5.6 The match-funding ratio is to be determined, and will vary according to the individual home. However, Hanover intends to use a sliding scale approach, to reflect the period since the kitchen or bathroom was last replaced. If the replacement was undertaken very recently then the current installation will be seen as fit for purpose and no contribution will be made by Hanover. Conversely, if the replacement is due in the near future, Hanover should meet the full cost. Between these extremes the resident's contribution will decrease over time as the replacement date comes nearer and Hanover's will increase. 5.7 Hanover's current replacement cycle for kitchens and bathrooms is 27 years and 37 years respectively. This is not considered acceptable. In the meantime, we believe that co-payments may be attractive to some residents who recognise the ability to enhance their property by utilising to some extent their own resource.
The benefits of co-payments 5.8 The policy proposal has emerged from residents themselves - and complements Hanover's approach of viewing residents as customers with choices, rather than passive recipients of services. 5.9 The proposal began as a 'kitchen pilot' in our north region - we replaced kitchens over ten years old in void properties to enhance let-ability. Existing residents felt this approach was exclusive, so the pilot was extended to these residents. Using Hanover's preferred suppliers and contractors, residents were able to have 50% of their costs met by Hanover. 5.10 The pilot results suggested that residents wanted more choice - having to use our supplier and contractors was restricting and did not result in economies of scale for Hanover anyway. However, the concept of co-payments seemed strong enough to develop nationally. 5.11 The approach makes best use of the RSL's resources - although start-up costs may be high, in the longer term we believe this will save Hanover money on its capital works programme. 5.12 The new approach will be extended nationally to all rental retirement housing and Extra Care residents where the onus is on Hanover to provide planned works.
Planned implementation of co-payments 5.13 Planning is on-going but Hanover intends to offer co-payments by the end of the financial year (2009/10). 5.14 There is significant work to do before then: · Co-payments will need to be clearly explained so that residents can make an informed and sensible choice. This includes information on costs, benefits and timescales. · Residents must then be able to rely on this information. We are aware that in the event that we are able to bring forward a kitchen or bathroom replacement programme, this may displease residents who have made a co-payment on the basis that improvements are not scheduled for several years. · Hanover needs to publish a 'reasonable cost
figure' for kitchen and bathroom replacement - representing the likely amount
that 5.15 Residents will have two options: a) To ask b) To choose the design and the units and to
arrange the installation themselves. 5.16 The second option will require more administration and technical oversight to ensure the replacement is appropriate for our property, in terms of: · value for money · contractor competence · risk management, e.g. for other residents · satisfactory completion before
September 2009
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