Housing Community
Network Handbook
January 2009
06/02/2009
1
CONTENTS
Housing Executive Foreword.............................................................................8
SCNI Foreword ....................................................................................................9
THE HOUSING COMMUNITY NETWORK ........................................................10
Introduction......................................................................................................10
Local Tenant/Community Organisation Terms of Reference...........................13
District Housing Community Network Terms of Reference..............................15
Area Housing Community Network Terms of Reference .................................24
Central Housing Community Network Terms of Reference .............................27
Inter Community Network Terms of Reference ...............................................30
SAMPLE COMMUNITY PARTICIPATION COMPACT FOR COMMUNITY
GROUPS ............................................................................................................32
Foreword .........................................................................................................33
Section 1 - Housing Services ..........................................................................34
Section 2 - Resources .....................................................................................36
Section 3 - Meetings........................................................................................38
Section 4 - Information ....................................................................................40
Section 5 - Representative Community Organisations ....................................41
Section 6 - Mutual Commitment ......................................................................43
Declaration ......................................................................................................44
SAMPLE COMMUNITY PARTICIPATION COMPACT FOR DISTRICT
HOUSING COMMUNITY NETWORKS ..............................................................45
Foreword .........................................................................................................46
Section 1 - Housing Services ..........................................................................47
Section 2 - Resources .....................................................................................51
Section 3 - Meetings........................................................................................52
Section 4 - Information ....................................................................................53
Section 5 - Representative Community Organisations ....................................55
Section 6 - Mutual Commitment ......................................................................56
Section 7 - Performance Monitoring ................................................................57
Declaration ......................................................................................................58
MODELS OF INVOLVEMENT............................................................................60
Community Participation Compacts ................................................................60
Estate Strategy Liaison Group/ Inter-Agency Group .......................................61
Involvement in an Estate Strategy Liaison Group/Inter-Agency Group ...........62
Housing Maintenance Co-operatives ..............................................................63
Housing Forums ..............................................................................................63
Mystery Shopping............................................................................................64
Egan Contracts................................................................................................65
Community Service Agreements (CSA) ..........................................................65
FORMING AN ASSOCIATION ...........................................................................66
Introduction......................................................................................................66
Step by Step Guide .........................................................................................67
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Communication ...............................................................................................70
DRAWING UP A CONSTITUTION .....................................................................71
Sample Constitution ........................................................................................73
CHARITABLE STATUS .....................................................................................81
FORMING A COMMITTEE .................................................................................85
COMMUNITY LETTINGS ...................................................................................89
PROVISION OF MATERIALS AND EQUIPMENT TO COMMUNITY GROUPS 91
Sample Inventory ............................................................................................92
Provision of Materials and Equipment .............................................................93
Sample Requisition Form ................................................................................94
COMMUNITY TRAINING AND DEVELOPMENT...............................................97
FACILITATION OF COMMUNITY GROUPS......................................................99
NORTHERN IRELAND HOUSING EXECUTIVE..............................................100
The Organisation...........................................................................................101
Working with Others ......................................................................................102
Contact Details ..............................................................................................102
FUNDING OF THE HOUSING EXECUTIVE.....................................................103
Rent Increases ..............................................................................................103
Annual Planning Cycle ..................................................................................103
Financial Budgets..........................................................................................104
General Points on Funding............................................................................104
BEST VALUE ...................................................................................................105
Tenants’ and Residents’ Roles......................................................................105
The Best Value Process ................................................................................106
Local Performance Plans (LPPs) ..................................................................107
THE HOUSING EXECUTIVE’S EQUALITY SCHEME .....................................108
Background ...................................................................................................108
Main summary of the Equality Scheme .........................................................110
Conclusion.....................................................................................................110
Further Information........................................................................................110
ENVIRONMENTAL POLICY ............................................................................112
GETTING HOUSED..........................................................................................113
Introduction....................................................................................................113
Service Standards .........................................................................................113
BECOMING A TENANT ...................................................................................114
Eligibility ........................................................................................................115
Renewal Procedure.......................................................................................116
HOUSING SELECTION SCHEME ASSESSMENT..........................................117
Common Selection Scheme ..........................................................................117
Common Waiting List ....................................................................................117
Transfers .......................................................................................................118
Exchanges.....................................................................................................119
Allocations .....................................................................................................119
Moving Outside Northern Ireland...................................................................121
Tenancy Conditions.......................................................................................122
Assignment of Tenancy.................................................................................123
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HOMELESSNESS ............................................................................................124
Service Standards .........................................................................................124
Homeless Applicants.....................................................................................124
Dealing With Your Case ................................................................................125
Making a Decision .........................................................................................127
Appealing the Decision..................................................................................128
Temporary Accommodation ..........................................................................129
Furniture Storage ..........................................................................................130
Private Rented Sector Issues ........................................................................130
ILLEGAL OCCUPATION .................................................................................131
Rights & Services Affected by Illegal Occupation..........................................131
Prevention of Squatting .................................................................................132
Action Following Illegal Occupation...............................................................133
Offers of Tenancy to Illegal Occupants .........................................................135
RENT ................................................................................................................136
Service Standards .........................................................................................136
Rent Scheme.................................................................................................137
Rent Payment Methods.................................................................................137
Points Schedule ............................................................................................138
Rent Arrears ..................................................................................................140
Rent Payment Methods.................................................................................143
HOUSING BENEFIT.........................................................................................145
Service Standards .........................................................................................145
What is Housing Benefit? ..............................................................................145
How Housing Benefit is Paid .........................................................................145
Who Can Claim? ...........................................................................................146
Calculation of Housing Benefit ......................................................................148
Service Charges............................................................................................151
Change in Circumstances .............................................................................153
Appealing Your Housing Benefit Decision .....................................................154
HOUSE SALES ................................................................................................156
Service Standards .........................................................................................156
Properties you cannot buy.............................................................................157
Applying to Buy .............................................................................................158
Maintenance and Liability to pay rent ............................................................158
Joint Purchase...............................................................................................159
Purchase Price ..............................................................................................159
Discounts.......................................................................................................160
Buy Back Option............................................................................................162
Cost of Provision (Historic Cost)....................................................................162
Sale of Vacant Dwellings...............................................................................163
Sale of Garages ............................................................................................163
REPAIRS ..........................................................................................................164
Service Standards .........................................................................................164
Reporting & Classification of Repairs ............................................................165
Tenant & Housing Executive Responsibilities ...............................................166
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Change of Tenancy repairs ...........................................................................169
Self Help Repairs Scheme ............................................................................169
After Hours Emergency Service ....................................................................170
Tenants’ Right to Repair Scheme..................................................................171
Code of Practice for Contractors ...................................................................172
Right to Compensation for Improvements .....................................................173
MAINTAINING YOUR HOME ...........................................................................176
Fire Safety .....................................................................................................176
Electrical Safety.............................................................................................177
PROTECTING YOUR HOME ...........................................................................179
Dampness .....................................................................................................179
Condensation ................................................................................................180
Frost ..............................................................................................................181
Security .........................................................................................................182
Insurance.......................................................................................................183
THE MANAGEMENT OF VACANT DWELLINGS ...........................................184
Introduction....................................................................................................184
TENANT CONSULTATION ..............................................................................187
Introduction....................................................................................................187
Consultation in Planned Schemes.................................................................188
Economic Appraisal.......................................................................................191
Preparation & Resourcing of Schemes .........................................................192
Improvement Schemes (Block 3 Capital Works) ...........................................192
Environmental Improvement Works ..............................................................194
Design Standards..........................................................................................195
Planned Maintenance Schemes (Revenue Works) .......................................196
Heating Policy ...............................................................................................200
Decant Standards..........................................................................................202
PAYMENTS & ALLOWANCES........................................................................206
Payments to Tenants ....................................................................................206
Payments to Owner Occupiers......................................................................216
Home Loss & Disturbance Payments............................................................217
THE GRANTS SCHEME ..................................................................................220
Key Points .....................................................................................................222
After approval of Grant ..................................................................................223
The Fitness Standard ....................................................................................224
Types of Grants Available .............................................................................225
Test of Resources .........................................................................................230
Making an Application for a Renovations Grant ............................................232
Selling Your Property ....................................................................................233
COMPLAINTS PROCEDURES ........................................................................234
Service Standards .........................................................................................234
Internal Complaints Procedure ......................................................................234
Neighbour Disputes Procedure .....................................................................237
Complaints About Fuel & Electricity ..............................................................239
HOME ENERGY CONSERVATION .................................................................241
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Why be Energy Efficient? ..............................................................................241
What Help is Available? ................................................................................243
Training for Community Advisers ..................................................................244
NEIGHBOURHOOD RENEWAL ......................................................................245
The national agenda......................................................................................245
The local context ...........................................................................................245
What this means for the Housing Executive ..................................................246
COMMUNITY SAFETY/ANTI SOCIAL BEHAVIOUR ......................................247
Mission Statement.........................................................................................247
Introduction....................................................................................................247
Mainstream Services.....................................................................................248
Partnership Working......................................................................................252
What you should do if you are experiencing anti social behaviour? ..............253
RURAL HOUSING............................................................................................254
Improving Housing Conditions.......................................................................254
Assessing Need for Housing .........................................................................255
Assisting Community Groups in Rural Areas.................................................256
HOUSING SERVICES FOR PEOPLE WITH DISABILITIES............................257
Standards of Service .....................................................................................257
Introduction....................................................................................................261
Equipment/Minor Alterations .........................................................................263
Making Alterations to your Home ..................................................................264
How long does it take to have my home altered?..........................................265
How much will it cost to alter my home? .......................................................266
What is a Disabled Facilities Grant ?.............................................................267
Agency Services............................................................................................268
Renovation Grants ........................................................................................269
Moving to a More Suitable Dwelling ..............................................................270
Complaints ....................................................................................................271
HOUSING ASSOCIATIONS – ROLES AND RESPONSIBILITIES..................272
Northern Ireland Federation of Housing Associations (NIFHA) .....................272
Accommodation Provided .............................................................................274
Allocating Housing Association Tenancies ....................................................274
Rents .............................................................................................................275
Tenants’ Rights .............................................................................................275
House Sales ..................................................................................................275
Complaints ....................................................................................................276
The Future Role of Registered Housing Associations ...................................276
Further Information........................................................................................276
List of Housing Associations..........................................................................277
SUPPORTING COMMUNITIES NORTHERN IRELAND (SCNI)......................284
Aims and Objectives......................................................................................284
Organisational Structure................................................................................285
Project Referral & Assessment Procedure ....................................................286
Key Areas of Work ........................................................................................287
Development Work........................................................................................287
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SCNI's Role Within the Housing Community Network...................................289
SCNI Home Contents Insurance Scheme .....................................................290
Contact SCNI ................................................................................................290
COMMUNITY FUNDING ..................................................................................291
Effective Fundraising.....................................................................................291
Local Fundraising ..........................................................................................293
Applying for Funding .....................................................................................294
Who to Approach...........................................................................................295
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Housing Executive Foreword
The Housing Executive through its Housing Community Network has always
worked closely with community groups to encourage tenant participation in the
shaping of its housing services.
Assisted by Supporting Communities Northern Ireland (SCNI), formerly NITAP,
and together with our district staff we work with over 600 community groups at
estate level and with a network of representatives in each district to provide
communities with a say in how their housing services are delivered.
Area Networks bring representatives together to share practices at area level
and the central Network meets with senior managers to provide an input into
housing policy.
The Community Association Handbook was first published in 1994 and has
proved an indispensable resource to both Community Associations and housing
practitioners in the community sector. The continued growth in the number of
new Associations has necessitated a second revision of the Handbook, providing
a more user friendly format.
The Housing Executive will continue to work with SCNI and the Housing
Community Network to ensure that as many of our estates as possible are
represented within the network and that all sections of the community are
included.
Brian Rowntree
Chairman
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SCNI FOREWORD
Community Participation is increasingly seen as a means of achieving better
focus on the needs of those who use the housing service. Tenants/Residents
have a right to express how housing services are delivered; their involvement
plays a vital role in housing and I firmly believe that by working in partnership the
best possible housing service can be provided.
Demonstrating NIHE’s commitment to meaningful partnership is the production of
this latest edition of the Community Association Handbook, a collaboration with
SCNI and the Housing Community Network. The Handbook is a comprehensive
reference guide to Housing Executive services, to the assistance provided by
Supporting Communities NI and in addition offers information on meaningful
involvement/participation.
The Handbook has become an essential Reference Book and Directory for
Tenants/Residents and other Voluntary Organisations working in the Housing
Related Field.
SCNI looks forward to its continued impact across Northern Ireland.
Brian Holmes
Director
Supporting Communities NI
06/02/2009
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THE HOUSING COMMUNITY
NETWORK
Introduction
The Housing Executive has always been keen to involve tenants and their local
Community Associations in discussing and developing their local services, and
addressing housing issues generally. By being more involved, communities will
be better informed, can contribute to better decision-making, improve services
and standards locally, and develop their own skills and opportunities.
The Housing Community Network operates at four levels: Local Community,
District, Area and Central:
Local Community
At the estate or community level, NIHE is available to assist communities in
setting up bona fide associations to represent the views of their local community
to the Housing Executive and other agencies.
SCNI is also available to provide expertise, advice and assistance to local
communities, on request.
District Housing Community Network
District Managers will also look for representatives from each of the local
community associations across their District to come together at least five times
per year, at a district-level forum. The forum will be asked to act as the District
Housing Community Network to discuss district service standards, service
delivery and related housing issues, including the identification of best practice,
the provision of relevant district information including programme and scheme
updates. Again, SCNI will provide assistance, where requested.
Area Housing Community Network
In turn, there is also a forum set up in each of the Housing Executive’s 5 Areas,
to which each District Housing Community Network sends at least 2
representatives.
These groups, known as Area Housing Community Network, monitor and review
services throughout their Area, as well as commenting on the District Housing
Plans and the Physical Programmes of work for the housing stock in the Area.
They also deal with issues submitted to them from the various District Housing
Community Networks, other Area Housing Community Networks and Central
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Housing Community Network. The Area Housing Community Networks meet at
least five times per year.
The Housing Executive’s Area Manager and SCNI staff will provide
administrative support to each meeting, as well as responding to any matters
raised through the provision of information, training and other needs.
Central Housing Community Network
The Central Housing Community Network advises on Housing Executive policies
and procedures, particularly on their implications for individual tenants, local
communities and other client groups.
The Central Housing Community Network comprises 15 representatives (a
mixture of tenants and other tenures) nominated from the Area Housing
Community Networks. It also acts as an Advisory Group to SCNI and SCNI’s
Management Board to which Central Housing Community Network nominate 3
members.
Intercommunity Network
The Intercommunity Network (ICN) was established to consider Good Relations
issues from the tenant’s perspective. The ICN provides a consultative forum
helping to shape the Housing Executive’s good relations policy and practices
through the Community Cohesion Unit. Membership of the ICN is by way of
nomination from the Housing Community Network. At a practical and operational
level the Intercommunity Network works and assists the NIHE Community
Cohesion Unit in shaping and directing good relations through a community led
approach by the provision of increased understanding and awareness of the
cultural differences within and outside their communities and assisting to create
opportunities for members to work on good relations issues.
The Inter Community Network has made a positive contribution to the
development of a good practice guide to; flags, emblems and sectional symbols,
an Introduction to Intercultural Awareness Training, the development of the Race
Relations Charter, and the promotion of the Good Relations Project Awards.
The Inter Community Network continues to work in partnership with the Black
and Minority Ethnic Housing Forum to promote representation on the Housing
Community Network
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Terms of Reference
Terms of Reference have been drawn up for each of the above levels of tenant
and community involvement, with the advice and agreement of the Central
Housing Community Network and SCNI. They describe their respective
purposes, membership and the support provided by the Housing Executive and
SCNI.
Are You Interested in Becoming Involved?
If you are a member of a local community association, or are interested in setting
one up, or in becoming more involved with the Housing Executive on behalf of
your community, please contact your local District Office or SCNI who will be
happy to assist you.
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Local Tenant/Community Organisation Terms of
Reference
Purposes
•
To act in the interests, and for the benefit, of the inhabitants of the
community located in an NIHE or Social Housing estate and locality,
without distinction of age, sex, race, political, religious or other opinion.
•
Through regular association with the Statutory Authorities, Voluntary
Organisations and inhabitants locally, to advance community education
and development.
•
To seek provision of appropriate facilities, in the interests of social welfare
and for recreation or other leisure-time pursuits, with the object of
improving the quality of life for that community.
•
To provide a representative to sit on the District Housing Community
Network, where it is in operation.
Membership
Membership of the Association shall be open to all individuals, aged sixteen
years or over, living within the area who subscribe to the objectives of the
Association, irrespective of age, gender, economic or social status, nationality, or
religious affiliation.
The Association will work towards and adopt an Equal Opportunities Policy, and
actively encourage all members of the community to become involved in their
activities.
The Association’s Committee will elect members to sit on the Housing
Community Network for a 2 year term.
The Committee will act on behalf of the Association in meetings with Statutory
and Voluntary Agencies, and others.
A Steering Committee must work to establish a written constitution in its name at
the earliest opportunity. The Constitution will be adopted at a public meeting of
the membership, at the earliest opportunity. SCNI and NIHE will give advice and
assistance in this regard, where requested.
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Frequency of Meetings
The Community Association Committee must meet not less than four times
each year and provide feedback to the community at large on all relevant
matters.
Chairing of Meetings
Community Association meetings shall be presided over by its elected
Chairperson, failing which the elected Vice Chairperson. If neither the
Chairperson nor Vice-Chairperson is present, those present may elect one of
their number to take the chair at that specific meeting.
Quorum
The Quorum for each meeting shall be not less than one half of the Committee,
and a similar number of other members.
Voting
Decisions should be by consensus. In the absence of a consensus, decisions
shall be reached by simple majority vote of those members present.
Only Association members may vote.
Secretariat
The Association’s Secretary shall keep minutes of all Association and Committee
meetings.
The NIHE and SCNI will provide all practicable help to the Association and its
Committee, in both their development and organisation.
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District Housing Community Network Terms of
Reference
Purposes
•
To explore ways of developing closer links between NIHE and its
Customers.
•
To provide consumer feedback on the overall quality of the Housing
Services within the District, as well as on those of other Agencies’
Services.
•
To monitor and comment on performance against standards within the
District, to consider improvements in Estate Management and, where
appropriate, identify best practice within the District.
•
To seek ways of improving communications with consumers and in
particular Tenant/Community Development within the District.
•
Contribute to community-based initiatives and programmes.
•
To monitor the District’s mechanism for dealing with complaints
concerning its services.
•
To provide advice and support, as far as it is practicable, to new and
established Community Groups, and to promote greater tenant
involvement through the encouragement of new groups to form.
•
To provide a minimum of 2 representatives to sit on the Area Housing
Community Network, one of which is a Housing Executive tenant.
Membership
The Housing Community Network will seek to represent all consumer interests in
relation to NIHE services within the District.
The Network membership should normally consist of a minimum of 6 and a
maximum of 16 members drawn from Community Groups operating in the District
area.
The Members will, as far as reasonably possible, reflect the broad cross section
of consumers, in terms of age, gender, economic and social status, and religious
affiliations, as well as the relative size of each community, within the District. The
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views of special interest groups, such as those with disability, must also be
represented in the membership of the Network.
Each Community Representative will require nomination by their community at
least every 2 years and should, as far as practicable, be the sole representative
attending on behalf of that community over that period.
The NIHE retains the right to co-opt a maximum of four additional members to
represent specific special and/or community interests, where they are not
currently adequately represented. The District Manager is authorised to propose
the nominations, subject to the approval of the Network.
Network members will be paid expenses for travelling and out of pocket
expenses for each meeting, as well as an attendance allowance, by the NIHE.
Aims and objectives
•
The Network will develop its own Aims and Objectives, which are to be the
basis of its development and achievements, year on year.
•
Training will be an intrinsic part of the Network’s development process and
will be co-ordinated by NIHE District Office, drawing on the expertise
within the NIHE and other agencies, such as SCNI.
•
At the end of each year, the Network will produce an Annual Report. It is
envisaged that this report will subsequently be summarised in the District’s
performance report to tenants issued annually.
•
A Participation Compact will be developed and agreed between the
Network and NIHE District Office each year. The Compact will be
evaluated on an annual basis.
Frequency of meetings
The Network should meet a minimum of 5 times during the year.
Meetings shall be held in the District Office or other agreed venue, at the time of
day most suitable to the Network Members, with meetings lasting no longer than
three hours. The Agenda and any appropriate accompanying papers will be
distributed to members at least 10 days before each meeting. The Agenda
should normally include reference to Central and Area Housing Community
Network feedback, performance report and programme update, and member
issues. Papers should normally include Executive Briefing, Central Housing
Community Network Progress Notes and minutes.
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The District Office will be represented by, the District Manager, and/or, the
Assistant District Manager, and any other member of the District Management
Team deemed appropriate.
Chairing of meetings
The Housing Community Network will be chaired by a member of the Network
elected for that purpose. In the absence of the Chairperson, a similarly elected
Vice-Chairperson will chair the Network. Both posts will be subject to annual
election.
If however the Network’s membership wishes to invite another person, as a nonvoting member, to act as Chairperson it is free to do so.
The Chairperson will ensure that an Agenda is drawn up for each Network
Meeting, having regard to matters arising from previous meetings, referred by
Network members, Central or Area Housing Community Network, or NIHE/SCNI.
Quorum
The Quorum for each meeting shall be not less than one third of members,
elected and co-opted.
Voting
Decisions should be by consensus. In the absence of a consensus, decisions
shall be reached by simple majority vote of those members present.
Only Full Network members are entitled to vote.
Secretariat
The NIHE will provide administrative and secretarial support for the Housing
Community Network.
The District Manager or nominee will be responsible for the management, and
accounting, of any budget allocated for the use of the Housing Community
Network, in line with NIHE policies and procedures. The NIHE and SCNI will
liaise, where necessary, to provide any other support identified by the Network.
All meetings will be minuted and those minutes will be distributed to members of
the Network within 10 working days of the meeting
The Agenda and any appropriate accompanying papers will be circulated to
members at least 10 days before each meeting.
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District Housing Community Network – Good Practice Guidelines
Community
representation
Essential
All community groups
to be constituted
Preferred
Interested individuals / steering
groups may attend
50% of members to
be tenants
Community Associations with a
N.I.H.E leased community base
should attend
Community Workers
can only attend with
a Community
Representative
Special Interest Groups who
have a housing remit
Members to attend
75% of meetings
Maximum of 2 Representatives
per Community Group
NIHE
representation
• Community
Liaison Officer
• District
Manager/Assistant
District Manager.
• Other relevant
staff as and when
applicable
Area Housing
Community
Network
District Housing
Community Network
to appoint
representatives to
attend the Area
Housing
SCNI to facilitate as required
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Performance
Reporting
Essential
Information provided should be
standardised across all District
Networks
Preferred
Networks should develop
District Housing Standards
and review/monitor on an
annual basis.
Written & Verbal at Meeting
Target/Standard Set
District Performance
Comparison to other Districts
Comparison to Northern Ireland
Comparison within Area
Information to be circulated in
advance of meeting so members
can raise issues of concern on
targets and Action to be taken
can be discussed
Programme
update
Network members to be
provided with a 3 year
programme including
revenue/capital schemes
Programme information to
be circulated in advance
of Network meetings
Network to be actively
Information to be updated on a 6 involved in monitoring
monthly basis
implementation of
Consultation Standards
Project teams
Letters
Pre-site meetings
Post scheme surveys
CTOS
Annual CTOS should be brought
to District Housing Community
Network, focusing on
performance below par
Mystery
Shopping
Annual results should be
discussed with the District
Housing Community Network.
An improvement plan should be
agreed where required
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League
tables
Network members to be
updated on League Table
information
Customer
Service
Excellence
Network to be actively involved
in Customer Service Excellence
(formerly Chartermark)
application
Digital
Inclusion
Each Community Group in the
HCN receive free website,
hosting and software licence.
Resources
Venue
Attendance
Allowance
Financial
Report
Stationery
Refreshments
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Essential
Network should agree where meetings are held i.e. District
Office or other venue
Attendance allowance and out of pocket expenses to be paid
within 14 days of meeting
Financial report to be made available at each meeting
Network to decide expenditure – Annual Programme e.g.
Visits
Stationery e.g. files for HCN information to be provided on
request
Refreshments to be made available at each meeting i.e. tea /
coffee or lunch
20
Meetings
When/Where?
Duration
Frequency
Annual
programme
Facilitation
Essential
Network to decide when and where meetings are held –
to be agreed jointly with NIHE
Network meetings to last no longer than 2 hours, unless
agreed otherwise
A minimum of 5 Network meetings should be held each
year
Annual programme of meetings to be agreed in advance
which must coordinate with Central/Area Network dates
Agenda with relevant information to be circulated 10
days in advance of each meeting. Facilitation to be
provided by NIHE/SCNI to allow Network members to
fully participate
Minutes to be circulated within 14 days of the meeting in
line with Area HCN
Policies
Explained/
Updated
Essential
The Network to be updated on
proposals or changes in
policies
Preferred
Network involved in
proposals for changes in
policy prior to
implementation
Information to be provided to the Network whenever changes are implemented
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Information
Minutes
Business plan
Community
Participation
Compact
Housing News
Special
initiatives
Notice boards
Annual report
Leaflets
District office
staff
Community
Association
Handbook
District office
staff
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Essential
Central Network minutes to be
circulated centrally by NIHE
Preferred
Board/Executive briefings to
be circulated centrally to Chair
of DHCN by NIHE. Area HCN
minutes to be distributed by
Area staff.
DHCN to be involved in
Draft to be presented in
drafting business plan
advance for discussion
(foreword can be provided by
and agreement
Chair)
Community Participation
Compact to be agreed by
DHCN on an annual basis and
reviewed at 6 months
Community content for the
Housing News to be agreed by
Network
Network to be updated in
relation to relevant special
initiatives of participation
District notice board to be
provided for
DHCN/Community Group
information
Annual report to be
produced reviewing the
work of the Network
Network to be actively
involved in updating
information leaflets
Direct dial telephone
numbers of relevant staff
may be provided to
Network Members
All DHCN groups to be
provided with a Community
Association Handbook and
regular updates
Direct dial telephone
numbers of relevant staff
may be provided to
Network Members
22
Training
Training to
be
provided to
Network
members
on:
Essential
NIHE structure
Housing Community Network
All monitored services
Consultation standards
New policies
SCNI training programme to be made available to Network.
I.T. training to be provided where requested/possible
Special Housing Initiatives
Essential
Networks to be encouraged to consider special related
projects / visits / conferences / open days
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Area Housing Community Network Terms of
Reference
Purposes
•
To monitor and comment on service levels within the Area and commend
identified best practice.
•
Members of the Network will be responsible for communicating
information, to and from local communities, on issues arising from and
dealt with at the Central Housing Community Network.
•
Provide feedback on Area Programmes and District Housing Plans, on
behalf of Housing Community Networks.
•
Contribute to community-based initiatives and programmes.
•
To act as a consultative reference group on services and performance
standards on specific issues, and where requested to do so by
NIHE/SCNI.
•
To act as a sounding board for NIHE/ SCNI on Community Development
and related issues.
•
To provide 3 representatives to sit on the Central Housing Community
Network, two of which should be Housing Executive tenants.
Membership
The Area Housing Community Network will be representative of all Districts
within the Area, with a minimum of 2 representatives from each District, one of
which should be an NIHE tenant. (District Housing Community Networks, where
in existence, will provide the 2 representatives.)
The Members will, as far as reasonably possible, reflect the broad cross-section
of consumers, in terms of age, gender, economic and social status, race and
religious affiliations, as well as the relative size of each community, within the
Area. The views of special interest groups, such as those with disability, must
also be represented in the membership of the group.
NIHE/SCNI have the capacity to co-opt a maximum of 4 additional members,
subject to the approval of the Area Housing Community Network, to ensure the
Network reflects that broad cross-section of consumers and special community
interests in the Area in particular.
06/02/2009
24
Each Community Representative will require nomination by their District Housing
Community Network at least every two years and should, as far as is practicable,
be the sole representative attending on behalf of that District for that period.
Neither NIHE nor SCNI officers will be members of the Area Housing Community
Network.
Members will receive an attendance allowance, travel and out of pocket
expenses for each meeting.
Aims and Objectives
The Area Housing Community Network will develop its own Aims and Objectives,
which are to be the basis of its development and achievements, year on year.
Training will be an intrinsic part of the Area Housing Community Networks
development and will be co-ordinated by NIHE/SCNI, drawing on the expertise
within the Housing Executive, SCNI and other Agencies.
Frequency of Meetings
The Area Housing Community Network will meet at least five times during one
year, and in line with Central Housing Community Network meetings.
The Housing Executive’s Area Housing Manager or identified officer and any
other member/s of the Area Management Team will attend each meeting as
appropriate.
Meetings will be held in NIHE’s Area Office or another agreed venue, at the time
of day most suitable to members, with meetings lasting no longer than three
hours.
Chairing of Meetings
Area Housing Community Network will be chaired by one of its members elected
for the purpose. In their absence, the Vice Chairperson, similarly elected, can
chair the meeting.
If, however, the Network’s membership wishes to invite another person(s), as a
non-voting member(s), to act as Chairperson(s), it is free to do so. These can
include NIHE and SCNI Officers.
The Chairperson(s) will ensure that the Agenda is drawn up for each meeting,
having regard to matters arising from previous meetings, referred by NIHE/SCNI,
Central Housing Community Network, District Housing Community Networks, or
the Area Housing Community Network members.
06/02/2009
25
Quorum
The Quorum for each meeting shall be not less than one half of members,
elected and co-opted, of which at least 2 members shall be a member serving on
the Central Housing Community Network and a co-opted member.
Voting
Decisions should be by consensus. In the absence of a consensus, decisions
shall be reached by simple majority vote of those members present.
Only Area Housing Community Network members are entitled to vote.
Secretariat
The Housing Executive’s Area Manager will facilitate each meeting.
All meetings must be minuted and those minutes will be distributed to members
within 10 working days of the meeting.
The Agenda and any appropriate accompanying papers will be distributed to
members at least 10 days before each meeting. Papers should include Central
Housing Community Network minutes and Progress Notes.
NIHE/SCNI will provide all necessary documentation and support for the efficient
consideration of business at each meeting.
Advice and support in the communication of business/information, from the Area
Housing Community Network, will be provided by the Area Information Officer.
06/02/2009
26
Central Housing Community Network Terms of
Reference
Purposes
•
To act as a Central Customer Panel for the NIHE through, for example,
participation in specific policy working groups; providing advice on tenant
orientated NIHE publications and communications; and providing feedback
to NIHE on proposed new initiatives, particularly where it involves tenant
and community development.
•
To deal with general issues of concern, such as Tenancy Conditions and
Service Delivery, referred to it by the Area Housing Community Networks.
•
To elect from its number 3 representatives for the SCNI Management
Committee and to fill subsequent vacancies in that representation.
•
To act as a sounding board for SCNI on Community Development and
related issues.
•
To identify issues for the Community Representatives to rise at the
Management Committee, following appropriate briefing guidance from the
Network, and to discuss business referred to it through them by the SCNI
Management Board or its Director.
•
To maintain two-way communications between SCNI, its Management
Committee and Northern Ireland Community Groups.
Membership
The Group shall have a total of 15 community members comprising three
members nominated from each of the 5 Area Housing Community Networks, plus
two members from both NIHE and SCNI.
In the event of vacancies arising in the membership of the Central Housing
Community Network, the Group shall have the right to co-opt members to ensure
continuing full representation from each Area, pending nomination from that Area
Housing Community Network.
Each Community Representative will require nomination by their Area Housing
Community Network at least every 2 years and should, as far as is practicable,
be the sole representative attending on behalf of that Area for that period. At
least 2 of the 3 representatives from each Area should be an NIHE tenant.
06/02/2009
27
NIHE/SCNI have the capacity to co-opt additional members to represent the
views of special interest groups, such as those with disability, not yet represented
on it and considered necessary, subject to the approval of the Central Housing
Community Network.
Members will receive an attendance allowance, travel and out of pocket
expenses for each meeting.
Aims and Objectives
The panel will develop its own Aims and Objectives which are to be the basis of
its development and achievements year on year. Training will be an intrinsic part
of the Central Housing Community Network’s development and will be coordinated by NIHE/SCNI drawing on expertise within NIHE and SCNI, as well as
other agencies.
Frequency of Meetings
The Central Housing Community Network will meet on a monthly basis or as
often as they may decide necessary, while acknowledging any planned meetings
of the Area Housing Community Networks.
Meetings shall be held in SCNI and NIHE Headquarters on alternative dates,
(with 3 meetings held at outside venues during the year). The meeting should
not last longer than three hours. The agenda and any appropriate papers will be
distributed to members at least ten days before each meeting.
Chairing of Meetings
Central Housing Community Network meetings shall be chaired by the SCNI
Director or, in the Director’s absence, by a member of staff nominated by the
Director.
The Chairperson will prepare an agenda for each Central Housing Community
Network meeting having regard to matters arising from the previous meeting or
referred to it by the Management Board, the Director, Network members
(Centrally and by Area) or NIHE.
Quorum
The Quorum for each meeting shall not be less than one half of members, of
which at least one shall be a Community Representative serving on the SCNI
Management Board, one NIHE Representative and one SCNI Representative.
06/02/2009
28
Voting
Decisions should be by consensus. In the absence of a consensus, decisions
shall be reached by simple majority vote of those members present.
Secretariat
Minutes of meetings shall be prepared by the Director or other member of SCNI
staff nominated by the Director.
The Director shall provide all necessary documentation and administration for the
efficient consideration of business at each meeting.
06/02/2009
29
Inter Community Network Terms of Reference
Purposes
The ICN provides a consultative forum helping to shape the Housing Executive’s
good relations policy and practices through the Community Cohesion Unit.
Membership
Membership of the ICN is by way of nomination from the Housing Community
Network (HCN).
The Members will, as far as reasonably possible, reflect the broad cross-section
of consumers, in terms of age, gender, economic and social status, race and
religious affiliations. The views of special interest groups, such as those with
disability, must also be represented in the membership of the group.
Members will be paid the Area rate of attendance allowance by the NIHE, as well
as the standard mileage rate for Housing Community Network members.
A representative from Supporting Communities Northern Ireland (SCNI) will have
a participatory role.
Membership should be reviewed every after 3 meetings. Following nonattendance at 2 meetings the NIHE should write to individual member and
enquire as to their continued interest in the work of the Panel. After nonattendance at 3 meetings the individual member may be replaced by NIHE from
reserve list of interested potential members.
Aims and Objectives
At a practical and operational level the Intercommunity Network will work and
assist the NIHE Community Cohesion Unit in shaping and directing good
relations through a community led approach by the provision of increased
understanding and awareness of the cultural differences within and outside their
communities and assisting to create opportunities for members to work on good
relations issues.
Frequency of Meetings
The Inter Community Network will meet quarterly.
Meetings will be held in an agreed venue, at the time of day most suitable to
members, with meetings lasting no longer than three hours.
06/02/2009
30
Chairing of Meetings
Inter Community Network will be chaired by one of its members elected for the
purpose. In their absence, the Vice Chairperson, similarly elected, can chair the
meeting.
The Chairperson(s) will ensure that the Agenda is drawn up for each meeting,
having regard to matters arising from previous meetings.
Secretariat
The Housing Executive’s Community Cohesion Unit will facilitate each meeting.
All meetings must be minuted and those minutes will be distributed to members
within 10 working days of the meeting.
The Agenda and any appropriate accompanying papers will be distributed to
members at least 10 days before each meeting.
NIHE will provide all necessary documentation and support for the efficient
consideration of business at each meeting.
06/02/2009
31
SAMPLE COMMUNITY
PARTICIPATION COMPACT FOR
COMMUNITY GROUPS
In Association with Supporting Communities NI
06/02/2009
32
Foreword
A Compact is a formal agreement for use between the Housing Executive and a
representative Community Forum, such as local Community Groups and District
Housing Community Networks.
It is essential, and this is recognised in the Core Standards which are the formal
basis of each Compact, that any forum is fully representative and inclusive,
properly constituted and is able to perform its agreed role within the Compact.
The principal objective of each Compact is to provide the Community Forum,
acting on behalf of the Community, and the Housing Executive with the
opportunity to achieve the highest possible standards for Community
Participation, particularly in the development of housing and related services.
It is well recognised that individual Community Representatives may be owner
occupiers or in privately rented accommodation, as well as Housing Executive
tenants. Consequently, any reference to Tenants will include any Community
representative authorised to act on its behalf, irrespective of their particular
tenure.
Each Forum will have its own individual skills and priorities. To allow those
differences and capacities to be acknowledged, the Compact format is flexible
enough to meet the current needs and aspirations of the Tenants concerned. At
the same time, it is capable of being developed over time, in discussion with the
Housing Executive.
It is important that both Tenants and the Officers concerned work closely together
to achieve the 6 Core Standards, against the agreed measures.
The importance of that partnership is central to our future relationship, the real
value of compacts, and the future of housing in serving the Community in
Northern Ireland.
On Behalf of the Housing Executive, I am very pleased to make the commitment
that each Compact, irrespective of the level at which it will apply, will be entered
into by the Managers and Staff concerned in a full and engaging way.
I wish everyone well in meeting the challenges offered to us.
P. McIntyre
Chief Executive
06/02/2009
33
Section 1 - Housing Services
Allocations and Lettings
•
•
•
•
Monthly updates provided of properties allocated.
N.I.H.E. Staff to include the newsletter/welcome leaflet at sign up.
N.I.H.E. Staff to include contact point for local Community Group reps and
or Community House details.
Arrange for the Neighbourhood Warden or Housing Officer to visit within 6
weeks.
Day to Day Estate Management Issues
•
•
Neighbourhood Warden to liaise with the Community Group on a weekly
basis to address issues of concern.
An estate walkabout to be held annually (Attendance: One member of
Management Team, others as required; Housing Officer; Grounds
Maintenance and at least 2 Community Reps).
Housing Surgery
•
To be provided on a monthly basis.
Response Maintenance
•
•
•
Monitor Maintenance Performance - response times (emergency/urgent/
routine/change of tenancy).
Method of monitoring to be agreed with District Office.
Egan Contractor to provide relevant staff names and contact telephone
numbers to the Community Group (when applicable).
Planned Schemes
•
•
Community Group to be made aware of individual project nos., scheme
addresses and scheme network, dates and work schedule.
Community Group to be involved as per Consultation Standards
06/02/2009
34
Grounds Maintenance
•
•
•
•
Community Group to monitor programme of work e.g. clean ups; grass
cutting schedule; schedule of work for estate.
Community Group to provide feedback to District on Contractor
performance.
Egan Contractor to provide relevant staff names and contact telephone
numbers to the Community Group.
N.I.H.E. to provide map to group identifying area in contract.
N.I.H.E. Staff
Named:
District Manager
Assistant District Manager
Housing Officer
Maintenance Officer
Community Liaison Officer.
Neighbourhood Warden
Tel: ______________
Tel: ______________
Tel: ______________
Tel: ______________
Tel: ______________
Tel: ______________
Community Group to be made aware of any relevant staff changes by telephone
within 3 days of change becoming effective.
The Community Group should be introduced to the new member of staff as soon
as possible.
06/02/2009
35
Section 2 - Resources
Photocopying
•
•
•
Community Group to provide
days notice for copying required.
copies per request.
A maximum of
Community Group will request this service no more than 6 times per year.
Printing Newsletters/Reports (printing to be provided by Area Office)
•
•
•
•
•
•
Community Group to provide 21 days notice
Maximum number of copies
per request (according to size of
estate or area covered).
Frequency of request 4 per year.
Design of newsletters to be agreed on request.
Community Group to proof read before final print.
Newsletter must be in line with constitution e.g. non political.
District Community Notice Board
•
Group to provide updated copies of flyers/news sheets/information leaflets
to D.O. for display on the Notice Board on a quarterly basis.
Office Venue
•
•
N.I.H.E. Venue to be made available for relevant Community Group
meetings during working hours if available and on request for Inter-Agency
meetings, Housing Forum etc.
14 days notice to be provided.
Provision of Equipment
•
•
•
•
Community Group to provide a programme of works before the provision
of equipment agreed.
District Office to make available equipment as per agreed list (Appendix
A).
Community Group to provide 21 days notice.
Frequency of request to be 2 times per year.
06/02/2009
36
Community Premises
•
•
Provision of a Community House at a peppercorn rental subject to
availability, housing need and the capacity of the group.
Address ____________________________________________________
Training
Community Group can avail of training on specific housing issues via:
•
•
District Housing Community Network
Community Association Committee
Topics can include:
•
•
•
•
•
•
Allocations/Homelessness
Housing Benefit
Maintenance
Consultation Standards
EGAN
Community Safety/A.S.B.
* 1 months notice required.
Community Service Agreement
•
Community Group to negotiate details of a Community Service Agreement
where applicable.
Digital Inclusion
Community Group to be provided with appropriate support to access and update
their website.
06/02/2009
37
Section 3 - Meetings
Housing Forum
•
•
Agenda will be agreed and forwarded to N.I.H.E. 10 days in advance of
meeting.
Standard Agenda items to include:
Welcome
Apologies
Minutes of Previous Meeting
Matters Arising
Housing Services - voids
- schemes
- response maintenance
- waiting list
- A.S.B./Neighbourhood Nuisance
- Grounds Maintenance
− Committee Update - Local Issues
− Any Other Business
− Date of Next Meeting
−
−
−
−
−
•
•
•
•
•
•
•
•
•
•
•
Meetings to be facilitated by ___________________________________.
Meetings to be minuted by ____________________________________.
Minutes to be circulated 15 working days after meeting.
Issues of concern raised at meeting to be followed up within 21 working
days and feedback provided by N.I.H.E.
Meeting will be attended by maximum of 4 representatives of Community
Group.
N.I.H.E. attendees: - 1 member of Senior Management Team
Housing Officer
Maintenance Officer (optional)
Neighbourhood Warden (optional)
Refreshments - Tea/Coffee to be provided by ____________________
Programme of meetings for incoming year to be agreed in advance.
06/02/2009
38
Interagency/Strategy Meetings
•
•
•
•
•
•
•
Agenda to be agreed and forwarded to mailing list 10 days in advance of
meeting.
Meeting to be facilitated by
Meetings to be minuted by
Minutes circulated within 21 working days.
Inter-Agency meetings to be attended by maximum of 4 Community
Representatives.
N.I.H.E. attendees - Member of Senior Management Team
o Neighbourhood Warden
o Housing Officer
Programme of meetings for incoming year to be agreed in advance.
* Day to day Housing Management issues not to be dealt with at Interagency
Strategy/Meetings.
Public Meetings
•
•
•
Where necessary a member of Senior Management Team may be asked
to attend Public Meetings or Annual General Meetings.
Agenda for same would be provided 21 days in advance.
Date, time and venue of meeting to be mutually agreed.
06/02/2009
39
Section 4 - Information
Leaflets/Posters
•
•
•
Display space to be provided in Community Premises.
Leaflets to be provided by D.O. on request.
Leaflets to be checked and updated on a quarterly basis.
Newsletters
•
•
•
N.I.H.E. to provide 2 articles per year on request (e.g. scheme update;
Arrears Prevention; Housing Benefit).
All information provided to be up to date and in plain language.
Community Group to provide 21 days notice.
Consultation Events
•
•
N.I.H.E. to make use of Community Group Base for any Consultation/
Public meetings where suitable.
21 days notice to be provided.
Publicity/P.R.
•
•
•
N.I.H.E. to provide posters/flyers/leaflets for display in Community Base
highlighting contact details for Staff and opening hours.
Use of Area Information Officers e.g. assist with press releases.
Provision of Handbook and updated.
Policy/Legislation
•
Community Group to be kept abreast of relevant policies which affect
estate e.g. additional car parking; leasing of land; community lettings;
transfer of land prior to approval.
06/02/2009
40
Section 5 - Representative Community
Organisations
District Community Notice Board
•
Community Group to provide up to date information for display on the
Notice Board on a monthly/quarterly basis.
District Housing Community Network (D.H.C.N.)
•
•
•
2 Community Group reps
and
to
attend the District Housing Community Network meetings.
Members should attend 75% of organised meetings and send apologies if
not attending.
Representatives to update their Committee on D.H.C.N. issues.
Constitution
•
Community Group to adhere to the terms of their constitution.
Group Details
•
•
•
•
•
Community Group to provide District Office with A.G.M. details on an
annual basis.
A.G.M. minutes
Annual Accounts
Committee/Office Bearers elected
District Office to be kept up to date on changes to Committee/Office
Bearers within 10 working days.
Contractual Agreements
•
Community Group to comply with any contractual agreements/
arrangements with N.I.H.E. e.g. Community Service Agreement.
Wider Community
•
•
Community Group to ensure that the wider Community are kept up to date
on housing issues/meetings.
Community Group to produce newsletter/news sheet and circulate to all
residents on a quarterly basis.
06/02/2009
41
Planning
•
Community Group to agree a Plan of Action on an annual basis following
their A.G.M.
Community Base/Premises
•
Public Liability Insurance to be taken out by Community Group and copy
of the Certificate forwarded annually to the District Office.
Digital Inclusion
•
Community Groups who have websites should keep them updated on a
regular basis.
06/02/2009
42
Section 6 - Mutual Commitment
We will:
•
Work together in developing the provision of the best possible Housing
Service.
•
Work together to achieve the resources for meaningful participation.
•
Work together to achieve full participation of Group.
•
Work together to provide highest possible standards for consultation,
information and communication.
•
Work together to achieve representative Group.
•
Jointly monitor and measure performance on a regular basis with an
Annual Review (After A.G.M. of Community Group).
06/02/2009
43
Declaration
This Compact is the formal agreement between the Northern Ireland Housing
Executive
District Office and Community Group for the
to
.
period
Each party to the Compact has discussed and agreed its contents; in particular,
the Standards, their application and the arrangements for monitoring and
reporting on them.
Those signing the Compact have been authorised to act on behalf of the
Community Group and the Housing Executive respectively.
Each further reference to the Community Group and the Housing Executive will
be the ‘Group’ and the ‘Executive’ respectively.
It is understood that no liability extends to either party beyond that stated in the
document.
Date of Commencement
Review dates:
6 monthly
Annual
Chairperson
Community Group
District Manager
Housing Executive
Secretary
Community Group
Assistant District Manager
Housing Executive
06/02/2009
44
SAMPLE COMMUNITY
PARTICIPATION COMPACT FOR
DISTRICT HOUSING COMMUNITY
NETWORKS
In Association with Supporting Communities NI
06/02/2009
45
Foreword
A Compact is a formal agreement for use between the Housing Executive and a
representative Community Forum, such as local Community Groups and District
Housing Community Networks.
It is essential, and this is recognised in the Core Standards which are the formal
basis of each Compact, that any forum is fully representative and inclusive,
properly constituted and is able to perform its agreed role within the Compact.
The principal objective of each Compact is to provide the Community Forum,
acting on behalf of the Community, and the Housing Executive with the
opportunity to achieve the highest possible standards for Community
Participation, particularly in the development of housing and related services.
It is well recognised that individual Community Representatives may be owner
occupiers or in privately rented accommodation, as well as Housing Executive
tenants. Consequently, any reference to Tenants will include any Community
representative authorised to act on its behalf, irrespective of their particular
tenure.
Each Forum will have its own individual skills and priorities. To allow those
differences and capacities to be acknowledged, the Compact format is flexible
enough to meet the current needs and aspirations of the Tenants concerned. At
the same time, it is capable of being developed over time, in discussion with the
Housing Executive.
It is important that both Tenants and the Officers concerned work closely together
to achieve the 6 Core Standards, against the agreed measures.
The importance of that partnership is central to our future relationship, the real
value of compacts, and the future of housing in serving the Community in
Northern Ireland.
On Behalf of the Housing Executive, I am very pleased to make the commitment
that each Compact, irrespective of the level at which it will apply, will be entered
into by the Managers and Staff concerned in a full and engaging way.
I wish everyone well in meeting the challenges offered to us.
P. McIntyre
Chief Executive
06/02/2009
46
Section 1 - Housing Services
Performance Monitoring
Members to be provided with a written report to include:
• Target/standard set
• District performance
• Comparison to other Districts
• Comparison to N. Ireland
Areas of service to be included:
• Rent arrears
• Housing Benefit
• Applications
• Allocations
• Homelessness
• Voids
• Response Maintenance
• Anti Social Behaviour
• Complaints
• DHCN budget
• Tenant Participation
Programme Update
•
•
•
Members to be provided with a written report on an annual basis.
Members to be provided with a verbal update on a quarterly basis.
Consultation arrangements to be confirmed with members for their
respective areas.
Research
•
•
•
•
•
Results of Continuous Tenants Omnibus Survey to be provided to
members.
Copy of League Table information to be provided to members.
Results of the annual Mystery Shopping exercise to be presented to
members.
An action plan to developed to address outcome of Mystery Shopping
and updates provided to members.
Customer Service Excellence
06/02/2009
47
• Members to be involved in supporting submission.
Estate Management
•
Each group represented to agree mechanisms for addressing estate
management at a local level.
Egan Proformas
•
•
Members to be provided with the necessary paperwork to record feedback
on performance.
Completed proformas to be monitored and forwarded to the relevant
department by staff.
Counter/Reception
•
Members to undertake assessment of counter/reception area as part of
the Mystery Shopping exercise.
Shared Race Relations Charter for Community Groups and the Northern
Ireland Housing Executive
•
See minimum standards.
06/02/2009
48
Shared Race Relations Charter – Minimum Standards
Access to
Information
Recognition of
Racism
Equality of
Access to
Services
Community
Participation
Welcome Pack:
Assist and support
victims of hate
crime.
Signposting of
translation and
interpretation
service.
Signposting to
information in
relevant
languages.
Acknowledge
cultural and
religious
differences
(see Cultural
Awareness
Booklet
available
from NIHE).
Acknowledgemen
t of cultural and
religious
differences (see
Cultural
Awareness
Booklet available
from NIHE)
Build
relationships
with locally
based BME
and Migrant
Worker
support
groups.
Provision of
information on
health practitioners
– GPs, dentists,
bus routes,
transport
information.
Directories.
Signposting to
relevant translation
or interpretation
services.
Provide booklet
and encourage
training on cultural
diversity
awareness/intercul
tural awareness
including
counteracting
negative myths
and rumours.
A point of contact
or community
representative.
06/02/2009
49
Community
Safety
Partnership
Working
Appreciation of
Cultural
Diversity
Social
Inclusion
Activities
Working in
partnership with
other agencies to
tackle racist
harassment,
emergency
contacts e.g.
Ambulance, Fire
Service and
Police.
Establishing links
between BME and
Migrant Worker
community based
organisations and
the District HCN
and Residents
Associations.
Raise awareness
of cultural
diversity –
understanding
the different
seasons e.g.
cultural and
religious
festivities and
celebrations (see
Cultural
Awareness
Booklet available
from NIHE).
Acknowledge
multicultural
events, e.g.
Food fairs,
intercultural
and
multicultural
sports.
Address issues
around antisocial
behaviour e.g.
graffiti.
Signposting to
support agencies.
06/02/2009
Work in
partnership with
agencies and
organisations
addressing BME
and Migrant
Worker issues.
50
Awareness of
memorial
ceremonies,
customs and
anniversaries.
Informal
workshops,
fun days.
Cultural
briefing
sessions.
Section 2 - Resources
Expenses
Members of the District Housing Community Network eligible for expenses to be
reimbursed as follows:
•
Travel – 40p per mile or reimbursement of public transport costs.
•
Attendance allowance - £12 per meeting.
•
Car parking – parking fees incurred can be reimbursed on presentation of
receipt.
•
Carers
- a contribution can be made to cover child care costs incurred.
- a contribution can be made to cover carers costs incurred.
Budget
•
•
Members to be updated on the District Housing Community Network
budget at each meeting.
Members to agree priorities for allocation of the District Housing
Community Network budget.
Training
•
•
•
On an annual basis, members to identify priorities for relative training.
Training will be organised by N.I.H.E. /S.C.N.I. to meet the needs
highlighted.
One to one training/information session to be facilitated where necessary.
Digital Inclusion
•
Members to be provided with appropriate support to access and update
their website.
06/02/2009
51
Section 3 - Meetings
Programme of Dates
•
•
•
•
A minimum of 5 meetings will be held per year.
The District Housing Community Network will plan and hold an Annual
General meeting.
Dates of meetings to be agreed in advance for the incoming year.
Meetings must be organised to co-ordinate with Area Housing Community
Network and Central Housing Community Network.
Arrangements
•
•
•
•
•
•
•
•
District Manager and/or Senior Staff member and Community Liaison
Officer should attend.
Meetings to be held in an accessible venue as agreed by members.
Meetings to commence and conclude at a time agreed members.
Refreshments to be provided at each meeting i.e. tea or coffee.
Members to agree when lunch should be provided.
Administrative support for meetings to be provided by N.I.H.E. and
S.C.N.I.
Individual personal Housing Issues to be pursued directly with N.I.H.E.
personnel.
Chairperson to be elected by members at the A.G.M.
Minutes/Agendas
•
•
•
•
An annual programme to be agreed by members to include standard
issues and priorities in relation to Housing Issues as identified.
Agenda to be agreed and circulated a minimum of 10 days prior to the
meeting.
Minutes to be circulated within 14 days of the meeting to all members.
Information to be circulated via email where at all possible.
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Section 4 - Information
Business Plan
•
•
Members to have opportunity to consider and make recommendations for
the incoming year.
Foreword can be provided by chair as agreed by members.
Housing News
•
Community sections of the annual Housing News to be agreed by
members in advance of publication.
Annual Report
•
•
Members to be supported to provide and publish an Annual Report.
All new tenants to receive copy of District Housing Community Network
Annual Report at sign up.
Notice Board
•
•
Notice Board to be provided in reception for Community Information.
Individual groups represented to be responsible for updating same.
Staff Changes
•
Members to be made aware of Staff Changes as and when they occur.
Press
•
Any press releases relating to the District Housing Community Network to
be agreed in advance with chair as relevant.
Staff Contact
•
•
Direct dial numbers of relevant staff to be made available to members.
Members to direct day to day issues/queries to appropriate staff members.
Executive Briefings
•
Members to agree how update is received e.g. verbally or copy provided.
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Community Association Handbook
•
•
All groups represented to receive a copy of the Community Association
Handbook.
All groups to be responsible for inserting updates when received.
Policies
•
•
Members to receive up-to-date information on the development of new
policies.
Members to receive copies of any new leaflets relating to policy changes.
Area Housing Community Network (A.H.C.N.)
•
•
•
•
Representatives for the A.H.C.N. to be nominated on a 3 year cycle.
Representatives selected to attend A.H.C.N. to provide feedback at each
meeting.
C.L.O. and Representatives to present District Community Involvement
Strategy at the March meeting of A.H.C.N.
Members to receive copy of A.H.C.N. minutes.
Central Housing Community Network (C.H.C.N.)
•
•
•
•
Copies of C.H.C.N. minutes circulated to all members by N.I.H.E.
Headquarters.
Appendices to minutes available for members on request from District
Office.
All Working Group information and updates to be provided to members.
Feedback to be provided of C.H.C.N. business by representative if
applicable or N.I.H.E./S.C.N.I.
Register of Community Groups
•
•
A District Register of Community Groups to be kept up to date.
Members to be informed of any changes to Register.
Register of Residents
•
•
A District Register of Residents to be kept up to date.
Members to be informed of any changes to Register.
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Section 5 - Representative Community
Organisations
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
All member groups to adhere to their constitution.
All member groups to provide copy of their constitution.
All District Housing Community Network members must adhere to Terms
of Reference.
Following a groups Annual General Meeting a copy of minutes and Annual
Report should be forwarded.
Updates on Committee members and Office Bearers to be provided
following Annual General Meeting.
Members should attend 75% of meetings.
Should a member miss 3 consecutive meetings, their membership will be
reviewed.
All members must ensure that their respective Community Groups are
updated regarding Housing Community Network business.
All member groups must ensure that the local residents are kept up-todate and informed.
Representatives may be appointed to sit on other focus groups as
necessary.
Minimum of 50% representation from tenants.
Members to nominate 2 Area Housing Community Network
representatives.
Community Workers may only attend if a group representative also
attends.
Community Groups in the District who have Community premises leased
from N.I.H.E. should be encouraged to attend.
New members to have a separate meeting in the first instance with Chair
and or Community representative, N.I.H.E. and S.C.N.I. to receive
Induction Pack.
Community Groups who have websites should keep them updated on a
regular basis.
All member Groups to utilise email as a preferred method of
communication where at all possible.
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Section 6 - Mutual Commitment
We will:
•
Work together in developing the provision of the best possible Housing
Service.
•
Work together to achieve the resources for meaningful participation.
•
Work together to achieve full participation of Housing Community Network
Members.
•
Work together to provide highest possible standards for information and
communications.
•
Work together to achieve representative Community Organisations.
•
Jointly monitor and measure performance on a regular basis with an
Annual Review.
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Section 7 - Performance Monitoring
6 Month Review
•
All sections of this compact will be reviewed 6 months after
commencement date.
Annual Review
•
All sections of this compact will be subject to an annual review.
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Declaration
This Compact is the formal agreement between the Northern Ireland Housing
Executive and
District Housing Community Network
for the period
to
.
Each party to the Compact has discussed and agreed its contents; in particular,
the Standards, their application and the arrangements for monitoring and
reporting on them.
Compact to be signed by all Members, N.I.H.E. and S.C.N.I. (where appropriate).
Those signing the Compact have been authorised to act on behalf of the
District Housing Community Network and the Housing Executive respectively.
Each further reference to the
District Housing
Community Network and the Housing Executive will be the ‘District Housing
Community Network’ and the ‘Executive’ respectively.
It is understood that no liability extends to either party beyond that stated in the
document.
Date of Commencement
Review dates:
06/02/2009
6 monthly
Annually
58
_________ District Housing Community Network
NAME
GROUP
N.I.H.E.
S.C.N.I.
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MODELS OF INVOLVEMENT
Problems experienced in many areas cannot be effectively resolved by any one
agency, or without the involvement of the local community.
The Housing Executive and SCNI, along with other agencies, can provide
support to communities in developing their group/association, and the
involvement they have with the agencies and other organisations.
Some models of how community groups can develop and become more involved
in the running of their area through their relationship with the Housing Executive
and other agencies are outlined below: •
•
•
•
•
•
•
Community Participation Compacts
Estate Strategy Liaison Groups/Inter Agency Group
Housing Maintenance Co-operatives
Housing Forums
Mystery Shopping
Egan Contracts
Community Service Agreements
Community Participation Compacts
A Community Participation Compact is a formal agreement between residents of
an estate/area and their respective landlord, defining how community
participation will take place, particularly in the monitoring of housing services and
in decision making concerning their estate/area. Compacts offer choice and
opportunity as to the level of participation decided by the community.
The concept and legislation for Compacts was introduced by the DETR in June
1999, requiring a National Framework of Compacts to be in place in all Social
Housing Authorities, in England and Wales by 1st April 2000.
As part of a review of the Community Involvement Framework, the Housing
Executive decided to introduce Community Participation Compacts in Northern
Ireland in advance of legislation.
A Community Participation Compact has the following elements: •
•
•
It is a formal written agreement between the landlord and tenants.
The term ‘tenant’ refers to all clients or stakeholders of the Landlord.
Compacts can be agreed at local neighbourhood or community level as
well as at a strategic or Landlord level.
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•
•
•
•
•
•
•
•
•
•
•
•
•
It is structured around the 6 Core Standards
Housing Services ( in which residents may participate)
Resources (provided to communities to enable participation)
Meetings ( at which residents and others participate equally)
Information ( provided to ensure residents have the necessary information
to participate equally)
Representative Community Organisations (ensuring the individual is
representative and has the capacity to participate)
Monitoring and measuring performance of the Compact and the Core
Standards as agreed between tenants and landlord.
Communities decide the level of participation. This is reviewed and
renewed each year.
Levels for Community Participation Compacts: Community group/association
Estate Community Forum
District Housing Community Network
Area Housing Community Network
An example of a Community Group Compact, agreed between the Housing
Executive and Central Housing Community Network, is included on page 30.
However, it should be noted that each Compact should be individual to the
particular circumstances of each community group.
If your community group is interested in agreeing a Community Participation
Compact with the Housing Executive, please contact the District Manager or
Community Liaison Officer at your local District Office.
Estate Strategy Liaison Group/ Inter-Agency
Group
Where the Housing Executive identifies an estate that has problems with substandard dwellings, difficult to let areas, low housing demand and environmental
issues, an Estate Strategy is normally developed.
The Strategy is a plan which aims to improve the area by addressing the
problems identified by the community along with the relevant statutory and
voluntary agencies.
As part of this process the Housing Executive will involve residents and other
agencies, as many of the problems experienced within housing estates cannot be
resolved by one agency.
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Involvement in an Estate Strategy Liaison
Group/Inter-Agency Group
The Housing Executive/SCNI will encourage and support residents who want to
improve their estate to form a community association.
A survey is conducted to establish what the problems are and identify the needs
of the estate. The Housing Executive/SCNI will involve the community and other
agencies in drawing up the questionnaire to ensure all aspects of service
provision are addressed.
The results of the survey will be presented to the community representatives and
all the agencies involved. When the findings are discussed an action plan will be
agreed prioritising which problems need to be addressed first. This effectively
becomes the strategy document.
It will be clear from the strategy document what action is to be taken by each of
the various agencies and the timescales involved.
An Estate Strategy is a lengthy process and it may take some time for all
involved in the process to monitor the progress of the Strategy. This will involve
meeting on a regular quarterly basis to monitor progress and agree further action.
Suggested Membership of Group
•
•
•
•
•
Community and Resident’s Representatives
Housing Executive District Staff – District Manager, Community Liaison
Officer, District Maintenance Officer, and Housing Officer.
Housing Executive Area Staff – (Where necessary)
− Programme Manager (scheme progress issues),
− Architect (major works issues),
− Area Maintenance staff,
− Grounds Maintenance staff (environmental improvement
issues),
− M&E Engineers (heating schemes),
− Civil Engineers (roads/footpaths),
− Quantity Surveyor (cost control),
− Project Services for liaison with Planning Services.
SCNI Representative
Other Agencies – e.g. Police, Health Trusts, Education & Library Board,
Council and DRD.
The make up of each Estate Strategy Group/Inter-Agency Group will vary
depending on the individual issues raised within a particular area.
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Housing Maintenance Co-operatives
A Housing Maintenance Co-operative is a voluntary group of tenants who come
together formally to manage a maintenance service for their area with the
agreement of the Housing Executive and local community.
A budget is provided by the Housing Executive, which covers the running costs of
the co-operative and the cost of repairs, carried out by it.
The following list of functions which can be taken on by the co-operative are: •
•
•
•
•
Response maintenance
Change of tenancy repairs
Minor house adaptations for people with disabilities
Self help Scheme repairs
Grass Cutting/grounds maintenance
In order to qualify the cooperative must be financially viable and will require an
Investment Appraisal.
Housing Forums
A Housing Forum is usually made up of those people who have direct
involvement in the management of an estate/area, such as the Housing Officer,
Maintenance Officer, Community Liaison Officer, District Manager, SCNI Liaison
Officer, Community Association representatives.
Housing Forums normally meet on a bi-monthly basis (alternating with the District
Housing Community Network meeting). The Forum is to discuss ongoing
housing issues relating to the estate: • Maintenance
• Control of empty dwellings
• Letting of properties
• Arrears recovery
• Consultation for schemes and planned maintenance
• Progress report on schemes on site and programme
• Anti-Social Behaviour
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Mystery Shopping
Background
Mystery Shopping is not a new concept for the Northern Ireland Housing
Executive. In 2002 the Housing Executive undertook an Assessing Excellence
Inspection. The project team had active participation from tenant/community
representatives as tenant advisers and for the first time used members of what is
now the Housing Community Network as Mystery Shoppers. Similarly Mystery
Shoppers provided supplementary evidence for the Health Check that was
carried out in 2004.
In 2004/2005 and 2005/2006 this approach was extended to include all 37
District Offices and the results provided comprehensive information which proved
to be beneficial. The project is now undertaken on an annual basis and is
managed by the Supporting Communities Northern Ireland.
What are mystery shoppers and why use them?
Mystery Shoppers are tasked with examining how organisational policies and
procedures are translated into actual service provision. In other words they focus
on the customer’s experience of Housing Management.
Members of the Housing Community Network participate and pose as customers
to test a number of key service areas. Mystery Shopping is not used to ‘catch
people out’; queries are not obscure or complicated. The scenarios used are
drawn from most frequently asked questions and the Mystery Shoppers are
provided with the necessary training to ensure that they are objective in their
approach.
The analysis provides the NIHE with an opportunity to consider any requirements
for overall organisational improvements. In addition, the District Offices are
provided with an opportunity to address any issues of concern, and to develop
improvement plans in conjunction with their customers through the District
Housing Community Networks.
Mystery Shopping complements other research methods such as the Continuous
Tenants Omnibus Survey, and allows the Northern Ireland Housing Executive to
view itself as it is viewed by its customers. In turn this provides an opportunity to,
where necessary, make relevant changes to improve customer service.
Mystery Shopping is a powerful tool and a meaningful model of community
participation.
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Egan Contracts
The Housing Executive has introduced a new type of contract, as part of its
modernising services programme, to deliver its repairs service at district level.
The successful contractor is awarded the contract after a rigorous process of
assessment, which includes a Housing Community Network representative.
The contract is awarded for a 4 year period and requires high performance
standards from the contractor. Performance is monitored closely and assessed
on a regular monthly basis. This involves not only the contractor and the Housing
Executive, but also resident representation through the Housing Community
Network.
Community Service Agreements (CSA)
In March 2004 as part of the organisation’s commitment to further community
involvement, the Chief Executive’s Business Committee approved a pilot scheme
involving community groups delivering services on behalf of the Housing
Executive
A CSA is an agreement between the Housing Executive and a community group
detailing the services that the community group will deliver to Housing Executive
tenants for an agreed fee and within agreed parameters
The services currently delivered include:
•
•
•
•
•
Community Audit of graffiti/murals
Weekend/Bank Holiday inspection of void properties
Inspection and cleaning of communal areas in low rise flats
Local contact for Emergency Services
Post-scheme satisfaction surveys
These models are examples, showing how community associations can become
more involved in the management of their areas. Some methods will be more
suitable than others for a particular area, depending on the nature of the issues
and problems being experienced.
For further information on becoming involved, you should liaise with your local
District Manager, Community Liaison Officer or SCNI representative.
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FORMING AN ASSOCIATION
Introduction
A sound and well developed grass roots community sector is crucial if the 4 tier
Housing Community Network is to be truly effective and operate as fully as
intended.
At the moment, there are more than 600 Community Associations with which the
Housing Executive has direct contact at a local District level (This number is
expected to continue to rise, with groups varying in size, role and areas of
interest)
Some of the reasons why groups have formed, and why new groups continue to
form, include:
•
•
•
•
•
to try to improve services for the communities they represent;
to reinforce a common identity and give individuals a sense of belonging
within an estate/neighbourhood;
to liaise with Statutory and Voluntary agencies as representatives on
behalf of their estate/neighbourhood;
to facilitate contact between the local community and agencies such as
the Housing Executive, District Councils, Government departments, Police
and Social Services;
to address the housing, social, economic and environmental needs of a
given area.
This list is by no means exhaustive but does illustrate the range of purposes,
which may encourage a community to form an Association.
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Step by Step Guide
In order to assist those who may be thinking about forming a Community
Association the following Step by Step guide - from an initial contact through to
an Association’s first committee meeting - provides one route which a community
may wish to follow when forming.
Step 1 - Initial Contact
This may be simply two or more residents within a given area, who feel that the
formation of a Community Association would be beneficial for their
estate/neighbourhood, coming together informally to discuss local issues.
Step 2 - Steering Group
Having made contact and sought the advice of agencies, such as the Housing
Executive and SCNI, interested individuals would be advised, at this early stage,
to select a Steering Group of between 7-15 residents (dependent on size of
area/estate).
The Steering Group’s sole aim would be to help carry out a community
profile/survey of the area/estate in question. The Steering Group should attempt,
as far as is possible, to be representative of the area it its trying to cover in terms
of Housing Executive tenants, owner-occupiers and private rented tenants as
well as the geographical spread of the estate/area in question.
This approach will help in sharing work when it comes to carrying out the survey
or any work required at this time. It is not necessary to formally elect a
Chairperson or any other office bearers at this stage. However, one or two
members of the Group may act as ‘leaders’ or spokespersons.
Step 3 - Local Survey
Conducting a local survey may seem a major task, but it is a very necessary one
as it will give the Steering Group a clearer picture of the problems and issues
prevalent in the area where they live.
It will also provide useful statistical information about the area which will be
important when it comes to approaching Statutory and other agencies. For
further information see SCNI factsheet “Conducting A Survey”
Step 4 (a) - Draft Survey Results
Once the local survey has been carried out, analysed, and the results drafted, it
is advisable to circulate a draft copy of the Survey Report to the relevant statutory
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bodies, inviting comments in writing, so that they can be included in the final
document.
The final document should normally include the following sectional headings:
Introduction; Reasons for Survey and Methodology; Survey Analysis; Action
Plan; and relevant Appendices.
The most important section of the Report will be the production of a Plan of
Action which will highlight the main issues/concerns identified through the Survey
and the relevant agencies to which the issues are be addressed in order to
attempt resolutions.
This Plan of Action should have short, medium and long-term objectives, with the
primary focus being on tackling the short-term objectives first. These objectives
can then be reviewed on a regular basis by the Committee, (to be elected later),
so as to monitor progress and reprioritise as necessary.
Step 4(b) - Preparation of a Draft Constitution
The Steering Group should also draft a Constitution with a view to it being
formally adopted at the next stage (Step 5a - Public Meeting). Information Paper
1.3.2 explains why it is necessary for Community Associations to have a
Constitution and also provides details and guidance notes on how to draft one.
Step 5(a) - Public Meeting
Once the final Survey Report has been completed, it is extremely important to
feedback the results and findings to the community, remembering it is their
survey document. This can be done either by:
• launching the document formally, involving local press coverage, or
• holding a public meeting to publicise the Survey’s results, using such aids
as Powerpoint presentation or overhead projector.
Step 5(b) - Constituted Group
The work of the Steering Group is now almost complete and the public meeting is
the perfect opportunity to seek to form a fully recognised and constituted
Community Association to represent the area.
Those involved with the Steering Group may well be elected to form the first
Committee, however, it is important to make sure that the Committee is
representative of the whole area and that everyone who wishes has the
opportunity to be elected on to the Committee.
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It may not be necessary to elect the Office Bearers at this stage, as this is
dependent on the wording of your newly adopted constitution and can be done at
the first Committee Meeting, for example (Step 6).
Step 6 - First Committee Meeting
Immediately following, or as soon as possible after, the public meeting, the newly
formed Community Association should hold its first Committee Meeting at which
matters such as the following should be discussed and agreed:
•
•
•
•
•
Election of Office Bearers
Bank Account and Signatories
Role of support agencies, such as the Housing Executive and SCNI
Guidelines for Conduct
Review Plan of Action
Advice and assistance are available on all of the above steps from either the
Housing Executive or SCNI.
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Communication
One of the main responsibilities of any Community Association is to ensure that
any action it takes is based on the needs of the community it represents, and
indeed is supported by it.
This means discovering what local people want through local community surveys,
and getting and maintaining their support. To achieve this, any Community
Association needs to communicate with the people it serves on a regular basis.
One way of doing this is, for example, to produce a Community News Letter and
issue it up to 4 times a year. The number of issues will depend on the
association’s level of activities.
Alternatively, you may wish to organise regular public meetings in local halls,
council offices or local leisure centres. Notice Boards in your local Housing
Executive office, library, clinic or community centre are also and easy and
effective way of reaching the community.
Preparing a News Letter
Form a sub-committee of 3-4 members to work on pulling articles together.
Set a deadline for submission of articles: you may have forthcoming events to
publicise and need to give people plenty of notice.
Take photographs to give added interest to the written text. Consider using
graphics as well.
Possible contents might include information about:
• your association, for example, the names of Committee members;
• activities, forthcoming events and other groups on the estate or in your
area such as Women’s Groups, Youth Clubs, Summer Schemes,
Christmas Bazaars;
• current issues and campaigns relating to your estate such as a housing
maintenance scheme or an environmental awareness campaign;
• joining or getting more involved with your association and community
matters in general;
• information for other agencies on what is happening in the estate and what
your association is doing. You may wish to compile a mailing list and send
a copy of each edition of your News Letter to all agencies with which your
association has contact.
Remember to put together a mailing list for the distribution of the News Letter.
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DRAWING UP A CONSTITUTION
What is a Constitution?
A Constitution is an important document which should be formally
adopted/agreed at a public meeting. It is worthwhile to take time in drawing up a
Constitution to ensure that it not only takes into account what your association
intends to do during its first year, but also makes provision for possible future
development of the association. It is also worth noting that a Constitution is a
legal document which, once adopted, requires a formal procedure to alter it.
A Constitution basically states the intentions of a Community Association to work
for the benefit of the whole community it represents. It also indicates to statutory
and voluntary bodies that the association is open, is acting in good faith and
intends to work in a clear and business-like way.
Why do you need a Constitution?
Once a decision has been taken to form a Community Association it is essential
to lay down how your association is to be structured and the safeguards needed
to ensure that it operates fairly on behalf of the whole community. The
Constitution will detail and record these matters.
A Constitution is also an essential prerequisite for Community Associations
making applications for funding, for example, a small Seeding Grant from a
District Council or larger grants from Grant Making Trusts will require the
submission of the Constitution to confirm that the association is genuine
How do we draw up a Constitution?
One possibility is to adopt one which is already used by a similar association or
organisation. SCNI endorses a series of draft Constitutions (Women’s Group, a
Senior Citizens' Group, a Pre-School Playgroup, and a Community Association)
which can assist groups with the task of drawing up a Constitution.
A draft Community Association Constitution is included with this paper by way of
example.
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Alternatively your group may wish to put together its own unique Constitution. To
do this it must include the following details:
Name:
Objects:
Membership:
Management Committee
Finance
Trust/Non Trust property (nb each requires specific constitutions)
Annual General Meeting
Special General Meeting
Rules of Procedure at all meetings
Alterations to the Constitution
Dissolution
The SCNI Factsheet “Understanding your Constitution” can be used in
conjunction with the above to supplement and expand on the above headings.
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Sample Constitution
1. Name
The name of the Association shall be
the_____________________________(Hereinafter called “the Association”).
2. Objects
The Association is established to:
2.1. Relieve poverty, sickness and the aged and to promote the benefit of the
inhabitants of the
and district area of Co.
and its environs (hereinafter described as “the area of benefit”) without
distinction of age, gender, race, political, religious or other opinion, by
associating the statutory authorities, voluntary organisations and
inhabitants in a common effort to advance education, and to provide
facilities in the interests of social welfare for recreation or other leisuretime occupation, with the object of improving the conditions of life for the
said inhabitants;
2.2. Establish or secure the establishment of a Community Centre
(hereinafter called "the Centre") and to maintain and manage or to cooperate with any local statutory authority in the maintenance and
management of such a Centre for activities promoted by the Association
and its constituent bodies in furtherance of the above objects.
2.3. In furtherance of the above objects, but not further or otherwise, the
Association may:
2.3.1. Provide or secure the provision of social services, educational,
environmental and recreational facilities and practical assistance for
elderly and disabled people within the area of benefit;
2.3.2. Provide or secure the provision of welfare rights advice and
information and refer those in need of professional assistance to the
relevant agencies;
2.3.3. Provide, maintain and equip or assist in the provision, maintenance
and equipment of premises and facilities designed to carry out the
objects of the Association;
2.3.4. Promote and carry out, or assist in promoting and carrying out
research, surveys and investigations and publish the useful results
thereof;
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2.3.5. Organise or assist in organising meetings, lectures, classes and
exhibitions and publish or assist in publishing reports, periodicals,
recordings, books or other documents or information;
2.3.6. Obtain collect and receive money by way of grants, donations,
bequests, legacies or other lawful method, provided that the
Association may not engage in any form of permanent trading;
2.3.7. Purchase take on lease or in exchange, hire or otherwise acquire
any real or personal property and any rights and privileges
necessary for the promotion of the above objects and construct,
maintain and alter any buildings or erections which the Association
may think necessary for the promotion of its objects;
2.3.8. Make any regulations for any property which may be so acquired;
2.3.9. Subject to any consents as may be required by law, sell, let,
mortgage, dispose of or turn to account all or any of the property or
assets of the Association with a view to the furtherance of its objects;
2.3.10. Receive money on deposit or loan and borrow or raise money in
such a manner as the Association shall think fit subject to such
consents as may be required by law;
2.3.11. Invest the monies of the Association not immediately required for
the furtherance of the said objects in or upon such investments,
securities or property as may be thought fit, subject nevertheless to
such conditions (if any) as may for the time being be imposed or
required by law;
2.3.12. Recruit and train volunteers with relevant skills to carry out the
objects of the Association;
2.3.13. Employ and pay any person or persons, not being a member of
the Management Committee referred to below (“the Committee”) to
supervise, organise and carry on the work of the Association and
make all reasonable and necessary provision for the payment of
remuneration to employees;
2.3.14. Promote and organise co-operation in the achievement of the
above objects and to that end to work in association with local
authorities and voluntary organizations engaged in the furtherance of
the above objects in the area of benefit;
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2.3.15. Do all such other lawful things as may be necessary for the
attainment of the above objects or any of them;
3. Membership
3.1. Membership of the Association shall be open to the following,
irrespective of gender, political party, nationality, religion or political
opinion:
3.1.1. People aged 18 years or over living within the area of benefit who
subscribe to the objects of the Association and whose applications for
membership are accepted by the Committee; such members shall be
called Individual Members and shall be entitled to vote at meetings of
the Association;
3.1.2. Organisations within the area of benefit, whether voluntary or
statutory may upon application to and with the approval of the
Committee be admitted as Affiliated Members and such approval
shall not be unreasonably withheld;
3.1.3. Well wishers anywhere or persons who, in the opinion of the
Committee have special knowledge or experience to offer to the
Association; such members shall be called Associate Members and
shall [have] [not have] the right to vote at meetings of the Association;
3.2. Affiliated Members shall each be entitled to be represented at meetings
of the Association by a duly authorised representative with power to vote
on behalf of the Affiliated Member.
3.3. The Committee shall fix the rate of annual subscription appropriate to
each category of membership, shall issue membership cards and shall
have the right for good and sufficient reason to terminate the
membership of any member provided that the member concerned shall
have the right to be heard by the Association before a decision is made.
4. Management Committee
4.1. Except as provided otherwise in this constitution the policy and general
management of the affairs of the Association shall be directed by the
Committee which shall meet not less than times a year and shall consist
of a maximum of
and not less than members of the Association,
elected at an Annual General Meeting.
4.2. Nominations from full members of the Association for members of the
Committee must be in writing and must be in the hands of the Honorary
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Secretary of the Association at least 7 days before the Annual General
Meeting hereinafter mentioned.
4.3. Should the number of nominations exceed the number of vacancies,
election shall be by secret ballot of the members of the Association
present and voting at an Annual General Meeting.
4.4. Should the number of nomination be less than the number of vacancies,
further oral nominations may with the approval of the Annual General
Meeting be invited from members present and voting at the said Annual
General Meeting.
4.5. The Committee elected at an Annual General Meeting shall have the
power to co-opt further members, who shall be Individual Members
[Associate Members] or representatives of Affiliated Members and who
shall serve until the conclusion of the next following AGM provided that
the number of co-opted members shall not exceed one-third of the total
membership of the Committee. Co-opted members shall have the right to
vote.
4.6. The Chairperson, Vice-Chairperson, Honorary Secretary and Honorary
Treasurer, who shall be the Honorary Officers of the Association, shall be
full Individual Members [Associate Members] [or representatives of
Affiliated Members] of the Association and shall be elected annually by
and from the members of the committee at their first meeting following
the Annual General Meeting.
4.7. The Office of Chairperson shall not be held by any one person for more
than three consecutive years and such person can therefore only be reelected as Chair 2 times in immediate succession save in exceptional
circumstances as prescribed by the Management Committee. But in any
event such person is eligible for re-election as Chair after having stood
down for at least 1 year.
4.8. Any member of the Committee who fails to attend consecutive
Committee meetings without reasonable excuse shall lose her/his place
on the Committee which may be filled by co-option in accordance with
Clause 4.5 above.
4.9. The Trustees (if appointed) shall be notified of and shall be entitled to
attend all meetings of the Committee but without the power to vote.
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5. Functions of the Committee
5.1. The Committee may make such regulations as they consider appropriate
for the efficient conduct of the business of the Committee and the
Association provided that such regulations shall not contradict anything
in the Constitution.
5.2. The Committee may appoint such staff as they consider necessary on
such terms and conditions as they may determine.
5.3. The Committee may appoint such sub-committees, advisory groups or
working parties of their own members and other persons as they may
from time to time decide necessary for the execution of their work and
may determine their terms of reference, duration and composition. All
such sub-committees shall make regular reports on their work to the
Committee.
5.4. The proceedings of the Committee shall not be invalidated by any failure
to elect or any defect in the election, appointment, co-options or
qualifications of any member.
6. Chairing Meetings
6.1. All meetings of the Association or of the Committee or of any of its sub
committees shall be presided over by its Chairperson failing whom its
Vice-Chairperson, if one has been appointed. If neither the Chairperson
nor Vice-Chairperson is present, those present may elect one of their
number to take the Chair. [The Chairperson of any meeting shall have a
second or casting vote].
7. Finance
7.1. All monies raised by or on behalf of the Association shall be applied to
further the objects of the Association and for no other purpose
PROVIDED THAT nothing herein contained shall prevent the payment of
legitimate out-of-pocket expenses to members of the Association
engaged upon the approved business of the Association.
7.2. The Honorary Treasurer shall keep proper accounts of the finances of
the Association.
7.3. The financial year of the Association shall run from 1 April to 31 March.
7.4. The accounts shall be audited at least once a year by an Auditor or
Independent Examiner who shall be appointed by the Committee
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7.5. An audited statement of accounts for the last financial year shall be
submitted by the Committee to the Annual General Meeting.
7.6. A bank account shall be opened in the name of the Association with
__________________ Bank Ltd. or with such other bank as the
Committee shall from time to time decide. The Committee shall authorise
in writing the Honorary Treasurer and 2 members of the Committee to
sign cheques on behalf of the Association. All cheques must be signed
by not less than 2 of the 3 authorised signatories.
8. Association Property
8.1. The Association will authorise no less than 3 people to act on its behalf in
relation to the holding of any monies or property belonging to the
Association – this will normally be the Office Bearers. Where required for
legal reasons, the Association may also appoint and may terminate the
appointment of not less than 3 people to act as Trustees for the purpose
of holding any monies or property belonging to the Association.
8.2. In the case of property and/or land purchase the title to all or any such
real and/or personal property which may be required by or for the
purposes of the Association shall be vested in the authorised individuals
appointed Trustees who shall hold such property in Trust for the
Association. The individuals appointed Trustees shall act under lawful
instructions of the Committee who shall, subject to the approval and
consent of the Association as determined by a General Meeting, have
power to fill vacancies among the individuals appointed Trustees.
8.3. The Association is required to declare in authorising individuals to act on
its behalf whether they are acting as Trustees or non-trustees * (delete
as necessary).
9. Annual General Meeting
9.1. [The first Annual General Meeting of the Association shall be held not
later than the
and in each year thereafter] an
Annual General Meeting of the Association shall be held at such place
and time (not being more than 15 months after the holding of the
preceding Annual General Meeting) as the Committee shall determine.
9.2. At such Annual General Meeting the business shall include the following:
9.2.1. the election of members to serve on the Committee
9.2.2. the appointment of an Auditor or Independent Examiner
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9.2.3. the consideration of an Annual Report of the work done by or under
the auspices of the Committee;
9.2.4. the consideration of the Annual Accounts
9.2.5. the transaction of such other matters as may from time to time is
considered necessary.
10. Special General Meetings
10.1. The Committee may at any time at its discretion and shall upon a
requisition signed by not less than members having the power to vote
and giving reasons for the request, call a Special General Meeting of the
Association for the purpose of altering the constitution in accordance with
Clause 12 hereof or of considering any matter which may be referred to
them by the Committee or for any other purpose.
11. Rules of Procedure at all Meetings
11.1. Voting - Subject to the provisions of Clause 12 hereof all questions
arising at any meeting shall be decided by a simple majority of those
present and entitled to vote thereat. [In case of an equality of votes the
Chairperson shall have a second or casting vote].
11.2. Minutes - Minutes shall be kept by the Committee and all other subcommittees and the appropriate Secretary shall enter therein a record of
all proceedings and resolutions.
11.3. Quorum - The quorum at General Meetings of the Association shall be
and at meetings of the Committee shall be
or such other number as
the Committee may from time to time determine.
11.4. Standing Orders - The Committee shall have power to adopt and issue
Standing Orders and/or Rules for the Association. Such Standing Orders
and/or Rules shall come into operation immediately PROVIDED
ALWAYS THAT they shall be subject to review by the Association in
General Meeting and shall not be inconsistent with this constitution.
12. Alterations to the Constitution
12.1. Any alterations to this Constitution shall receive the assent of not less
than two-thirds of the members of the Association present and voting at
the Annual General Meeting or a meeting specially called for the purpose
PROVIDED THAT notice of any such alteration shall have been received
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79
by the Honorary Secretary in writing not less than 21 clear days before
the meeting at which the alteration is to be brought forward.
12.2. At least 14 clear days notice in writing of the meeting setting forth the
terms of the alteration to be proposed shall be sent by the Honorary
Secretary to each member of the Association PROVIDED FURTHER
THAT no alteration shall be made which would cause the Association to
cease to be a charity at law.
13. Dissolution
13.1. If the Committee by a simple majority decide at any time that on the
grounds of expense or otherwise it is necessary or advisable to dissolve
the Association they shall call a meeting of all members of the
Association who have the power to vote of which meeting not less than
21 days notice (stating the terms of the Resolution to be proposed
thereat) shall be given.
13.2. If such decision shall be confirmed by a simple majority of those present
and voting at such meeting the Committee shall have power to dispose
of any assets held by or in the name of the Association.
13.3. Any assets remaining after the satisfaction of any proper debts and
liabilities shall be given or transferred to such other charitable institution
or institutions having objects similar to the objects of the Association as
the Committee may decide.
14. Indemnity
14.1. The Association shall indemnify and keep indemnified every officer,
member, volunteer and employee of the Association from and against all
claims, demands, actions and proceedings (and all costs and expenses
in connection therewith or arising there from) made or brought against
the Association in connection with its activities, the actions of its officers,
members, volunteers or employees, or in connection with its property
and equipment but this indemnity shall not extend to liabilities arising
from wilful and individual fraud, wrongdoing or wrongful omission on the
part of the officer, member, volunteer or employee sought to be made
liable. The Treasurer shall effect a policy of insurance in respect of this
indemnity.
SIGNED:
_____________________________
SIGNED:
_____________________________
DATE: __________________
06/02/2009
DATE: __________________
80
CHARITABLE STATUS
A Community Association should consider whether it wishes to seek Charitable
Status at the same time as drawing up a Constitution. The following questions
and answers are aimed at explaining Charitable Status, and its advantages and
disadvantages for an association. For further information see SCNI’s factsheet
on Charitable Status.
What is Charitable Status?
There are certain guidelines laid down as to what is a charity and what is not a
charity.
The relevant legislation identifies 5 main types of activity which are considered
charitable:
•
•
•
•
•
The advancement of education;
The promotion of religion;
The relief of poverty;
Other purposes beneficial to the community;
Provision of sports and leisure activities.
It should be noted that the legislation denies Charitable Status to groups devoted
to political campaigning and will not usually give Charitable Status if a group is
just involved in, for example:
•
•
•
•
Providing jobs for the unemployed;
Campaigning for housing repairs;
Producing and selling a community newspaper;
Campaigning for changes in Housing Executive policy.
The Charity Commissioners Report (1976) suggests that "a charity is not
prohibited from engaging in political activities provided that these are carried out
in furtherance of its objectives".
It is important that the objectives of a Community Association are outlined at the
start of its Constitution. It should, therefore, be possible to represent the opinions
of tenants to the Housing Executive, the District Council, Government
departments etc. and still remain a charity.
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What are the advantages of Charitable Status?
Many Community Associations have received Charitable Status from the Inland
Revenue because of the work they do. Charitable Status can be important for
the following reasons:
•
A charitable association will be exempt from paying tax on any money it
receives. Very few Community Associations would, however, have
enough income to justify paying tax.
•
A charitable association has the right to apply for relief from the payment
of rates. This is important if an Association rents a house and/or other
accommodation from the Housing Executive as a community base.
•
A charitable association will be able to apply for funding to grant-making
charitable trusts which will only make grants available to registered
charities.
•
Some companies will give discount to charities for goods or services
provided.
•
A charitable association will have easier access to charitable appeals on
radio and/or television
What are the disadvantages of Charitable Status?
There are some disadvantages of having Charitable Status, and these include
the following:
•
Charities must confine their objectives and activities to those which are
charitable in law.
•
Charities cannot carry on permanent trading activities unless the trade is
exercised in the course of carrying out a primary purpose of the charity, or
the work in connection with the trade is mainly carried out by the
beneficiaries of the charity.
•
Charities cannot have political objectives, although a charity can properly
seek to influence opinion on particular issues which are directly relevant to
its objectives and experience.
•
Charity trustees cannot be paid for their services.
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How do you obtain Charitable Status?
The Inland Revenue is the Government Department which decides if a group can
become a charity under Charity Law. In making the decision, its officers will
require a copy of your Association’s Constitution and a summary of its activities.
This need only be a short description, (possibly one page in length), of the sorts
of activities your Association has done in the past or intends to do in the future.
The purpose of the summary is to describe your Association to the Inland
Revenue and to provide reassurance that it is carrying out only charitable
activities.
It is important that you state the objectives of your Association and how your
activities are aimed at reaching these objectives. For example, it may be
involved in:
• Working with the Housing Executive to improve the housing and living
condition of the local community.
• Carrying out surveys to assist in the improvement of an area.
• Liaison with the DRD to improve the quality of roads, lights and
environment of an area for the benefit of all residents.
• Working with the District Council to provide leisure and community
facilities for an area.
• Liaison with other Statutory and Voluntary Agencies to assist in the
provision of facilities for children, youth, unemployed, women, elderly and
disabled in an area.
The model Constitution has already been passed as having met the Inland
Revenue’s criteria under Charity Law.
Who should you contact for advice?
If you are not sure whether your Association’s activities are charitable you can
seek advice from either:
SCNI
34-36Henry St
BALLYMENA
BT42 3AH
028 2564 5676
www.supportingcommunitiesni.org
email: info@supportingcommunitiesni.org
NICVA Charities Advisory Service
61Duncairn Gardens
Belfast BT15 2GB
028 9087 7777
www.nicva.org
mail: info@nicva.org
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83
Where do you send the application for Charitable Status?
Your Constitution and summary of activities should be sent to:
HM Inspector of Taxes
Inland Revenue Claims Branch Charities Division
St John’s House, Merton Road
Bootle, Merseyside
L69 9BB
Tel:
0151 472 6036
Switchboard: 0151 472 6000
Your accompanying letter should explain that your association is seeking
Charitable Status. For further information on Charitable Status contact:
Charity Commission For England And Wales
Harmsworth House,
13-15 Bouverie Street
London
EC47 8DP
Tel: 0845 300 0218
Fax: 020 7674 2300
Web: www.charity-commission.gov.uk
Email: enquiries@charitycommission.gsi.gov.uk
When will a decision be made?
The Inland Revenue can take at least six weeks to reply to you. If they accept
your Constitution as a charitable one and that your association is to be
recognised as a charity, it will inform you by letter, giving your Inland Revenue
Reference/ Charitable number. At this stage, your group needs to formally adopt
the constitution, keeping a record/minute of the meeting.
On the other hand, the Inland Revenue may not initially be prepared to award
charitable status, but may indicate how your Association is capable of becoming
a charity, by suggesting alterations to your Constitution. If your association is
happy with the changes suggested, rewrite your Constitution to include the
changes, present the new Constitution for adoption at an appropriate meeting of
the association and keep a minute or record of the decision. Then resubmit for
recognition to the Inland Revenue.
Does Charitable Status need to be applied for every year?
No. Once your Association has received its Inland Revenue Reference/
Charitable number you need not re-apply.
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FORMING A COMMITTEE
The following questions and answers are intended to help steering groups, who
are in the process of forming an association, to understand the functions of the
Committee and its members.
What is a Committee?
A Committee is elected by the members of a Community Association to continue
the work of the association between General Meetings.
It is the Committee Members responsibility to make sure that decisions taken at
its association’s General Meeting are acted on during their year in office.
What size should a Committee be?
Most Committees have between 12 and 15 members. Committees with more
than 15 members tend to be unwieldy and difficult to operate. Committees with
less than 6 people tend to be unrepresentative.
Who and What are the Office Bearers or Honorary Officers?
Every member of a Committee has an important role to play and contribution to
make. However, there are 3 posts or offices which need to be filled in order that
the Committee can operate effectively.
•
Chairperson whose role is chairing Committee Meetings and acting as
spokesperson on behalf of the Community Association when necessary.
•
Treasurer whose role is looking after the association’s income and
expenditure.
•
Secretary whose role is dealing with the association’s organisation,
including arranging meetings and taking minutes.
These people are known as the Office Bearers or Honorary Officers of the
Committee, or in the case of Trusts as Trustees. Their specific roles are now
explained in further detail:
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Chairperson
The Chairperson of a Committee is responsible for the smooth running of
meetings, allowing all members to have their say, and for guiding the
Committee’s work towards the aims set by the Community Association. This is a
vital position in any Community Association and a good Chairperson will:
At Committee meetings:
•
•
•
•
•
Conduct business in the order set out in the agenda;
Keep discussion focused on the item as set by the agenda;
Make sure that a decision has been reached before going onto the next
item on the agenda;
Allow everyone to speak and be heard;
Make sure a record of all decisions is kept.
Between Committee meetings:
•
•
•
Know of all work that the Community Association is doing so that he/she is
well informed about all matters that may arise at Committee Meetings;
Keep in touch with other Committee members and how their work is
coming along, which means supporting people, not ordering them about;
Meet with the Secretary to arrange and draw up the agendas to be
discussed at meetings and ensure minutes are properly drafted and
issued prior to the next meeting.
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Treasurer
It is most important that a Community Association is not spending money that it
does not have, and that good records are kept of its income and expenditure.
A Treasurer should:
•
Open a bank account for the Community Association. This can be easily
done and Bank Staff can be asked to explain how to do so; bear in mind
signatories required as specified in the constitution.
•
Pay all money coming into the Community Association into the bank
account, apart from a small sum of cash, say about £10, which should be
kept at hand as 'petty cash';
•
A record must also be kept of the petty cash and what it is. Any remaining
petty cash at the end of the year, should be added to the present balance
in the accounts for the Annual General Meeting.
A Treasurer is expected to:
•
•
•
Make a regular statement to the Committee on how much money the
Community Association has spent and still has in its account;
Pay bills for the Community Association;
Give out receipts for money given to the Community Association.
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Secretary
The Secretary is the Community Association’s point of contact with its members
and the wider public in line with the direction given by the Committee and its
Chairperson. The work involves writing letters on its behalf and organising and
keeping records of Committee meetings. A Secretary is expected to:
Before Committee meetings:
•
•
•
Find a suitable venue for the meeting;
Meet the Chairperson and agree an agenda;
Send out a notice to Committee members of where and when the meeting
will take place and the agreed agenda.
At least a week before each meeting:
•
Prepare all papers needed for the meeting which should include
correspondence since the last meeting and minutes, which are a record of
the last meeting.
During Committee meetings:
•
•
•
•
Take a note of everyone present at the meeting and everyone who could
not be there but has sent an apology;
Circulate or read out the minutes of the previous meeting, take questions
about the minutes and change the minutes if necessary;
Take notes of what members say when they are reporting on action taken
and of the decisions that are taken by the Committee;
Report to the Committee any letters written by the Secretary and any
replies that have been received so that action can be taken on them.
After Committee meetings:
•
•
Write up formal minutes from the notes taken during the meeting in time
for issue to the next Committee meeting;
Write and send off any letter that the Committee has asked to be dealt
with.
The Secretary should maintain up-to-date records of:
•
•
•
•
Committee members: names, addresses, telephone numbers;
Community Association members: names, addresses;
Meetings attended by Community Association members;
Useful contacts, such as the local Housing Executive District Office.
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88
COMMUNITY LETTINGS
The Housing Executive can facilitate community groups by leasing a property for
use as community bases, e.g. flat, house. This is dependent on availability of
suitable stock and housing demand for the estate or area.
The community group should contact the District Office and submit in writing a
request for premises, outlining what the community group propose to use it for
i.e. activities, hours of use, numbers using the facility etc.
When a suitable property has been identified, the District Office check with Land
and Property to ensure there is no restriction in title to prevent leasing the
property to a community group.
The community group will need to provide the following information and
documents:The group’s Constitution, (to confirm the group are empowered to enter into a
lease).
• The names of the office bearers (Chairperson, Treasurer, Secretary etc.)
• The names of those who will sign the lease on the group’s behalf.
• Details of who will be keyholders of the property.
• Public Liability Insurance to the value of £1 million.
• Employers Liability Insurance (if appropriate).
• Details of the proposed use of the property and the hours of use.
• Details of any proposed work to be carried out to the property, along with
any necessary building control/planning permission.
• Details of the community group’s solicitor, (this enables legal services to
liaise directly with the group’s solicitor regarding the lease).
The District Office need to collate this information from the community group as
well as the following: •
•
•
•
•
•
Details of rent to be charged (normally a peppercorn rent of 5 pence per
year if demanded).
A site location map outlining the position of the property.
Confirmation from Land and Property that there is no restriction in Title to
prevent leasing the property to a community group.
The term of the lease (maximum £ years).
Undertake change of use.
District Office will consult with residents/neighbours.
When all the information is collated, it can be sent to Legal Services Department
who will draw up the lease, or the District can prepare the lease, provided they
06/02/2009
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are satisfied all the necessary information is correct. The lease must state
EXACTLY the type of activities. When the lease has been completed, the
representatives from the community group and the District Manager meet to sign
the lease. The keys for the property are then given to the community group.
N.B. The community group will need to arrange contents insurance for any
equipment or furniture in the property. The Housing Executive continues to cover
the building insurance.
* A copy of a standard lease is available from your local district office.
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PROVISION OF MATERIALS AND
EQUIPMENT TO COMMUNITY GROUPS
Following the ending of the ACE Scheme, which had previously carried out area-based
work programmes, such as, estate clean-ups and gardening, it has been agreed that
District Managers be given the authority to provide some materials and equipment to
local Community groups who wish to either continue or take on such environmental-type
work.
This opportunity will only be available to Community Groups which have been properly
constituted and hold a regular AGM. The District Manager must also be satisfied that the
proposed works are both viable and of value to the area / estate in question, and its
residents.
If the Community Group meets the criteria and the District Manager is satisfied the work
is viable then they can authorise the issue of the appropriate materials and equipment on
a free of charge basis. The materials and equipment available for provision are divided
into 2 categories:
Category 1: Items which are judged to have no inherent Health and Safety implications
when being used and therefore do not require insurance to be provided by the
Community Group concerned.
Category 2: Items which are judged to be potentially injurious or capable of causing
damage or hurt, and consequentially require insurance to cover liability on the part of the
Community Group concerned and to indemnify the Executive. The insurance cover must
be for £1m.
Only where Category 1 only items are to be provided is insurance cover not required. If a
Group is requesting items from both categories, then insurance cover is required.
The Community Group must provide the District Manager with a copy of the Insurance
Policy to ensure that it is current, provides for £1m public liability cover, and identifies the
Housing Executive before any materials or equipment will be provided. Where the
Community Group is successful in applying for materials or equipment then those
authorised to act on behalf of the Group must sign an agreement, before the goods are
delivered.
District Managers will keep a detailed inventory of goods provided to individual groups
which will be checked as and when future requests are received from the group
concerned. The District Manager can then judge whether the provision of additional
and/or repeat items is justified. At the same time, the Insurance Cover should also be
checked and verified as remaining current and appropriate.
30/01/2009 15:30:00
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Sample Inventory
Tools and Equipment
Safety Wear
Materials
Hammers
Spirit Levels
Saws
Paste Tables
Steps
Paint Brushes*
Trimming Knives
Rollers + Trays*
Plumb Lines
Paint Scrapers*
Litter Pickers*
Chisels (Bolster) *
Rakes*
Digging Forks*
Wheel Barrow*
Hacksaws*
Buckets*
Paint Scuttles
Secateurs
Files
Shovels*
Spades*
Sledge Hammers*
Chalk Lines
Hedge Cutters (Non-electric)*
Boiler Suits*
Bib/Brace Overalls*
Safety Boots*
Safety Shoes*
Dust Masks*
Wet Suits*
Wellington Boots*
Visors
Knee Pads
Gloves*
Rubber Gloves*
Goggles*
Safety Goggles*
Safety Helmets*
Donkey Jackets*
U/Coat Paint *
H/Gloss Paint*
Emulsion Paint*
Bleach *
Disinfectant*
Black Plastic Bags*
Dust Sheets*
Washing Up Liquid*
White Spirit*
Anti-Graffiti Paint*
Sand Paper*
Yard Brushes*
Mops*
Polyfilla*
Putty*
* Stock Items
NB Any variation from white or magnolia paint has to be ordered as a one-off.
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Provision of Materials and Equipment
This agreement is made ___day of __
2000 between the Northern Ireland
Housing Executive of _________________________________________________
and_______________________________of_______________________________.
In consideration of the Housing Executive providing the equipment and materials
detailed on the attached the
____________________________________________________ (Community
Association/Organisation) (herein after known as the Group) agrees as follows.
The equipment and material will only be used for the purpose(s) agreed in writing with
the Housing Executive.
The equipment and material will be used in a skilful and proper manner, and in
accordance with any operating instructions issued for them.
The equipment and materials will be kept at all times in good repair, condition and
working order, and no alteration will be made to them.
When not in use, the equipment and materials will be stored at a secure location.
Any equipment / materials which are no longer required are to be returned to the
Housing Executive.
To insure and keep insured at all times against public liability claims arising directly or
indirectly out of the use, possession or operation of the equipment and materials and on
demand to produce to the Housing Executive the policy or policies of insurance for
inspection.
To indemnify and keep indemnified the Housing Executive from and against any and all
loss, action, damage, costs, expenses, demands, proceedings, claims and liability
(whether criminal or civil) made against or suffered or incurred by the Housing Executive
arising directly or indirectly out of
(i)
(ii)
any act, omission or negligence of the Group or persons expressly or implied by
acting with its authority in relation to the equipment and materials or their use.
or
any breach or observance by the Group of the terms of this Agreement.
Signed:____________________
On behalf of the Executive
Signed:____________________
On behalf of
(Group)
Witness:____________________
Date:_____________
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Witness:____________________
Date:_____________
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Sample Requisition Form
Provision of Materials and Equipment to Community Groups Requisition
District: ________________________
REQUISITION NO.: MECG/
(RAD)
/
COMMUNITY GROUP:
___________________________________________________
CONTACT ADDRESS:
___________________________________________________
___________________________________________________
CONTACT
NAME:
________________________
PHONE NO.:
__________________
AUTHORISATION:
______________________
District Manager / Nominee
DATE: __________________
ACCOUNT CODE: _____________/2462102 (RAD)
To: _____________________STORE
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Part 1
PLEASE SUPPLY THE FOLLOWING GOODS:
DESCRIPTION OF GOODS
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QUANTITY
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Part 2
DELIVERY / COLLECTION DATE: ___________________________
CONTACT NAME:
_________________________________________
(If different from overleaf)
DELIVERY ADDRESS:
______________________________________________________________________
______________________________________________________________________
_________________________
RECIPIENT: ________________________________________
(Print Name & Sign)
DATE: ___________
COUNTER SIGNATURE /
DELIVERY MAN: ___________________________________
(Print Name & Sign)
DATE: ___________
NOTE: This order to be produced in triplicate; original held by District Office, copy to be
forwarded to DLO Stores, and third copy left with recipient.
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COMMUNITY TRAINING AND DEVELOPMENT
To enable tenants to participate more fully with the Housing Executive and other
agencies, training courses for community representatives continue to be developed.
Training courses are available to representatives at all levels of the Housing Community
Network.
The Housing Executive provides training on policy issues such as Housing Allocations,
Homelessness, Response Maintenance and Housing Benefit.
Supporting Communities Northern Ireland provides a variety of training courses for
community groups and individual representatives.
Effective Meetings - participants wishing to improve their skills and knowledge so they
can make more effective use of meetings.
Successful Fundraising - Community groups wishing to acquire the skills and
knowledge to ensure long term effective fundraising.
Communicate Your Message - Community groups wishing as a whole to develop their
communication skills.
Money Matters - Community groups wishing to highlight the committee’s
responsibilities with regard to money matters and the importance of effective financial
record keeping.
Dealing with the Media - Community groups wanting to enhance their media
management skills and knowledge.
Managing Conflict - Community groups to gain a new perspective into how they might
approach/resolve local conflict problems.
Team Building - Community groups wishing to improve their effectiveness by means of
teambuilding initiatives.
Dealing with Anti Social Behaviour - participants wishing to increase their awareness
of what Anti-Social Behaviour is and the different methods/models which may help
resolve it.
People skills in action - Community Group members wishing to develop their Personal
Skills.
The Key To Evaluation - Gives community groups a greater insight into the process of
measuring the success of their projects
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Effective Lobbying - Community groups wishing to gain the skills and knowledge to
develop effective lobbying techniques
Promoting Inclusive Communities - Community groups wishing to gain skills in the
promotion of equality
Building Good Relations - Develops participants knowledge
in building good relations through their work and the work of their committee
Social Economy - Participants will examine what social economy is & good practice
examples, look at key components to writing a business plan, and examine key factors in
budgeting, marketing & managing staff.
The content of these courses allows for a relevant, informative and straightforward
approach to training. Location is flexible, allowing for courses to be held in a local
community venue.
Each course lasts for 2 ½ hours, and there is no cost involved. If you are interested in
any of the courses, please contact your local District Office or the SCNI Training Officer
or SCNI liaison officer.
For more comprehensive details please refer to SCNI training courses listed on the
website www.supportingcommunitiesni.org
SCNI
Tele: 028 2564 5676
Fax: 028 2546 9729
E-mail info@supportingcommunitiesni.org
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FACILITATION OF COMMUNITY GROUPS
To make it easier for community groups to participate in the Housing Community
Network the local Housing Executive District Offices may provide the following services
for Community Associations on request. These can include:
News Letters
The Housing Executive will help you with production of newsletters to make them look
more professional.
Printing/ Photocopying
The local District Office will arrange to have newsletters, flyers, posters or leaflets printed
or photocopied for Community Associations.
Notice Boards
Each District Office has a notice board in its reception area and will place flyers, posters
and other information relating to community association activities on this.
Meetings Rooms
The District Office will, when possible, arrange for Community Associations to use rooms
within the office for holding meetings.
SCNI will also when possible facilitate community groups by providing a venue for
meetings.
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NORTHERN IRELAND HOUSING
EXECUTIVE
The Northern Ireland Housing Executive is Northern Ireland's strategic regional housing
authority. It owns and manages some 96,000 properties and was established under the
Housing Executive (NI) Act 1971. It has an annual budget of around £540m and employs
around 2,700 members of staff.
Its key aims are to:
•
assess housing needs, ensure that housing programmes are targeted at those
individuals and areas in greatest need and are delivered in accordance with the
principles of "Best Value"; develop strategies to influence the wider housing
market, and work with others to foster urban and rural renewal;
•
manage the Executive's stock in an effective and efficient manner, in accord with
obligations under the Citizen's and Tenant's Charters and promote best practice
throughout the social rented sector.
The main achievements of the Housing Executive have been:
•
•
•
•
•
•
•
•
the reduction of unfitness from 20% in 1974 to 7% in 1996
the construction of nearly 80,000 properties
the sale of some 95,000 homes
improved more than 350,000 homes in the private sector
a reputation for fairness and equity
a track record in consulting and working with communities and their public
representatives
efficiency in the delivery of housing services
recognition of its quality in design and services (through Charter Marks, IIP and
other awards).
Our business is:
•
•
•
•
•
•
•
Meeting housing need
Tackling homelessness
Improving housing conditions in the private and public sectors
Managing housing benefit - £330m annually
Implementing urban and rural regeneration strategies
Addressing fuel poverty and improving energy efficiency
Delivering value for money, business excellence and innovation.
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The Organisation
The Board of the Housing Executive is a decision making and executive body consisting
of 10 members made up of 3 nominees from the Northern Ireland Housing Council and 7
others including the Chairman and Vice Chairman. All are appointed by the Minister
responsible for housing.
The Chief Executive is directly accountable to the Minister for the management and
performance of the organisation. All Divisions report to the Board through the Chief
Executive.
There are currently 5 Divisions:
Housing and Regeneration, which has responsibility for policy development, standard
setting, service delivery and performance monitoring activities to do with maintenance,
management and improvement of the Executive's housing stock and new development.
The Division operates through 5 Area Offices, located in Londonderry, Belfast,
Ballymena, Newtownards and Craigavon, and 37 District Offices located in most towns
throughout the province.
Corporate Services Division, which has responsibility for the Housing Executive's role
with strategic partnerships such as housing associations, corporate planning, internal
audit and information services.
Personnel & Management Services Division, which is responsible for personnel,
facility services, information technology and legal services.
Finance Division, which is responsible for financial planning and systems, budgetary
control, management accounting, payment , income and debtors control, salaries, home
loans and insurance.
Design and Property Services, which has responsibility for the private sector, including
improvement grant aid and the private rented sector, the organisation's Direct Labour
Organisation, 5 Area based Design Practice Groups and a central Project Services
Department. The Division operates in a competitive environment.
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Working with Others
The Housing Executive works in partnership with others such as the Housing
Associations, the Northern Ireland Housing Council, Voluntary Organisations and local
community associations. Tenants are actively encouraged to become involved in
developing local services and addressing housing issues. A Tenant Involvement
Framework has been implemented to facilitate this and operates at community, district,
area and central level.
For further information, visit our website at www.nihe.gov.uk which includes our most
recent Annual Report (35th) Within the Report current issues facing the Housing
Executive are detailed under the Housing Agenda section
Contact Details
Main number for all enquiries
08448 920 900
Repairs line
08448 920 901
Housing Benefit & Rates Relief
08448 920 902
Full contact details for our offices can be found at
http://www.nihe.gov.uk
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FUNDING OF THE HOUSING
EXECUTIVE
The Housing Executive's gross annual budgets are around £600m. This money
is spent on activities such as:
•
•
•
•
•
Improving and repairing tenant homes;
Paying staff;
Running offices
Repaying loan charges.
Tackling unfitness in the Private Sector
The funding comes from three main sources:
• Rental income from Tenants;
• Government;
• Sales of homes to sitting Tenants.
Rent Increases
The rate of rent increase is set each year by the Minister responsible for Housing.
The Housing Executive's budget is based on this recommended increase.
Annual Planning Cycle
Each year the Housing Executive carries out a detailed review of the housing
market in Northern Ireland. This review is published and presented to
Government as the Housing Executive's view on housing priorities for the three
years ahead. During the year, the Housing Executive carries out a number of
procedures to ensure its work continues.
January
Officers meet to decide at a local level where work is most required.
February – June
District Housing plans are produced for all of Northern Ireland's 26 District
Councils. These identify key priorities and form the basis for consultation with
Councils and other bodies. The Housing Executive publishes its 3 year
Corporate and Business Plans.
July – September
Research on the Northern Ireland Housing Market continues. The Housing
Executive's Annual Report for the previous year is published.
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October – December
The Review of the Housing Market is published. Government announces the
funding for Northern Ireland Departments.
January
The process starts again, if necessary, by reviewing programmes in the light of
the funding announcement.
Financial Budgets
Each year when funding from Government is received, the Housing Executive
allocates this over a number of financial budgets. These are divided into capital
and revenue budgets.
Capital budgets fund expenditure on:
• Buying land and property;
• Improving Tenants' homes;
• Housing Executive offices, computer equipment and vehicles.
Revenue budgets include expenditure on:
•
•
•
•
•
•
•
•
Paying loans and interest back to Government;
Maintenance and repair of Tenants' homes;
Salaries and wages of Housing Executive staff and office running costs;
Grants for homeowners;
Insurance and public liability claims.
Contributions to external agencies in support of Housing.
Energy efficiency measures in the Private Sector.
Supporting People.
General Points on Funding
• The Government sets a limit on the amount of money in each budget
heading and rarely allows movement between blocks.
• The percentage amount of rent increase is set by Government each year.
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BEST VALUE
Best Value is a statutory requirement for local authorities in the rest of the UK. It
is a continual process which aims to improve the quality, efficiency and
effectiveness of public services. It is not yet a statutory requirement for the
Housing Executive but the organisation will apply Best Value to all of its core
management functions, including tenant consultation and involvement and the
improvement and maintenance of its property.
Best Value requires the Housing Executive to:
•
•
•
•
•
•
•
•
•
examine what it is doing and how and why it is doing it;
look at how housing links in with other services;
examine whether it is meeting local needs;
build into all reviews the views of tenants, residents and the wider
community;
consider whether existing practices and procedures are effective in
achieving long term value for money;
compare performance against national performance indicators, other local
authorities the and wishes of service users;
try new and innovative approaches to service delivery including new
partnerships with other providers and new relationships with tenants and
residents;
acquire new skills in public participation, partnership, procurement and
managing change;
ensure time is devoted to training staff and tenants on Best Value.
Tenants’ and Residents’ Roles
The Government is determined that housing authorities will actively and
meaningfully involve tenants and residents in the planning and delivery of their
housing strategies and services. The DETR has published a leaflet for tenants
called "Best Value in Housing - A Guide for Tenants and Residents.
Tenants and residents should be in a position to:• give informed views on the quality of services and proposals for changing
them;
• reach an informed view on targets being set;
• participate in monitoring and reporting on performance against targets
• feed into Best Value inspection process.
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In this there is a clear link to Community Participation Compacts. These are a
Government initiative, in England and Wales, where tenants and others in the
community are encouraged and supported to fully participate in decisions
affecting the delivery of housing and associated services. Compacts have been
signed by numerous community groups within the Housing Executive’s Housing
Community Network.
The Best Value Process
Establish Corporate Objectives
The Housing Executive needs to be clear about the services which local people
expect and the resources available to deliver them. This information flows from
involvement with the local community.
Undertake Fundamental Performance Reviews – delivering the ‘4 Cs’
In each performance review the four C’s have to be considered;
•
Challenge - why and how services are provided.
•
Compare - performance across a range of relevant indicators with other
providers through benchmarking and other means.
•
Consult - with residents and tenants and the wider community in the
setting of new performance targets. This includes taking into account
tenants’ views on priorities, targets and outputs and links closely to
Tenants Participation Compacts.
•
•
The Housing Community Network, including the Central and Area
Housing Community Networks (HCNs) and the District HCNs, forms a
sound basis for involving and consulting tenants on Best Value issues.
•
All Area HCNs have been briefed on Best Value and a focus group has
been consulted on the Inspectorate Review. In addition, Consumer
Panels have been consulted on the level of service provided by
Districts.
Compete - Embrace fair competition as a means of securing efficient and
effective services.
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Local Performance Plans (LPPs)
Best Value requires the publication of annual performance plans. These plans
include:• a summary of objectives and methods of delivering services.
• a timetable for fundamental performance reviews.
• a report on performance against national performance indicators and local
standards.
• an indication of how the authority intends to achieve its targets including
any planned changes in methods of service delivery.
The Housing Executive’s Corporate/Business Plan and its Annual Report meet
many of the Best Value requirements for LPPs. The Housing Executive feels that
more consultation the inclusion of performance indicators and a programme of
reviews could be incorporated.
At a local level, District Business Plans meet nearly all the requirements for LPPs
in one document, with Districts involving tenants in preparing the Programme.
Performance Indicators
The Government has developed a series of national performance indicators
which are likely to cover the following aspects of performance:•
•
•
•
Strategic Objectives
Cost and Efficiency
Quality
Fair Access
The Housing Executive will be expected to show that it is planning to have
services meeting the quality standards of the top 25% of all authorities and cost
targets meeting the costs of the best 25% of authorities.
The Housing Executive has revised its performance indicators to tie in with the
national indicators.
Benchmarking
The Housing Executive has been involved in a range of benchmarking exercises
organised by Arthur Andersen and is continuing and developing this involvement
through membership of Housemark, the internet-based Best Practice and
benchmarking service organised by the Chartered Institute of Housing and the
National Housing Federation.
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Audit, Inspection and Intervention
A Housing Inspectorate has been established as part of the Audit Commission.
The Inspectorate will work in England and Wales in a similar way to the Social
Services Inspectorate and Ofsted and will:• inspect all authorities over a five year period.
• undertake out of cycle and ad-hoc inspections to deal with poor
performance.
• promote good practice.
It is intended that tenants and residents will be involved in Inspections.
The Housing Executive has developed a framework for external inspection to
ensure that we comply with the requirement of Best Value, and the first
excellence inspection was carried out in 2002.
THE HOUSING EXECUTIVE’S
EQUALITY SCHEME
The Housing Executive’s Equality Scheme explains why equal opportunities are
important and the ways in which we intend to deliver our services to ensure that
we promote equality of opportunity and good relations in relation to our
customers (and staff).
Background
Section 75 of the Northern Ireland Act (1998) states that the Housing Executive
and most other public bodies, must deliver services to customers in a way that
takes due regard of the need to promote equality of opportunity and good
relations. The Housing Executive’s equality scheme, which was approved by the
Equality Commission in July 2001, was drawn up in consultation with a wideranging collection of community, voluntary and equality based groups. These
groups represented the views of our customers on issues relating to equality of
opportunity and good or community relations.
The Equality Scheme identifies nine groups of people for public bodies to
consider in relation to equality issues.
• persons of different religious belief, political opinion, racial group, age,
marital status and sexual orientation,
• men and women generally,
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• persons with a disability and persons without, persons with dependants and
persons without.
It also identifies the following three groups of people for public bodies to consider
in relation to promoting good relations.
• persons of different religious belief, political opinion and racial group.
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Main summary of the Equality Scheme
Section 1 outlines the main requirements of the legislation, the purposes of the
equality duties and the Housing Executive’s commitment to the statutory duties.
Section 2 explains the Housing Executive’s arrangements for assessing and
facilitating its compliance with the promotion of duties under the Scheme. It
details main points of contact within the Housing Executive, arrangements for
publication of the scheme and the complaints procedure.
Section 3 presents the arrangements for consulting widely on the equality
scheme and matters related to the statutory duties.
Section 4 details arrangements for ensuring public access to information and
services provided by the Housing Executive.
Section 5 outlines arrangements for monitoring any adverse impact of policies.
Section 6 presents arrangements for assessing and consulting on the impact of
policies.
Section 7 explains the arrangements for training staff on issues relevant to the
duties.
Section 8 addresses issues that apply mainly in the context of the duty to
promote good relations.
Conclusion
Promoting equality of opportunity and promoting good relations are legal duties
placed on the staff and Board of the Housing Executive. The Equality Scheme is
designed to help us achieve this by outlining the actions the Housing Executive
will undertake. This scheme means that the Housing Executive must formally
consider the impact of its policies on terms of equal opportunities and good
relations and must consult effectively with the community throughout the process.
Further Information
The Housing Executive has completed a full and detailed screening exercise,
which considered the equality impacts of all of its policies. Details and a full
report entitled, “Screening of Policies” are available from the address below.
In addition the Housing Executive has completed its two Annual Reports to the
Equality Commission. This is also available.
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The Housing Executive’s Equality Scheme, Report on the Screening of Policies
and Annual Reports to the Equality Commission are all available from, (and can
be downloaded from) the Housing Executive’s website, at www.nihe.gov.uk. Hard
copies and further information on equality issues are available on request from:
The Equal Opportunities Promotional Unit
The Housing Centre
2 Adelaide Street
Belfast BT2 8PB
Tel: 02890 318556
Fax:02890 318775
Email: equality@nihe.gov.uk
Textphone: 0845 6504381
These reports will be made available in alternative formats on request.
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ENVIRONMENTAL POLICY
The Housing Executive’s environmental policy is to ensure that all of its
activities and decisions make a positive contribution to the Sustainable
Development Strategy for Northern Ireland.
This policy is publicly available on the NIHE website at
http://www.nihe.gov.uk/index/ee_home/environmental_policy.htm . Concern
for environmental conditions and best use of resources is part of our business
strategy.
Our policy is to:
1. maintain an independently accredited Environmental Management
System
2. remain committed to legal compliance and continual improvement of
our Environmental Management System
3. train all staff in sustainable development awareness and provide
specialist training as needed
4. develop and maintain targets in keeping with the NI Sustainable
Development Strategy
5. apply the Reduce, Re-use, Recycle approach to waste streams
6. prevent pollution of air, land and water
7. monitor and report regularly on our contribution to the Northern Ireland
Sustainable Development Strategy
8. support initiatives to develop sustainable local communities
9. offer environmental and sustainability advice to business, community
and voluntary sector stakeholder organisations
Issue 4: June 2008
06/02/2009
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GETTING HOUSED
Introduction
This document explains how to apply for accommodation from the Housing
Executive and some Housing Associations, and how assessments and
allocations will be made.
When a person applies for a home, they should receive with their application
form, a booklet giving general information about the Housing Executive and
each Housing Association.
They may also request any of the following:
•
•
•
A list of general rented housing provided by the Housing Executive and
participating housing associations in their locality.
A booklet called ‘The Housing Selection Scheme’ which explains how
their needs are assessed.
A booklet called ‘Homelessness: Your Rights Explained’
Service Standards
The Housing Executive will:
•
•
•
•
•
attend to a person at the District Office within 15 minutes;
acknowledge an application within 3 working days and visit and place
an applicant on the Waiting List within 4 weeks provided they are
eligible for housing
give them the opportunity to view any property we offer before to
decide whether or not to accept the tenancy;
tell them of any outstanding repairs and when we will complete them,
before the tenancy is accepted
explain the Conditions of Tenancy and issue an Information Pack to
each new tenant.
It is an applicant’s responsibility:
•
•
to provide full and accurate information about their present
accommodation, and their current circumstances
to inform us if there are any changes in those circumstances.
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BECOMING A TENANT
If a person wishes to become a Tenant of the Housing Executive, they should
apply to the Housing Executive District Office in the area in which they live.
(The Housing Executive’s District Offices are listed in Information Paper 2.2).
One may also apply in the same way for any accommodation provided on a
permanent basis by all registered Housing Associations.
An application form can be obtained from any Housing Executive District
Office or any Housing Association Office, or by downloading from the website
www.nihe.gov.uk.
If applying from Belfast you can apply directly by telephone on phone No.
08448 920 900 and an appointment date will be arranged straight away.
The completed housing application will be registered and an
acknowledgement letter issued giving a registration number. (It will be useful
to quote the registration number when ringing or calling about an individual
case).
A Housing Officer will then visit the applicant at their home, normally within
two weeks after registration. If they are not at home, a card will be left so that
another visit can be arranged. The visit is carried out to verify the information
contained on the application form, to advise on housing options, and to
assess an applicant’s points in accordance with the Housing Selection
Scheme. A booklet explaining the Housing Selection Scheme is available
from the local Housing Executive District Office.
Provided an applicant is eligible for housing (see next paragraph), their details
will be put on the Waiting List and they will then be considered for suitable
available accommodation in accordance with the Housing Selection Scheme.
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Eligibility
To be eligible to be placed on the waiting list for housing, under the terms of
the Housing Selection Scheme, an applicant must;
•
•
be a Full Duty Applicant (FDA) under the homeless legislation,
(Housing [NI] Order 1988), or
meet both the Age and the Connection with Northern Ireland
requirements (see below)
The Housing Executive must also investigate whether an applicant is eligible
for housing under Housing (NI) Order 2003. This will involve determining if :
• an applicant is a person from abroad who is not entitled to housing
assistance;
or
• the applicant or a member of his/her household has been guilty of
unacceptable behaviour
Age Requirement
Applications will not normally be considered from people under 18 years old
as they are below the age for entering a legal contract. No applicants under
the age of 16 years may appear on the Waiting List. In certain specific
circumstances however a 16/17 year old may be eligible to appear on the
waiting list. In order to establish whether a 16 / 17 year old is eligible, it will be
necessary to register and visit all such cases to determine if homelessness or
any of the exceptions apply. In such cases the Housing Executive will ask
them to provide a guarantor to safeguard in writing all the terms and
conditions of any tenancy offered.
Connection with Northern Ireland Requirement
The applicant must have a substantial connection with Northern Ireland by
way of family association, employment or by being ordinarily or habitually
resident in Northern Ireland.
Choosing Where to Live
Generally there are no restrictions to the areas in which an applicant may
choose to live. They should indicate one or preferably two locations where
they are prepared to live. There may be a number of landlords with
accommodation in their area of choice and they can also choose which of
those they wish to be considered by.
All applicants may be considered for housing in a General Housing Area,
comprising the applicant's preferred choice(s) and estates surrounding it. An
applicant who has been accepted as being statutorily homeless will
automatically be considered for housing in a General Housing Area after six
months.
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Renewal Procedure
It is essential that the housing waiting list is kept up to date and for this
reason, applicants will be sent a renewal slip annually to confirm if they are
still interested in remaining on the housing waiting list. If there is no reply to
this written request within one month, a further reminder will be issued. If
there is still no reply, the application will be withdrawn from the waiting list and
a letter confirming the withdrawal will be issued to the applicant. Any
subsequent application will be treated as a new application other than in
exceptional circumstances.
06/02/2009
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HOUSING SELECTION SCHEME
ASSESSMENT
Common Selection Scheme
A new Housing Selection Scheme has been in operation in Northern Ireland
since 1st November 2000. It is used for letting accommodation owned by the
Participating Landlords except where it is accommodation that is let on a
temporary basis.
Common Waiting List
The Housing Executive and all registered Housing Associations have
amalgamated their Waiting Lists to form a Common Waiting List. Applicants
need now only fill in one form to be considered by both the Housing Executive
and participating Associations. Staff at any Housing Executive District Office
or Housing Association office can provide you with details and information on
those landlords participating in the Common Selection Scheme / Common
Waiting List and the accommodation provided
General Housing Applications
When an applicant first applies for housing, they will be assessed by the
Housing Executive and if they are eligible, they will be awarded points
according to their housing need and placed on the waiting list. The level of
points will determine their position on the Waiting List. An applicant may
qualify for the award of points in 4 categories. These are:
Intimidation
This category is intended to cater for applicants who are victims of sectarian,
terrorist, racial attack or an attack because of one’s sexual orientation or
disability or as a result of an attack by a person who falls within the scope of
the Housing Executive’s statutory powers to address neighbourhood nuisance
or other similar forms of anti-social behaviour. It is intended to facilitate
immediate rehousing.
Insecurity of Tenure
This refers to situations where applicants are homeless or threatened with
homelessness. The level of points applicable may vary depending on the
duty owed under legislation.
Housing Conditions
Points awarded under this category reflect adverse housing circumstances
both in terms of physical conditions and the degree of sharing/overcrowding
being experienced.
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Health/Social Well Being Assessment
A comprehensive range of health and social well being circumstances is
acknowledged under this category. These include an applicant’s ability to
function within their existing home as well as any social, support and care
needs they may have.
Points awarded in any of these categories will be added together to determine
the total points level and subsequent position on the Waiting List. They will be
informed of their points total in writing.
Deliberate Worsening of Circumstances
Where the Housing Executive has reduced overcrowding in a house or
rehoused an applicant from an unfit house, it is necessary to impose
restrictions to prevent these overcrowded or unfit houses being used as a
means of obtaining extra points for allocation to the detriment of others in
greater need on the housing list.
The Housing Executive may in such cases, or in other instances where
families deliberately worsen their circumstances, defer for a period of two
years the advantage of any additional points which might otherwise have
been granted because of the change in circumstances.
Illegal Occupants
A person who is in illegal occupation of Housing Executive property will not be
considered for a tenancy other than as an applicant on the housing list.
A person who is a victim of circumstances arising from civil unrest must not
take up illegal occupation of a dwelling, but should apply for consideration as
a homeless applicant
Transfers
If a person is already a Housing Executive or Housing Association Tenant and
would like to move to another such tenancy, they should contact their landlord
(local Housing Executive District Office or Housing Association Office) and
ask for a transfer form or download a form from the website www.nihe.gov.uk.
Housing Executive tenants applying from Belfast can register a telephone
application by phoning 08448 920 900 and a suitable appointment date can
be arranged at the same time.
Each transfer request will be considered on its own merits and transfer is at
the discretion of the Manager who is allocating the property.
A tenant may make a transfer request for many reasons. For example, they
may wish to move to more suitable accommodation because of the size of
their present property. Alternatively, they may need to move closer to
relatives to provide or receive family support.
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Whatever the reason, every effort will be made to help if a transfer is required.
When a tenant makes a transfer application, their landlord will assess their
housing needs and award points under the same 4 categories as for general
housing applicants. Provided they are eligible, their name will then be placed
onto the Waiting List for a transfer to alternative accommodation, owned by
any of the participating landlords, within their areas of choice.
A request for transfer will not normally be considered where:
•
•
•
•
The existing tenancy is less than 2 years old
The tenant owes arrears of 4 weeks or more
The property is not in a good state of repair or there are outstanding
recoverable charges for repairs
The tenant or a member of their household is guilty of any other
serious breach of the tenancy conditions
Exchanges
A tenant also has the right to exchange with other Housing Executive Tenants
and secure Tenants of Housing Associations in Northern Ireland. If a tenant
wishes to carry out an exchange, they must obtain written permission from
their landlord prior to moving. Landlords will consider each case on its merits
and will not unreasonably withhold approval.
The Landlord can only withhold consent to exchange under particular
statutory grounds detailed in the Housing (NI) Order 1986.
Allocations
Offers
When a vacancy occurs, offers of tenancy are normally made to the most
relevant applicant with the highest number of points in accordance with the
Housing Selection Scheme.
Within certain areas of choice there may be some applicants who qualified for
priority status under the previous Selection Scheme for reasons of
homelessness or intimidation. These applicants will continue to have priority
under this scheme and may, therefore, be offered accommodation before any
pointed applicant.
The Senior Housing Officer takes into account the suitability of the
accommodation for an applicant; for example he/she would not usually offer a
two-bedroom house to a family which required three bedrooms.
To reduce illegal occupation and vandalism the Housing Executive tries to
allocate vacant houses as quickly as possible.
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After a termination of tenancy notice is received, an offer will be made as
soon as possible. It will be hand delivered, where possible, or sent by first
class post.
The letter of offer will request that the recipient inform the District Office within
2/3 working days if they are interested in the property. If possible, they are
asked to telephone immediately to let the District Office know of their interest.
They will then be able to view the property before making any decision.
Refusal of Accommodation
If there has been no contact within the specified time, the offer will be
withdrawn and the dwelling offered to another applicant.
An applicant is entitled to a maximum of 3 reasonable offers. If they refuse 3
reasonable offers they may not receive any further offers for a period of one
year. In considering whether an offer is reasonable the District Office will take
in to account the needs of the applicant with regards to the following;
•
•
•
•
Size of accommodation
Suitability of Location
Suitability of Features
Condition of Accommodation
Allocations In Special Housing
When housing which has been specially built or adapted to meet the needs of
persons with disability or elderly persons is no longer needed by the family in
occupation, for example, upon death, or their admission on a permanent basis
to hospital or residential accommodation, the Housing Executive may request
the family to transfer to ordinary accommodation where this is conveniently
available and where there is a need to obtain the special housing for another
applicant.
Disqualification
Landlords may disqualify certain applicants from being housed. This can
apply, for example, in cases where the applicant has:
•
•
•
rent arrears
abandoned a previous tenancy
illegally occupied a dwelling
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Moving Outside Northern Ireland
Up to March 2007 there was a HOMES scheme in operation for those wishing
to move outside Northern Ireland to elsewhere in the U.K. However this
scheme was abolished by the Government and an applicant can now apply
directly to the local council to where they wish to relocate details of which can
be accessed via the website. (Use search facility under www.google.com).
Alternatively they can contact Rosie Hodgen in Housing Policy, 2 Adelaide
Street, Belfast Phone number 02890318244.
HOMESWAP
A person who is already a Council or Housing Association Tenant in Northern
Ireland can exchange property with another secure tenant in their area of
choice elsewhere in the UK if they find a suitable property to move to. Both
sets of tenants must seek permission from their respective landlords before
an exchange can take place. Approval should be sought in writing.
There is a HOMESWAPPER scheme in operation elsewhere in the U.K.
whereby a tenant can appear on an exchange register. However, it does not
yet apply to Northern Ireland but the Housing Executive is investigating the
possibility of registering for the service. Please contact Housing Policy for
further advice on 02890 318244.
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Tenancy Conditions
If an applicant accepts an offer of accommodation from the Housing
Executive, they will be awarded an Introductory Tenancy which will run for a
trial period of at least twelve months from the tenancy commencement date.
Introductory tenancies enable Social Landlords to identify and remove tenants
who have demonstrated their unsuitability to become secure tenants. The
non-secure nature of Introductory Tenancies allows such removals to be
conducted without protracted legal proceedings, thereby minimising a) trauma
to neighbours and b) waste of landlord’s resources. Introductory tenants do
not have the same rights as secure tenants. For example they do not have:
•
•
•
•
•
The right to buy
The right to take in lodgers
The right to sublet
The right to improve or claim compensation for improving their home
The right to exchange with another tenant
There is a leaflet available at any District Office entitled: ‘Your Introductory
Tenancy’ which explains the rights of an Introductory Tenant.
When a tenant signs up they are given the leaflet headed ‘Statutory
Obligations’ which emphasises the anti-social behaviour provisions of the
Housing (NI) Order 2003 and gives more details with regard to what
constitutes a nuisance or annoyance to anyone in the locality of the tenant’s
home. They are also given a copy of the General Conditions of Tenancy
detailing the terms and conditions of the tenancy. They will be asked to read
the terms and conditions of the agreement and sign an acceptance of its
conditions.
The tenancy agreement forms a legal contract between them as the Tenant
and the Housing Executive as landlord. Both the tenant and the Housing
Executive have certain rights and duties detailed in the tenancy conditions,
which must be observed.
These rights and duties concern such things as the repair and decoration of
the property, the use and occupation of the premises and the circumstances
in which the tenancy can be brought to an end.
They will be given an Information Pack which lists in more detail the terms
and conditions of tenancy, together with information and advice about other
matters which may affect them as tenants.
The Tenants Handbook covers a wide range of subjects such as help with
housing costs, repairs, buying or moving home, home safety advice, care and
improvement of the home, how to make a complaint and details of your rights
and obligations. A copy of the Conditions of Tenancy and the Tenants
Handbook are available, on demand, at the local District Office.
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Assignment of Tenancy
Under normal circumstances, when a tenant moves from his/her home, the
Housing Executive will re-allocate the property to someone on the Housing
Waiting List whose need has been assessed under the Housing Selection
Scheme. There are, however, exceptional circumstances when the tenancy
can ‘change hands’ through an ‘Assignment of Tenancy’, which does not
involve an allocation from the Housing Waiting List.
Under Legislation the term ‘Assignment of Tenancy’ covers situations where,
for example, the existing tenant is leaving his/her home permanently, and
wishes to transfer the secure tenancy to someone else. In other words,
he/she ‘signs’ the tenancy rights over to another person. (N.B. This is
different from a tenancy ‘succession’ which may occur upon the death of the
existing tenant)
There are a limited number of circumstances when an assignment of tenancy
can occur. For further advice please contact Stephen Murphy in the Housing
Policy Unit on 02890318346.
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HOMELESSNESS
The following information papers explain how to apply for accommodation if
you are homeless or threatened with homelessness, and how that application
will be dealt with by the Housing Executive.
You have the right to:
•
•
•
•
•
be notified of the Housing Executive’s decision;
appeal to your Area Manager about a Housing Executive decision
regarding a homelessness case;
obtain notification of the Area Manager’s decision within 10 days;
appeal to the Director of Housing & Regeneration if you are still
dissatisfied with this decision;
receive notification of the above decision within 10 days.
Service Standards
The Housing Executive will:
•
•
•
•
deal with your case in privacy and in confidence;
advise you of your rights and the standards of service to expect;
decide whether you are homeless, or threatened with homelessness,
under the terms of the Homelessness Legislation (Housing (NI) Order
1988) and inform you of its decision within 33 working days;
notify you if your application/appeal could be delayed in cases where
further enquiries are needed.
Homeless Applicants
If you have no home or are in danger of losing your home you should contact
your local Housing Executive District Office who will help you.
If the Housing Executive’s offices are closed you should contact your Local
Area Board of Health and Social Services or your local Police Station.
The level of help the Housing Executive can give depends on your
circumstances.
You may need:
•
•
•
permanent accommodation;
temporary accommodation;
help to find somewhere to live.
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Dealing With Your Case
The Housing Executive will:
•
•
•
deal with your case in privacy and in confidence;
advise you of your rights and the standards of service to expect;
will notify you of its decision under the terms of the Homelessness
legislation within 33 working days. If the Housing Executive needs
more time to make further enquiries it will notify you if this could delay
its decision on your application.
Certain information will be needed to decide how you can be helped. The
Housing Executive will need to know about yourself, your family and your
circumstances.
It is very important that you explain all the facts in your case and if you have
any papers that help explain your circumstances, you should show them to
the Housing Executive.
The Housing Executive may also need to speak to your doctor, social worker
or health visitor.
The Housing Executive gathers information about you to help establish three
things:
•
•
•
if you are homeless or about to become homeless (within 28 days);
if you are in priority need;
if you are homeless through no fault of your own.
You are homeless if you have nowhere to live in Northern Ireland because:
•
•
•
•
•
•
•
You are afraid to go home because someone who lives there has been
violent to you or has threatened you with violence and is likely to carry
out the threat if you go home;
You no longer have permission to live where you are staying;
You have nowhere to live which can also accommodate other
members of your normal household;
You have a home but cannot get into it: for example, you have been
illegally locked out;
You have accommodation but it is considered unreasonable for you to
continue to live there;
Your landlord has taken you to court and the date by which the court
has said you must leave has passed;
Your home is a caravan or a boat and you have nowhere that you can
legally park it or moor it.
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You may be threatened with homelessness within the next 28 days because
you:
•
•
have been taken to court by your landlord and the court has said you
must leave;
have been living with friends or relatives and you have been told to
leave;
You are in priority need if you:
•
•
•
•
•
•
have resident dependent children, that is children who are aged under
16 (or under 19 and in full time education or a Government Training
Scheme);
or your partner or any member of your household is pregnant;
or someone in your family is what the law terms ‘vulnerable’ because of
old age, mental illness, disability, physical disability or other special
reason;
have been made homeless as a result of a disaster such as fire or
flood;
are at risk of violence at home;
are a young person at risk of sexual or financial exploitation.
The Housing Executive must decide whether you have become homeless as
a result of something that you have deliberately done or failed to do.
The Housing Executive will not say that you are intentionally homeless if it
believes that:
•
•
•
•
•
•
it was not reasonable for you to remain in your last home;
you left home because someone who lives there has been violent to
you or threatened you with violence;
personal problems or problems with money that you could not avoid
meant you lost your home because of rent or mortgage arrears; for
example you may have lost your job;
your home went along with your job which you lost through no fault of
your own or which you gave up for a very good reason;
you lost your home because you did not know your rights: for example
you left your home when your landlord asked you because you did not
know that your landlord needed a court order before you had to leave.
someone else’s actions caused you to lose your home and you did not
know about it nor agree with what they did.
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Making a Decision
The Housing Executive will make its decision on your application and will
explain its reasons for that decision to you in writing.
If you are in priority need and homeless through no fault of your own, the
Housing Executive will:
•
•
•
seek to provide you with a permanent home, and will provide you with
temporary accommodation in the interim if you require it;
place you on the Waiting List for permanent rehousing;
seek your views on where you wish to live, although you may be
offered accommodation in an estate adjacent to that of your preferred
choice.
If you are in priority need and homeless through your own fault, (ie.
intentionally homeless), the Housing Executive will:
•
•
•
•
•
place you in temporary accommodation (if you wish) for a reasonable
period to enable you to find your own accommodation;
inform you how to join the Waiting List for housing;
tell you about areas in which the Housing Executive could immediately
offer you housing;
tell you about other landlords in the area who may be able to help you
with temporary or permanent housing;
offer you advice and assistance on other possible housing options
which may be open to you.
If you are not accepted as homeless or are accepted as homeless but not in
priority need the Housing Executive will:
•
•
•
•
tell you about how to join the Waiting List for housing;
tell you about areas in which it has available housing in which you may
be housed immediately;
tell you about other landlords in the area who may be able to help you
with temporary or permanent housing;
offer you advice and assistance on other possible housing options
which may be open to you.
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Appealing the Decision
The Housing Executive will explain how to appeal a homelessness decision.
You can appeal to your Area Manager (name and address are given on the
letter telling you of the District Office’s decision). You will be notified of the
Area Manager's decision within 10 days.
Where you are still not satisfied with the decision:
•
•
you have the right to appeal to the Director of Housing & Regeneration
(name and address will be given on the letter telling you of the Area
Manager's decision);
you will be notified of the Director of Client Service’s decision on your
appeal within 10 days.
An appeal may take more than 10 days if the Housing Executive needs to
make more enquiries.
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Temporary Accommodation
You may, if you wish, be placed in temporary accommodation:
•
•
•
while the Housing Executive completes its enquiries about your case or
until you can be permanently housed, if the Housing Executive has
decided that you are unintentionally homeless and in priority need or
for a reasonable period to enable you to find your own accommodation,
if you are homeless through your own fault, (ie intentionally homeless).
If the Housing Executive has to place you in temporary accommodation it will
seek to ensure that the accommodation:
•
•
•
takes account of the welfare of yourself and your family;
is of a suitable size;
is in reasonable condition, reasonably furnished and easily accessible
to you if you are disabled.
If the Housing Executive provides you with temporary accommodation, you
will be told why, and the likely length of time for which the accommodation will
be provided.
If you require transport to take you to the temporary accommodation, the
Housing Executive will arrange this for you.
You will not be required to pay for your accommodation immediately. The
Housing Executive will:
•
give you a voucher which you should give to the owner or manager of
the temporary accommodation. This will pay for you and your
dependants for the first week of your stay. After 7 days, you may be
liable for an accommodation charge.
•
help you to complete a Housing Benefit form before you leave the
District Office. You will subsequently be advised if you are entitled to
financial assistance to pay for temporary accommodation, and what
contribution, if any, you must make yourself.
If you need further help with money you should go to your nearest Social
Security Agency Office, to explain your circumstances and ask about Income
Support.
If you have difficulty in continuing to pay for your temporary accommodation
you should tell the District Office.
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If you have any concerns about the accommodation, you should discuss
them:
•
•
firstly, with the owner or manager of the accommodation; and,
if you are not satisfied, contact the Housing Executive’s District Office.
If you require more details about homelessness, the Housing Executive’s
Code of Guidance booklet is available at your local District Office.
This covers:
•
•
•
•
Role of the Housing Executive: Legislation
Role of the Housing Executive: Procedures
Co-operation with Social Services
Co-operation with the Voluntary Sector
Furniture Storage
If you are homeless/threatened with homelessness and in priority need, or
have been placed in temporary accommodation pending enquiries relating to
homelessness/priority need/intentionality, the Housing Executive may arrange
to have your belongings stored by a suitable company if:
Private Rented Sector Issues
Advice and guidance on private rented sector issues e.g threatened evictions,
harassment, repairs issues etc, can be obtained from:
Housing Rights Service
Telephone Number 90 245640
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ILLEGAL OCCUPATION
Rights & Services Affected by Illegal
Occupation
Illegal occupants are those who live in Housing Executive property which has
not been allocated to them by the Housing Executive. Illegal occupation is not
fair to those who are on the Waiting List for accommodation and it is against
the law.
The Housing Executive will make every effort to prevent illegal occupation or
to recover illegally occupied dwellings.
Illegal occupants have none of the rights conferred on Tenants under the
Housing (NI) Order 1983 and the Housing Executive’s General Conditions of
Tenancy.
For example, illegal occupants have:
•
•
•
•
•
no security of tenure;
no right to buy from the Housing Executive, and discount is not
applicable for periods of illegal occupation should the person apply to
buy in the future;
no right to transfer or exchange;
no right to be consulted;
no right to have Improvement and Maintenance Works carried out
except in specific circumstances, for example, to keep the building
wind and weather proof or to comply with a Public Health Notice.
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Prevention of Squatting
The Housing Executive will:
•
•
consider extra security measures to prevent access by illegal
occupants;
allocate houses before they become vacant to stop illegal occupancy.
Existing Estates
To prevent collusion between tenants who are leaving and illegal occupants
the Housing Executive will:
•
•
•
•
offer accommodation through personal contact with the prospective
Tenant;
advise the prospective Tenant to occupy the dwelling as soon as
possible;
advise Tenants at the beginning of their tenancy of the need to give
four weeks written notice of their intention to leave;
penalise Tenants who fail to give four weeks notice which results in an
illegal occupation.
Failure to give notice may result in you:
•
•
•
paying rent arrears created by the illegal occupant;
being placed on a Disqualification Register which is then made
available to all Housing Executive offices and may disqualify future
housing applications for 2 years; Where the applicant has requested
accommodation belonging to another landlord, the relevant landlord will
also be asked to consider disqualification.
being disqualified from discretionary grants.
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Action Following Illegal Occupation
Once an illegal occupant is identified the Housing Executive:
•
Will arrange an immediate visit;
•
Will advise the illegal occupant of its policy towards illegal occupancy;
•
Will commence legal proceedings against the illegal occupant to
ensure an early Court appearance where the illegal occupant fails to
vacate the dwelling voluntarily;
•
Will request the illegal occupant to complete a General Housing
Application/Transfer or Exchange form if this has not already been
done;
•
Will make an assessment under the terms of the homelessness
legislation;
•
Will assess the illegal occupant's housing needs in accordance with the
Housing Executive’s Housing Selection Scheme;
•
Will record the person as an illegal occupant on the Waiting List;
•
May consider giving them the tenancy at their present address;
•
Will consider placing the illegal occupant’s name on the Disqualification
Register, providing the homelessness decision is negative.
•
Where applicable, the start date for the disqualification register will be
the date when the illegal occupation occurred, and the end date two
years after.
Normally, illegal occupants' details will be removed from the Disqualification
Register only if they are offered a legal tenancy; or two years after the date of
the start of the illegal occupancy.
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Court Action
The Housing Executive will take legal action by:
•
Having a case of illegal occupation lodged at the Magistrates (or other)
Court as soon as possible, usually within 4 to 8 weeks of identifying an
illegal occupant.
•
Commencing legal proceedings, normally under Article 10 of the
Criminal Justice (NI) Order 1986, to obtain a Court Order granting a
‘decree for possession’ unless the illegal occupant volunteers to vacate
the dwelling before the Court hearing.
•
Issuing a ‘Use and Occupation’ payment book to an illegal occupant
immediately following a Court Order granting a decree for possession.
•
Use and Occupation payment books do not create a tenancy; charges
are however equal to rent and rates and, where appropriate, heating
costs. In redevelopment areas, the Use and Occupation payment book
is issued at the discretion of the District Manager.
•
•
Where a decree for possession is awarded by the court and an illegal
occupant does not leave the dwelling within the time allowed by the
court, the
Housing Executive will consider eviction proceedings through the
Enforcement of Judgements Office.
•
•
There are situations where the Housing Executive can take more
appropriate action through the High Court. If the illegal occupant is not
known by name, the Housing Executive can commence legal
proceedings under Order 113 of the Criminal Justice (NI) Order 1986.
This is to be expected if there are illegal occupants in new build
property or if they occupy a dwelling in a redevelopment area.
•
A decision by the court under this Order empowers the Housing
Executive to evict an illegal occupant and may even result in the
imprisonment of an illegal occupant.
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Offers of Tenancy to Illegal Occupants
To be considered for housing an illegal occupant must apply and be
registered as a Waiting List applicant.
Changes of circumstances which affect points awarded for housing needs are
taken into account, for example, the birth of a child.
Points for housing need are assessed at either the illegally occupied dwelling
or the previous occupied address.
Illegal Occupants may not be awarded Full Duty Applicant status for
rehousing if they are evicted, although their circumstances will be assessed
under the terms of Homelessness Legislation;
•
may only be offered accommodation at any time during legal
proceedings in particular circumstances and where the housing need in
an area has been met;
•
may in certain circumstances be awarded the tenancy of the illegally
occupied dwellings;
•
will not be offered a tenancy until all arrears on previous tenancies and
arrears resulting from illegal occupation are paid in full or a voluntary
agreement to repay these arrears has been maintained for at least 3
months or the arrears are being recovered by an approved method;
Tenancy will commence on the date on which they are offered a legal tenancy
and not the date at which illegal occupation occurred.
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RENT
Service Standards
Services
With effect from 1st December 1997, the Housing Executive issues tenants
with a Rent Payment Card at the commencement of tenancy. Initially, a
temporary payment card is issued and the Rent Card follows within 2 weeks.
The Housing Executive will advise of alternative methods of paying rent.
Standards
Any payment of rent by cash, cheque or through the giro or PayPoint
systems, will be credited to your rent account within 3 working days of the
payment being received.
The Housing Executive will provide you with an account statement every 3
months.
The Housing Executive will give you 4 weeks notice of any rent increases.
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Rent Scheme
The Housing Executive’s Rent Scheme is based on a points system (see next
page).
Points are awarded for:
• type of house;
• age of dwelling;
• size/no. of rooms;
• amenities such as full or partial central heating.
The value of a point is set each year by the Housing Executive on notification
from the Department of Social Development of the annual rent increase.
Rents for garages are not subject to annual rent increase.
Weekly rent is calculated by multiplying the number of points attracted by a
house, by the value of a point.
Example:
Points
40
x
Value of a point
Weekly Rent
118.90p
£47.56
=
Rent Payment Methods
The following methods are available to pay rent/rates and other housing
charges:
• Rent card payment at PayPoint Retail Outlets, Post Offices or District
Offices.
• Cash/cheque at the District Office.
• Standing Order.
District Offices can advise on each of these methods.
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Points Schedule
Points
House Type
Detached (House, Bungalow, Cottage)
Semi Detached (House, Bungalow, Cottage)
Terraced (House, Bungalow, Cottage)
Flat/Maisonette - 2 storeys or less
Flat/Maisonette - 3 storeys or more
Sheltered Flat
Sheltered Bungalow
12
9
8
5
2
2
3
Size/Number of Rooms
Bathroom with WC
Separate Bathroom
Internal WC separate from Bathroom
Living Room
Living Room/Dinette
Dining Room
Double Bedroom
Single Bedroom
Bedsitter
Kitchen
Kitchen/Dinette
3
2
2
3
4
2
3
2
3
3
4
Communal Facilities
2
4
6
0-1 Bedspace Sheltered Dwellings
2 Bedspace Sheltered Dwellings
3 Bedspace Sheltered Dwellings
Heating
Whole House Heating
1 or 2 Bedspace Dwelling
3 or 4 Bedspace Dwelling
5 or more Bedspace Dwelling
2
4
6
Part House Heating
1 or 2 Bedspace Dwelling
3 or 4 Bedspace Dwelling
5 or more Bedspace
1
2
4
Individually Controlled Heating
Communal Heating (for example District Heating)
1
0
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Age
1
3
3
4
5
6
7
9
Pre 1945
Fully Rehabilitated
1945-1955
Fully Rehabilitated
1956-1965
Fully Rehabilitated
1966-1975
Post 1975
Access
Shared
Gallery or Gallery/Scissor without control
Gallery or Gallery/Scissor controlled
Communal without control
Communal, controlled
-7
-5
-2
0
Independent
-5
0
Gallery or Gallery/Scissor Blocks
Other
Absence of Amenities
No cold water supply whatever
Outside Pump and Standpipe Only
No Hot Water Source
No Mains Electricity
-7
-3
-7
-7
Chemical Sewage/Disposal other than WC or
drainage from sink, toilet (does not include septic tank)
-7
Garages
A garage within the curtilage of the dwelling
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7
Rent Arrears
Housing Executive policy is to respond promptly to non-payment of rent.
It is also Housing Executive policy to ensure a tenant receives the opportunity
to obtain professional debt counselling prior to the initiation of enforcement
proceedings to recover possession of their dwelling.
If an arrangement to pay the debt voluntarily is not made, the most cost
effective method of recovery will be taken. Where there is no effective
recovery method, the Housing Executive may start proceedings for recovery
of possession for non-payment of rent.
If more than £300 is owed, and no agreement has been made to clear the
debt, the debtor’s property may not be included in Improvement Schemes,
unless the works are to:
•
•
•
•
keep the dwelling wind and water tight;
abate a Public Health Notice;
secure the property to prevent injury to a third party;
meet health and safety legislation.
Arrears Prevention
The Housing Executive is committed to ensuring it takes all reasonable
measures to prevent arrears arising or becoming serious. Methods used by
the Housing Executive to prevent arrears include the following;
•
•
•
•
Advising tenants of possible entitlement to housing benefit and
providing help to complete the forms;
Notifying tenants of other benefits to which they may be entitled.
Offering advice on the most suitable rent payment method based on
the tenant’s individual circumstances;
Offering debt counselling, where appropriate.
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Arrears Recovery Methods
There are a range of methods used by the Housing Executive to recover rent
arrears, as follows;
Cash Settlement
Repayment of the debt in one lump sum payment, where the tenant has
sufficient means.
Instalment Plan
Payment of the arrears over a number of weeks/months. This repayment
method is not normally available for tenants who are already subject to
compulsory or legal recovery proceedings.
Voluntary Deductions from Earnings Scheme
Only available to public sector employees.
• Deductions can be made from the tenant’s or spouse’s earnings.
• Deductions are paid directly by the employer to the Housing Executive.
Deductions from Housing Executive Payments
Recovery of arrears from payments due to tenants, for example, redecoration
allowances. Arrears are deducted at source, with tenants receiving the
balance.
Recovery from Public Liability Claims (PLC)
Recovery of arrears from a PLC either with the consent of the debtor or by
counter-claiming at the court hearing in respect of the claim.
Direct Payment
Recovery of arrears at a standard rate, together with ongoing charges, from
certain “specified” benefits.The qualifying rules for Direct Payment are as
follows;
• The debtor must be a current tenant/occupant or spouse/partner of
same;
• The debt must be greater than 50% of the weekly personal allowance
for single benefit claimants aged 25 or over.
• The arrears must have built up over a period of more than 6 weeks.
• Direct payments may continue for current rent due after the arrears are
cleared if the Social Security Agency decides this is in the best
interests of the claimant.
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Attachment of Earnings
This method is used by the Housing Executive to recover large static rent
arrears, normally from former tenants.
Stage 1 – Magistrates Court Procedure
A ‘Process in Debt Proceedings’ is served on the debtor. Once served, the
debtor can settle the debt on a voluntary basis. If the debtor pays,
proceedings can be stopped provided the debt is paid in full.
If there is no response after the summons, the matter will proceed to a
hearing at the Magistrate’s Court. If the amount claimed is deemed correct by
the magistrate, a ‘Decree in Debt Proceedings’ will be granted.
Stage 2 – Enforcement of Judgments Office
If the arrears are not settled by the debtor then the decree may be submitted
to the Enforcement of Judgements Office to enforce payment of the debt.
Legal fees associated with both parts of the process are payable by the
debtor.
Recovery of Possession
Recovery of possession is used when tenants, with serious rent arrears, are
refusing to pay rent. For the purposes of this policy serious arrears are
deemed to be in excess of £500.
A Notice Seeking Possession form is served on the tenant. It is policy to
accept an agreement if requested by the tenant. An order for possession will
be pursued, at the County Court, if the tenant fails to repay the arrears or
enter into an agreement.
Tenants will be offered the opportunity to receive professional money advice
from the Citizens Advice Bureau, normally within 1 week following the County
Court hearing, and before enforcement proceedings are commenced at EJO.
Enforcement proceedings, which could lead to eviction, will be commenced at
EJO if the arrears are not repaid or a suitable arrangement entered into.
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Rent Payment Methods
Rent/rates charges should be paid regularly when due. The normal payment
frequency is fortnightly, however, if it is more convenient to pay weekly or
monthly, it is possible to do so. Monthly payments should be made in
advance, where possible.
PayPoint & Post Office Payments
Tenants are initially issued with a temporary payment card. Their permanent
Rent Card is normally issued within 2 weeks. Payments can be made with
the card at any PayPoint Retail Outlet or Post Office. A receipt will be
provided once the payment is made, which should be kept in a safe place for
future reference.
Payments made in this way will normally be credited to the tenant’s rent
account within 3 working days.
Cash Payments
Cash payments can be made at any District Office. Tenants will receive a
receipt which should be kept in a safe place for future reference.
Payments made in this way will normally be credited to the tenant’s rent
account no later than the following day.
Standing Order
It may be convenient to make payments by standing order. This method
allows regular payments to be made, through a bank or building society, to
the Housing Executive. Standing Order forms are available from District
Offices who will be pleased to give advice. If the level of rent/rates charge
changes, it will be necessary to complete a new standing order form.
Payments made in this way will normally be credited to the tenant’s rent
account within 3-4 working days. Standing orders from building society
accounts may take longer.
Post
Cheques or postal orders may be sent through the post to the District Office.
Please do not send cash through the post. The cheque or postal order should
be made payable to Northern Ireland Housing Executive and crossed A/C
Payee Only. Please remember to include your name and address on the
back so that we will be able to credit your account. A receipt will be issued
which should be kept in a safe place for future reference.
Payments made in this way will normally be credited to the tenant’s rent
account no later than the following day.
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How to check your account
The Housing Executive will issue an account statement every three months
which will detail all the charges made and payments received. This statement
should be checked to ensure that the amounts correspond to the payments
made by you, or on your behalf. This is why it is important to keep any
receipts received for payments made.
Do remember, however, that payments made around the time the statement
is produced may not appear until the next statement.
If you identify a discrepancy in your statement, contact the local District Office,
as soon as possible, so it can be investigated.
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HOUSING BENEFIT
Service Standards
Your Rights are:
•
•
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Access to the information you provided in your application;
To know how your Housing Benefit has been worked out;
To know the reasons if you are not entitled to Housing Benefit.
The Housing Executive will
•
•
Give immediate access to the information you provided in your
application;
Process your application within 14 days of receipt of all the necessary
information or as soon as reasonably practical thereafter and
subsequently to inform you of the outcome.
What is Housing Benefit?
Housing Benefit is a Social Security Benefit which will help those dependent
on state benefits and/or on low income to pay rent and rates charges.
This section will provide a brief explanation of how Housing Benefit is
assessed, describing in a very general way how it is calculated.
Queries about any issue relating to Housing Benefit can be handled by the
local Housing Executive District Office or the Rates Collection Agency (RCA)
(for owner occupiers).
How Housing Benefit is Paid
Any Housing Benefit due to Housing Executive Tenants or owner-occupiers
will be credited directly to the rent and/or rates account, reducing the amount
payable. Private sector tenants may receive payment by cheque which can
be cashed at a specified Northern Bank branch. These payments are usually
issued every four weeks.
Private Sector Tenants may request that Housing Benefit is paid directly to
their landlord. Payments can also be made directly to the landlord without the
Tenant's permission, if there are arrears of 6 weeks or more, and the landlord
has requested this, or if doing so is considered to be in the Tenant's best
interest. All payments to landlords will be credited directly to a bank account
by means of the BACS system.
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Who Can Claim?
In order to claim for Housing Benefit you must be liable for the rent of the
accommodation and must live in the accommodation as your home.
Housing Benefit may be paid if you:
•
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•
•
•
•
have a full-time or part-time job
are dependent on Social Security State benefits;
are a Tenant of the Housing Executive or Housing Association;
pay rent to a private landlord;
are an owner occupier (rates only);
qualify as a student who has dependent children or who is receiving
Income Support or who is disabled. Most other students do not qualify.
If you apply for Housing Benefit you should submit your application form and
any requested information as quickly as possible as unnecessary delays may
result in your losing some benefit.
Income Support Claimants
If you claim Income Support/Job Seekers Allowance (Income Based), or
Guarantee Pension Credit, you may be entitled to maximum Housing Benefit ,
which means that the eligible rent and rates charges (less any ineligible
service charges) are eligible for Housing Benefit.
If you do claim Income Support, you can apply for Housing Benefit when
making your new benefit claim. A form can be obtained from your local Social
Security Office, District Office or Local Rate Collection Agency Office.
Income Support/Job Seekers Allowance (Income Based), Minimum Income
Guarantee or Pension Guarantee Credit claimants are entitled to a maximum
rebate. This may be reduced if they have non-dependants living with them.
A non-dependant is anyone who is not financially supported by the claimant.
The amount of reduction will depend on the circumstances of claimant and
non-dependant. The non-dependant charge may be nil depending on the
non-dependant's or claimant’s personal circumstances.
For example, the following categories of non-dependants do not attract a
charge:
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•
•
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Under 25s on Income Support/Job Seekers Allowance (Income
Based);
Full-time students;
Anyone aged under 18;
Those staying there whose normal home is elsewhere;
Those receiving certain Training Allowances.
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Non-dependant deductions will not be made:
•
•
•
if you or your partner are registered blind;
if you receive Attendance Allowance;
if you receive the care component, (at any rate), of the Disability Living
Allowance.
Non Income Support Claimants
If you are not entitled to Income Support/Job Seekers Allowance (Income
Based) or Pension Guarantee Credit, you must undergo a means test in order
to qualify for Housing Benefit. This means that the Housing Executive needs
to know how much money you have coming in and how much you need to live
on.
The above rules for non-dependant deductions in respect of Income
Support/Job Seekers Allowance (Income Based) claimants, apply also to
Non-Income Support claimants.
All earnings, benefits, pensions, investments and savings must be declared.
If you have more than £16000 in savings or capital you will not be eligible for
Housing Benefit.
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Calculation of Housing Benefit
To work out your Housing Benefit entitlement, the Housing Executive or Rates
Collection Agency needs to know your income excluding Income Support/Job
Seekers Allowance (Income Based).
Your total income, including state benefits, of you and your partner is
calculated. Only earnings net of tax, National Insurance contributions and half
of any pension contributions are included. Certain types of income and
benefits can be disregarded and some payments may also be allowed for –
e.g. registered childcare costs.
From 1st April 2006, savings between £6000 and £16000 are also taken into
account when assessing Housing Benefit. There is a charge of £1 for every
£250, or part of £250 in excess of £6000. Pensioners may have savings of up
to £6,000 before this charge applies and, from October 2003, a charge of £1
for every £500 is made thereafter.
If you are self-employed a recent set of accounts may be required.
Earnings
This is money received when employed by someone else or self-employed.
Only your net earnings are counted, that is, your pay after tax and national
insurance have been deducted. 50% of any qualifying pension contribution is
also deducted.
The Housing Executive will require proof of your earnings so they will ask you
for 5 weekly payslips or 2 monthly payslips or a certificate of earnings which
must be completed by your employer.
Income not taken into account
Not all earned income is counted, as amounts between £5 and £25 per week
may be ignored, depending on your circumstances. Additionally, in certain
circumstances, childcare costs of up to £300 per week may be disregarded.
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Unearned Income
Unearned income includes any other money you have coming in including
most Social Security benefits.
The following benefits are counted in full as income for Housing Benefit:
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•
Job Seekers Allowance (contributions based)
Retirement Pension
Incapacity Benefit
Severe Disability Allowances
Invalid Care Allowance
Child Benefit (including additions for single parents)
Industrial Injuries Disability Benefit
Industrial Death Benefit
Statutory Sick Pay
Working Tax Credit
Child Tax Credit
Savings Credit (applies to Pension Credit cases from October 2003)
The above is not the complete list.
Unearned Income which is not taken into account
The following are some examples of unearned income that is only partly taken
into account:
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Payments received from charities or voluntary organisations
Money received from sub-tenants
Income received from boarders
Money received from mortgage protection insurance
Children’s income
parental contributions to students
maintenance payments
Widowed Parents Allowance
The following are some examples of unearned income that is not counted for
Housing Benefit purposes:
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•
•
•
•
•
Job Seekers Allowance, Income Support and Pension Guarantee
Credit
Income of Income Support Claimants
Disability Living Allowance (care and mobility components)
Attendance Allowance
Money received for fostering a child
War Widows and War Disablement Pension including War Pensioners
Mobility Supplement
Any money received from the Social Fund
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•
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some New Deal payments
Income in kind
Pensioner’s Christmas bonus
Pensioners Winter Fuel Payment
Payments from Independent Living Fund
some compensation payments made in respect of HIV or CJD sufferers
or to the families of the disappeared
Allowances and Premiums
The ‘applicable amount’ is the term used to describe the amount of money the
government has determined that you and your family require to live. The
larger your family, the larger your applicable amount. This amount has 3
parts:
•
•
•
personal allowances for the claimant and partner;
dependant’s allowances for children; and
premiums which are additional allowances which reflect the personal
circumstances of claimants, such as lone parents, pensioners, people
with disabilities.
Personal allowance amounts are worked out to take into account basic needs
for single people, couples and their children, and lone parents.
Calculation
The total income, (less any amounts disregarded), is compared to the
applicable amount. If income is less than the applicable amount, maximum
Housing Benefit will be awarded. If, however, income exceeds the applicable
amount, Housing Benefit will be progressively reduced until there is no longer
entitlement to benefit.
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Service Charges
Service Charges that you have to pay to occupy your home will normally be
eligible for Housing Benefit. These include charges for the provision and/or
maintenance of:
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children’s play areas;
shared areas services in blocks of flats;
communal services relating to the provision of adequate
accommodation
entry phones;
some gardening costs
lifts;
refuse collection;
some costs relating to wardens and caretakers;
heating and lighting of communal areas.
Exceptions
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Alarm Systems
If you are elderly, sick or disabled and living in specially adapted
accommodation, and have compulsory charges for an alarm system,
these may be included in your eligible rent. Other alarm systems
cannot be included.
meals or groceries;
transport;
leisure items like recreation facilities (but payments for children’s play
areas are allowed).
charges relating to support or counselling
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Eligible Rents
The Housing Executive has to consider a number of rules when deciding how
much rent is eligible for Housing Benefit in private sector cases. In particular,
it will have to take into account the size of the family unit, the age of the
claimant and the general level of rents in the locality.
This may mean that there will be a shortfall between the amount a private
sector Tenant is charged and the amount which can be allowed for Housing
Benefit.
In certain circumstances, where exceptional hardship exists it may be
possible for the Housing Executive to pay additional amounts (up to the full
amount charged) by means of a cash limited discretionary fund.
Furniture
If you are paying for the use of furniture that will eventually become your own,
these payments cannot be included in your eligible rent, although furniture
you are not buying will be included, for example, furnished accommodation.
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Change in Circumstances
It is in your best interests to notify the Housing Executive or Rate Collection
Agency (RCA) if there is a change in:
• where you live;
• the person/people with whom you live;
• the benefits you receive including any increases and other changes;
• your income, savings and investments;
• your rent or rates (Private Sector only);
OR
• if you stop getting Job Seekers Allowance;
• if you or your partner expect to be away from your home for more than
13 weeks
Overpayments
If you have received too much Housing Benefit, owing to a change in your
circumstances, the Housing Executive may require the money to be repaid.
Backdating a Claim
If there is a good reason for not making an earlier claim, you may apply to
have your Housing Benefit claim backdated. If you think your claim should be
backdated you must request this in writing usually at the time you make your
application although this can be done at a later date in some circumstances.
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Appealing Your Housing Benefit Decision
Following an assessment of your Housing Benefit you may be unhappy with
the decision made. The following information will guide you if you wish to
know more about how your Housing Benefit was assessed.
Do you want more information about our decision?
If you think our decision is wrong, you can ask us to explain it. If you want us
to explain our decision you should contact the Housing Executive office that
sent you the decision letter. You should do this straight away because if you
want us to look at our decision again or if you want to appeal, you must do so
within one month of the date on the decision letter.
If you would like further information to help you decide what you want to do,
you can ask for a written statement of reasons. This will provide you with a
more detailed explanation of our decision.
If you decide to request a written statement of reasons, you must do so within
one month of the date on the decision letter.
You can phone, visit or write to your local Housing Executive Office.
Do you want us to look at our decision again?
If you would like us to look at our decision again you should let your local
Housing Executive office know within one month of the date of the decision
letter. If you have asked for a written statement of reasons first, we will extend
this time limit by the number of days taken to issue you with the written
statement of reasons.
If there are special circumstances, which mean you cannot contact us within
one month, we may still be able to change our decision. Tell us what the
special circumstances are when you contact us.
If you ask us to look at our decision again more than one month after the date
of the decision letter and you do not have special circumstances, we may still
be able to change the decision. However, any change will usually take place
from the date you asked us to look at the decision again.
When you ask us to look at our decision again, we will:
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•
•
Where possible, arrange for a different member of staff to reconsider
the decision.
Check that the decision is correct.
Change the decision if it is found to be wrong.
If you do not agree with the new decision, you can ask us to look at it again.
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Do you want to appeal against our decision?
If yes, you must appeal within one month of the date of the decision letter
against which you are appealing. If you have received a written statement of
reasons the time limit will be extended by the number of days taken to issue
you with the written statement of reasons.
For further information on disputing a Housing Benefit decision contact your
local Housing Executive office and ask for booklet DMA1 (“What to do if you
think our Housing Benefit decision is wrong”).
Please complete the appeal form at the back of booklet DMA1. It is important
that you:
Complete all the relevant boxes on the appeal form
Write down the reasons for the appeal
Make sure you sign and date the appeal form
Return the appeal form to your local Housing Executive office within
one month of the date of the decision letter
If you appeal outside the one month time limit you must say why your appeal
is late
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•
What happens next?
The Appeals Service will deal with your appeal and arrange for a hearing by
an independent tribunal. The tribunal is made up of people who are not from
the Housing Executive.
You can choose between an oral hearing and a paper determination. You can
attend an oral hearing and have the chance to speak. You can take someone
with you to represent you and you can call witnesses to give evidence.
A paper determination is where the tribunal sits in private and considers the
appeal using only the paper evidence presented.
You will be given a summary decision letter explaining the tribunal’s decision
as soon as possible after the appeal hearing.If you do not agree with the
appeal tribunal’s decision you may be able to appeal to the Social Security
Commissioner.
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HOUSE SALES
Service Standards
The Housing Executive will:
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acknowledge your application to buy within 3 working days;
within 2 weeks of applying, advise you if you may buy.
make you an offer within 10 weeks (12 weeks for flats).
advise you of the purchase price less discount;
notify you of any known structural defects;
give you 6 weeks to decide whether to continue with the purchase;
provide details of any proposed works within the next 5 years, together
with the relevant estimated costs and service charges, if purchasing a
flat.
Under this Scheme, you can apply to purchase your house.
The Housing Executive operates a Statutory House Sales Scheme, approved
by the Department for Social Development for Northern Ireland, which
enables most Housing Executive tenants to purchase their homes, thereby
giving them the opportunity to become owner occupiers, providing they have a
minimum of 5 years eligible tenancy with a qualifying landlord.
It is the tenant's responsibility to select and contact a solicitor to act on their
behalf for the sale.
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Properties you cannot buy
The following are excluded from sale:
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sheltered dwelling units;
•
any single storey or ground floor dwelling ( other than a flat ) with no
more than two bedrooms to which either of the following conditions
applies:
•
the relevant tenancy began on or after 1st September 2002
•
the relevant tenancy began prior to 1st November 2000 and both of
the following sub-conditions apply:
•
a person of at least 60 years of age was the tenant and/or a member of
the tenant’s household when the relevant tenancy began
•
the relevant tenancy did not begin because of a compulsory transfer
from another Housing Executive dwelling in respect of which the tenant
had the right to buy.
•
A secure tenant cannot exercise the right to buy at any time when any
of the following circumstances apply to him:
•
The Housing Executive has served a relevant statutory notice seeking
possession at any time within the previous three months.
•
Proceedings for possession of the dwelling pursuant to a relevant
statutory notice are pending.
•
The tenant is obliged to give up possession of the dwelling in
pursuance of an Order of the Court which has been granted pursuant
to a relevant statutory notice or will be so obliged at a date specified in
the Order.
•
The Housing Executive is actively considering whether it would be
appropriate to serve – at some time within the next three months – a
relevant statutory notice seeking possession.
Applications to purchase made by secure tenants who are in rent arrears shall
not be rejected on those grounds but shall be allowed to proceed to
completion stage. However, no sale shall be complete until all arrears
whether for rent or any other payment due from them as a secure tenant have
been paid.
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Applying to Buy
The procedure to buy a property as a sitting tenant under House Sales is
quite straightforward.
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•
You should submit an application to buy your property to the local Area
Land and Property Office
If you are eligible to purchase, the Housing Executive will then arrange
to have your property valued by a Valuer appointed by the Housing
Executive.
You will be advised of purchase price less discount. You will also be
notified of any known structural defects.
At this stage you will have 6 weeks within which to decide whether to
continue with the purchase at the price quoted.
If your application is accepted, the Housing Executive will draw up a
contract for sale of the property. You will also be required to employ a
solicitor at your own expense.
The contract will then be signed by you and the Housing Executive and
will constitute a binding legal document. You are not legally committed
until this stage has been reached.
If you require a loan to purchase your property you will normally have
to obtain a mortgage from a building society, bank or other lending
institution.
You should also note that once you become an owner occupier you are liable
for payment of rates and repairs.
Further information can be found in the booklet “Homes for Sale” which is
available from your local Housing Executive District Office.
Maintenance and Liability to pay rent
The liability to pay rent will cease from the Monday prior to the date on which
the Housing Executive receives full purchase money.
No repairs will be carried out by the Housing Executive to any property after
the liability to pay rent stops.
You will be made aware of any known structural defects in the dwellings.
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Joint Purchase
In the case of a joint purchase, a maximum of 4 purchasers, including the
secure tenant(s) is permitted. A person wishing to become a joint purchaser
must be either:
i.
ii.
the spouse of the secure tenant or
someone who has been occupying the dwelling as his/her only or
principal home and has been residing with the secure tenant
throughout the period of twelve months ending with the date of
application to purchase.
In the case of (i), where a spouse has not been resident for twelve months,
sight of the marriage certificate will be required.
In the case of (ii), two items of proof are required – one for twelve months
prior to the application and one to confirm current occupancy. Good
photocopies are acceptable. The following are the list of proofs:•
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•
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Benefit Notifications
Wages/Salary Slips (which indicate the address of the employer)
Bank/Building Society Statements
Utility Bills
The interest or share in the property by a secure tenant must be at least 25%
on completion of a joint purchase.
Purchase Price
Purchase Price is at market value or market value less discount subject to
certain conditions such as Historic Cost and a Discount Ceiling of £24,000.
Market value will be the figure assessed by an independent valuer appointed
by the Housing Executive, as at the date of the original application.
Improvements carried out by the Tenant are not included in the valuation.
If you are not satisfied with the price, you can request for the house to be
revalued by the District Valuer of the Valuation and Lands Agency. In this
situation you may employ, at your own expense, an estate agent to discuss
the figure with the valuer.
Any request for a house to be re-valued must be put in writing to the Housing
Executive within 1 month (i.e. 4 weeks) of the offer being made.
If you want to buy a flat/maisonette, you are required to pay an annual rent of
£10 and an annual service charge. The Housing Executive must give details
of any proposed works within the next 5 years together with estimated costs
and service charges for that period.
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Discounts
•
A Discount Ceiling of £24,000 currently applies to all applications to
purchase.
•
Discounts are calculated in relation to the number of years you have
spent as a public authority (or other relevant public body) tenant. The
discount calculated is subject to the Discount Ceiling of £24,000.
•
Time spent in accommodation provided for regular armed forces of the
Crown will count for discount.
•
Where a spouse succeeds to the tenancy on the death of their partner,
discount rights (of the deceased) only count if BOTH were occupying
the dwelling as their principal home at the time of death.
•
Joint Purchase - only the periods spent by the Tenant in relevant
accommodation will count in the calculation of discount.
•
Joint Tenants - discount is based on the Tenant who has spent the
longer period as a Tenant in relevant accommodation.
•
Discounts are calculated as at the date of application to purchase.
•
Where a secure tenant of a dwelling dies or otherwise ceases to be a
secure tenant (“the former tenant”), and subsequently, a child of the
former tenant who occupies the dwelling as his/her only or principal
home succeeds to the tenancy of the dwelling (“the new tenant”), and
the new tenant applies to purchase, discount shall be granted to the
new tenant based on the number of years during which the new tenant
resided in the dwelling after this/her 16th birthday (whether under the
same tenancy or under another secure tenancy). A break in that
residence qualification is permitted where that break has been for two
years or less, and in such cases full discount rights back to the 16th
birthday shall be allowed. If the break is for more than two years,
discount rights shall only be allowed from the tenant’s return to the
dwelling after the break.
•
Where an application to purchase has been lodged by a secure tenant
and where a child of that secure tenant succeeds to the tenancy of the
dwelling before the completion of the purchase by the secure tenant,
the child shall be entitled to receive the full discount rights of the parent
if that child wishes to continue with the purchase of the dwelling.
•
A son-in-law or daughter-in-law who occupies the dwelling and
succeeds to the tenancy shall be treated as a ‘natural’ son or daughter.
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•
A child will not be treated as a successor for discount purposes unless
one the following sets of circumstances apply to him/her:
•
the child is the immediate successor of one or both of his/her parent, or
•
the child is not the immediate successor of one or both of his/her
parents, but a brother/sister of the child is the only intermediate
successor.
•
Where a person, or one of the persons, applying to purchase a
dwelling was a previous purchaser, all previous tenancy periods shall
be taken into account in assessing discount allowable.
•
However, the discount entitlement on a second or subsequent
purchase shall be reduced by the cash value of any discount allowed
previously less the amount repaid to the Housing Executive on
previous disposals (if any).
•
Where a previous discount was given to two or more persons jointly,
this paragraph has effect as if each of them had been given an equal
proportion of the discount.
Amounts of Discount
To be able to purchase, a Housing Executive tenant must have 5 years
tenancy in the public sector. A secure tenant of a house with 5 years
completed tenancy shall be allowed a discount of 20% with an increase of 2%
for each additional completed years tenancy up to a maximum of 60%,
subject to the Historic Cost Proviso and the Discount Ceiling. These discount
levels also apply to the purchase of flats.
Conditions to be met before discount is allowed
If you accept discount, and then decide to sell the property within 5 years from
the date of the original purchase, you will be asked to repay the Housing
Executive all of the discount received.
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•
•
There is no repayment of discount in the following situations
Disposal between joint purchasers or spouses.
Disposal between members of the same family who lived together
throughout the 6 month period, ending with the disposal.
Disposal where the dwelling has been compulsorily purchased.
Disposals not involving the residential part of the house.
Disposals in pursuance of an Order under Article 26 of the Matrimonial
Causes (NI) Order 1978.
Disposal under Article 4 of Inheritance (NI) Order 1979.
Disposal under a will or intestacy.
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Buy Back Option
If you dispose of your property within 10 years from the date of purchase, the
Housing Executive must be given the option to re-purchase it.
Cost of Provision (Historic Cost)
This relates to costs incurred, whether of provision, improvement or
acquisition, in the financial year in which the application to purchase is made
and in the 10 previous financial years (1 April - 31 March).
In such cases the Housing Executive cannot sell the dwelling for less than the
costs involved (Historic Cost). This means that, even though you may qualify
for discount because of your tenancy periods, the selling price should not fall
below Historic Cost.
The only situation where such dwellings can be sold for less than Historic
Cost is if the current market value is less than Historic Cost figure. In this
case, the selling price will be the current market value, but with no discount
applied.
Costs Include:
Land costs
Acquisition of the property
Site development costs
Building costs
Professional fees
Cost of works to property (excluding repairs)
Cost of handicapped adaptations (if applicable)
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Sale of Vacant Dwellings
When a Housing Executive property becomes vacant and cannot be let in the
normal way, it may be offered for sale on the open market. This could occur
if, for example, the property is damaged to an extent which would make it
uneconomical to repair, or if the District Office do not have a Waiting List for
the area in which the property is located and therefore are unable to let the
property.
Such vacant dwellings are sold by Private Treaty through estate agents.
Vacant cottages are sold by public auction or private treaty on the advice of
the agent acting for the Housing Executive.
Dwellings purchased by the Housing Executive under the Scheme for the
Purchase of Evacuated Dwellings (SPED) are considered to be special and
do not qualify for any discount on re-sale.
Sale of Garages
Where a garage is located within the curtilage of a rented dwelling, this will be
included in the sale of the dwelling.
However, most garages are in blocks, located away from housing and
sometimes on the periphery of an estate.
Individual garages within a block may be sold, but their use is normally
restricted to garaging vehicles only. However, such sales are dependent upon
individual District strategies, therefore potential applicants should consult with
the local District Manager.
Where a complete vacant block is available for sale, subject to any potential
nuisance to neighbouring housing being taken into consideration, they can be
used for alternative purposes, such as small commercial enterprises.
Garages to be disposed of are sold at market value.
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REPAIRS
Service Standards
You have the right to carry out reasonable improvements to your home.
The Housing Executive will:
•
•
•
•
acknowledge repair requests within 3 working days;
carry out emergency repairs within 24 hours;
carry out urgent repairs within 4 working days;
carry out routine repairs within 4 weeks.
It is your responsibility to:
•
•
seek Housing Executive approval to carry out improvements;
carry out the repairs listed in the Tenancy Agreement as being your
responsibility.
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Reporting & Classification of Repairs
You can report a repair by telephoning the District Office between 9.00 a.m.
and 5.00 p.m. each day. When you contact the District please remember to
give the following information:
•
•
•
•
your name, address, post code and telephone number;
a description of the repair needed in as much detail as possible;
the times when you are usually at home to let the workmen carry out
the repair.
if you have a disability or special needs.
On receipt of a request repair, which is deemed to be the responsibility of the
Housing Executive, it will be classified as one of three groups, depending
upon how serious they are:
Emergency
Repairs which could be a risk to health or safety, could lead to a major
structural problem with your home or could cause you a major inconvenience.
These repairs will be dealt with on the day they are reported if possible or,
within 24 hours of reporting the repair.
Urgent
Less serious repairs such as electrical and plumbing work which will be
completed within four working days.
Routine
Most repairs will be classed as routine work and will be carried out within four
weeks, unless they are programmed as part of a planned scheme of work
within the District. In such cases the time scale may be longer.
Information Paper 3.7.3
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Tenant & Housing Executive Responsibilities
Under the conditions of the Tenancy Agreement, both the tenant and the
Housing Executive have responsibilities in respect to carrying out repairs to
properties. These are referred to as Tenant Responsibility and Landlord
Responsibility, and are summarised as follows.
External Works
The Tenant is responsible for:
•
•
care and upkeep of gardens and hedges;
cleaning of gully traps.
The Landlord is responsible for:
•
•
•
•
•
•
repairs to garden paths, walls, fences and gates where installed by the
landlord;
the replacement of dustless refuge containers (Wheely Bins), every
seven years where replacement is deemed necessary;
replacement of rotary clothes driers;
maintenance of communal amenity areas, unless these are the
responsibility of the local District Council;
outside repair work involving structural repairs to walls, outside doors,
windows (but not replacement of glass), roofs, chimneys, valleys,
gutters, downpipes and house drains;
external paintwork.
Internal Decoration
The Tenant is responsible for:
•
keeping the interior of the dwelling in reasonable decorative order.
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Electrical Repairs
The Tenant is responsible for:
•
•
•
repair to electrical appliances, fires and heaters not installed by the
landlord;
door bells (where not installed by NIHE) and plug tops on appliances;
Re-setting of trips and replacement of fuses, except main service fuses
which are the responsibility of Northern Ireland Electricity.
The Landlord is responsible for:
•
•
•
•
•
electrical wiring;
repair to electrical appliances, fires and heaters where fitted by the
landlord;
door entry systems to communal blocks;
ceiling roses, lamp holders and flexes;
socket outlets and switches.
Cooking and Heating Appliances
The Landlord is responsible for:
•
•
•
•
repairs to defective solid fuel cookers and stoves;
solid fuel room heaters;
fire hearth and surrounds.
Annual service of heating appliances where installed by NIHE.
Plumbing
The Tenant is responsible for:
•
•
•
stoppers and chains for baths, sinks and basins;
replacement of wash basins, wc bowls and wc seats (except where
damaged or discoloured through fair wear and tear or by faulty
installation);
replacement of baths, sinks and drainers (except where damaged or
discoloured through fair wear and tear or by faulty installation);
The Landlord is responsible for:
•
•
•
clearing blocked sewers, drains and external waste pipes other than
gullies and waste pipes blocked through Tenant misuse;
boilers and hot water cylinders;
pipe work, radiators, fittings and valves.
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Doors and Windows
The Tenant is responsible for:
•
•
•
•
internal doors, door hinges, locks and handles;
kitchen and bedroom unit doors, door hinges, handles and catches on
drawers;
draught proofing of doors and windows;
replacement of broken glass;
The Landlord is responsible for:
•
•
•
window frames, sashes and window furniture;
repair of defective internal and external doors, saddles and door
frames;
hinges, locks, handles, trapper bars and letter boxes on external doors.
Structural and Other Repairs
The Tenant is responsible for:
•
•
sweeping chimneys and the cost of any work required because of the
failure to sweep chimneys;
internal plaster cracks on walls and ceilings.
The Landlord is responsible for:
•
•
•
•
•
•
walls, staircases and all structural timbers, roof, chimney and rainwater
goods;
wall and floor tiling
architraves, skirting boards, timber sills and other internal decorative
woodwork;
airbricks and ventilators;
roofspace insulation (where the Tenant has not been in receipt of grant
aid);
timber rot.
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Change of Tenancy repairs
The Housing Executive will inspect all dwellings as a tenancy is terminated
and before it is relet. Work deemed to be necessary will be completed within
time scales set out in the Classification of Repairs above.
In addition to the general inspection of dwellings, the following inspections will
be carried out to each property prior to re-occupation:
•
•
•
Inspection of electrical installation;
Inspection and necessary repairs to heating appliances and associated
flues;
Inspection of hard-wired smoke detector where installed by the
Housing Executive.
Where any repairs are identified as the result of these inspections, then the
work will be ordered and completed, in accordance with the standard
response times. Tenants will only be able to take up occupation when it is
considered safe to do so, although some repairs may take a longer time to
complete, yet still be within the designated time scales.
Self Help Repairs Scheme
The Self Help Repairs Scheme is aimed at those relatively small and
inexpensive repairs to properties that can be carried out by the Tenant. To
qualify for the Scheme, the work must be deemed necessary by the Housing
Executive, must be the responsibility of the landlord and also be carried out to
a pre-defined standard of workmanship and materials.
All requests by Tenants to use the Self Help Repairs Scheme should be made
to the local District Office. Application will result in a Maintenance Officer
visiting the Tenant to assess the work. If approval is given to use the scheme,
a specification for the work, called a Works Order, will be sent to the Tenant.
This will state the amount of money that will be paid upon completion of the
work.
When the specified work has been completed, the Tenant must return the
relevant copy of the Works Order to the District Office. A post inspection will
be carried out by the Maintenance Officer and, if the work has been properly
carried out, payment will be made. The maximum payment permissible on
Self Help is £200.
If a tenant is in arrears then any payments due as a result of Self Help may be
set aside against arrears.
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After Hours Emergency Service
The Housing Executive operates an Emergency Service for repairs when the
District Offices are closed. This service is only for genuine emergencies,
outside normal working hours and public holidays, such as burst pipes or
burst back boilers. If you use the service without good reason, you can be
asked to pay for the repairs completed as a result of the call.
The After Hours Emergency Service telephone number is 028 9024 6111 or
028 7126 2628 if you live in the North West of the Province.
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Tenants’ Right to Repair Scheme
What is Right to Repair?
The Tenant’s Right to Repair Scheme ensures that all Housing Executive
Tenants will have small, urgent repairs that may adversely affect their health
or safety, carried out within a defined period of time. These repairs are
referred to as qualifying repairs and will generally include work such as
repairs to electrical or plumbing fittings, central heating in winter time and
external doors that cannot be secured. The time scales for such repairs are
set out in the Repairing Your Home section of this publication and are in line
with Emergency or Urgent Repairs.
Only repairs that are the responsibility of the Housing Executive can be
considered as qualifying repairs under the Right to Repair Scheme. If there
are valid reasons for not carrying out the repairs within the defined time scale,
for example, inclement weather, unavailability of parts or the Tenant not being
at home when the contractor calls to carry out the repair, then the conditions
of the scheme cannot be applied.
How Does it Work?
When you report a repair to your District Office you will be told whether or not
it is a qualifying repair under the Tenant’s Right to Repair Scheme. You will
also be told the latest date on which that repair will be attended to. If the
repair is not attended to by that date you can request that it is carried out by
another contractor. The Housing Executive will then appoint a different
contractor to attend to the repair and you will be given the latest date for the
repair to be attended to by the new contractor.
What if the Second Contractor Defaults?
In the unlikely event that the second contractor appointed by the Housing
Executive fails to attend to the repair by the last day of the second repair
period, you will be eligible to compensation. The first day that the repair is not
attended to after that date means a payment of £10.00, with a further £2.00
for each day it remains outstanding. The maximum amount of compensation
payable at any one time is £50.00.
Can You Carry Out the Work Yourself?
Under the Right to Repair Scheme Tenants cannot carry out the repair and
then bill the Housing Executive. Not all repairs are the responsibility of the
Housing Executive. Only repairs that are the Housing Executive's
responsibility can be considered under the Right to Repair Scheme. Please
remember that you will be advised if your reported repair is a qualifying repair.
You must inform your District Office if a contractor fails to call at your home to
carry out a qualifying repair by the last date for completion. Only if you do this
will the Housing Executive initiate the Right to Repair Scheme.
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Code of Practice for Contractors
To ensure that Tenants receive the high standard of service to which they are
entitled, contractors are asked to comply with the following requirements.
Contractors should conduct themselves with integrity, impartiality and honesty
in their dealings with the public. They should not deceive or knowingly
mislead the Housing Executive, or its tenants.
Contractors should endeavour to deal with the public sympathetically,
efficiently, promptly and without bias. Particular emphasis should be placed
on accuracy, honesty and helpfulness.
Contractors should not, without authority, disclose information which has been
communicated in confidence from the Housing Executive, or individual
customers.
Where a contractor believes he, or she, is being required to act in a way
which is illegal, improper, unethical, or in breach of the contract, he, or she,
should first report the matter to the relevant Contract Administrator or such
other officer as may be named in the Contract Documents.
Where the contracted service involves carrying out works to Tenants’ homes,
Contractors should:
• Give advance notice to Tenants and make arrangements for access;
• Identify themselves to Tenants through photographic I.D. cards.
• Strive to keep any appointments made;
• Keep the Tenants informed about the progress of the work;
• Respect the Tenant’s property;
• Maintain a high standard of work;
• Seek advice where necessary to ensure jobs are completed to a high
standard;
• Leave Tenants’ homes tidy, ensuring arrangements have been made
to remove any remaining rubbish;
• Ensure that, in carrying out works, every precaution is taken to comply
with current health and safety requirements.
All contractors working on behalf of the Housing Executive are expected to
adhere to these principles in operational activities and in contact with the
Housing Executive’s customers or tenants.
This Code does not replace or amend, in any way the terms and/or conditions
of any contract entered into with the Housing Executive. It simply emphasises
what the Housing Executive sees as the good practice aspects of interaction
between the contractor and the tenant, and acknowledges the importance of
Customer Care.
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Right to Compensation for Improvements
Important
The following information is a general guide. It is not a complete statement of
the law. If you want to know more about your rights, you should consult a
solicitor or your local Citizens’ Advice Bureau. Your District Office will also be
able to help you. If you make a false claim or claim for more than the real
amount, the Housing Executive can take you to court.
What is the right to compensation for improvements?
Under the Housing (Northern Ireland) Order 2003 secure tenants of the
Housing Executive may be able to receive compensation from the Executive
for improvements which they have made to their home on or after 29 July
2003. For you to qualify for this compensation the Housing Executive must
have approved the improvement and your tenancy must have ended.
You can apply for compensation when you know that your tenancy is coming
to an end. It is recommended that you let your District Office know as soon as
possible.
If you were a secure tenant and carried out improvements to your home
before 29 July 2003, you will continue to have rights for compensation under
the old scheme.
Who gets compensation?
If you are a secure tenant of the Housing Executive you may be able to get
compensation for any approved improvements to your house or flat. If your
tenancy ends because you have died, or in other special circumstances,
compensation can still be claimed. If you have succeeded to the tenancy
(taken it over from a tenant who has died), the Housing Executive will be able
to tell you if you qualify for compensation.
You will not receive compensation if you buy your house or flat under the
Right to Buy scheme. You will also not receive compensation if your home is
being repossessed by the Housing Executive or if you are being given a new
tenancy for your existing home.
Do I need permission to make improvements?
You must get written permission from the Housing Executive before you make
any improvements. If the Housing Executive refuses permission, you have a
right of appeal to the Area Manager or the county court. But remember that
you will only receive compensation if the Housing Executive has agreed to the
improvements.
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What kind of improvements can I get compensation for?
You can only get compensation for certain improvements which were started
on or after 29 July 2003. These include installing, replacing or fitting:
• A bath or shower
• Wash-hand basin
• Toilet
• Kitchen sink
• Storage cupboards in bathroom or kitchen
• Work surfaces for food preparation
• Space or water heating
• Thermostatic radiator valves
• Insulation of pipes, water tank or cylinder
• Loft insulation
• Cavity wall insulation
• Draught proofing of external doors or windows
• Double glazing or other external window replacement or secondary
glazing
• Rewiring or the provision of power and lighting or other electrical
fittings (including smoke detectors)
• Any object which improves the security of the dwelling house, but
excluding burglar alarms.
Decorating the inside of your home does not qualify for compensation
How do I get compensation?
You must make a claim in writing to your District Office within the period
starting 28 days before and ending 21 days after your tenancy comes to an
end. If in doubt, ask your District Office how to claim
Your District Office will need to know:
•
•
•
•
Your name and address;
What improvements you have made;
How much each improvement cost; and
The date the improvements were started and finished
How much can I get?
You can receive up to £3,000 for each improvement. However, you will not
receive any compensation for an improvement if the amount of compensation
would be less than £100.
How does the Housing Executive work out my compensation?
Your District Office will start with the cost of the improvements and may ask
you to provide proof of the amount you have spent. It is a good idea to keep a
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copy of any bills in a safe place and you may want to send a copy to your
District Office when the work has been completed.
If you had any financial help towards the improvement such as a grant or self
help payment, the Housing Executive will take this amount from the cost of
your improvement.
The value of any improvement you have made falls as the improvement gets
older and as you get use out of it. The compensation you get will take the age
of your improvement into account.
The Housing Executive may also reduce your compensation if they believe
you paid too much for the improvement or the quality is higher than it would
have been had they carried out the work.
The Housing Executive may also increase or reduce your compensation
depending on the condition of the improvement when your tenancy ends.
The Housing Executive can also take any money you owe from the
compensation you are entitled to (for example, for unpaid rent)
Example
A tenant installs a kitchen sink costing £200
Notional life of the kitchen is 20 years
The improvement is discounted at £10 per year
Compensation is claimed 2 years after the improvement is made:
£200/20 years = £10 per year; 2 years x £10 = £20
£200 cost - £20 = £180 compensation
What can I claim compensation for?
You can claim compensation for:
The cost of materials (but not appliances such as cookers or fridges)
Labour costs (but not your own labour)
You will usually need to give the Housing Executive an invoice to show how
much your improvement cost.
What if I don’t agree with the District Office decision on my claim?
You can appeal the decision by writing to the Area Manager within 28 days of
receiving the decision.
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MAINTAINING YOUR HOME
Maintenance of the home is given a high priority within the Housing Executive
to ensure a high quality housing stock. The following Information Paper refers
to Tenants’ responsibilities regarding home maintenance, and more
particularly, provides some home safety advice.
Tenant/Housing Executive Responsibilities
Under the Tenancy Agreement, tenants are responsible for:
•
•
•
maintaining the home in a clean and tidy condition;
taking reasonable precautions against fire, flood, theft and additional
damage;
providing insurance cover for personal property, furnishings and home
decor.
The Housing Executive is responsible for:
•
•
maintaining the structure and exterior of the dwelling;
carrying out repairs due to accidental damage to the structure of the
property.
Fire Safety
Most fires are caused through carelessness and can be prevented by
following the tips:
•
•
•
•
•
•
•
•
•
•
Never leave a deep fat fryer unattended.
Unplug electrical appliances when they are not in use and always
before you go to bed in the evening. (Fridges/freezers would be an
exception).
Keep matches where children cannot see or reach them.
Make sure that open fires have fire guards fitted.
Do not leave cigarettes burning and empty all ashtrays last thing at
night.
Do not overload sockets with adapters and plugs.
Never smoke in bed.
If you have an electric blanket make sure it is serviced according to the
manufacturer's instructions.
Settle all coals before you go to bed and fit the fireguard.
Close internal doors to prevent the spread of fire.
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Smoke Alarms
The Housing Executive may not have fitted the smoke alarm in your home but
the following advice will ensure that if you have a smoke alarm fitted it should
function.
•
If you have a smoke alarm fitted check the alarm each week by
pressing the test button for at least ten seconds.
•
If you have fitted a battery operated smoke detector yourself, make
sure the battery is changed at least once each year.
•
Never paint over your smoke alarm.
•
Never remove the battery from the smoke alarm, except for
replacement purposes.
•
Your smoke alarm should be fitted in the best position to detect a fire.
Do not be tempted to remove it and fit it somewhere else.
Electrical Safety
If you have a failure of all lighting and power in your home the cause may be
an interruption in supply by Northern Ireland Electricity (NIE). You can check
this by finding out if your neighbours' homes are without electricity also. If
they are, then the fault lies with NIE and you can contact them on their
emergency number which is listed under Electricity in the telephone book. If
only your home is affected you should check the following:
If only one circuit of lights or sockets is not working the fuse may have blown,
or the trip may have cut out.. Check the fuses or the trip switch in the meter
box.
If all lights and power are off it is likely to be the trip switch. You can re-set
the trip by switching the switch to the ON position. If the trip continually cuts
out, you should contact your local District Office.
Most electrical faults are caused by faulty appliances such as kettles, fires or
table lamps. If a fuse blows or the trip cuts out when you turn one of these on
you should unplug the appliance and replace the fuse or re-set the trip switch.
Do not use that appliance again until you have had it checked out by a
qualified electrician.
Most faults in cookers are not due to the cooker wiring. A faulty cooker is
your responsibility. Check that the red indicator light on the cooker switch on
the wall is working. If it is then the fault will more than likely be with your
cooker. If the red indicator light does not light, try replacing the fuse or
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re-setting the trip switch. If it still does not work, have it checked by a
qualified electrician.
Your home may have circuit breakers fitted instead of fuses. These act like
trip switches and are easy to re-set. If your power supply fails and you do not
know what has caused it you should switch everything off including any lights.
Ensure you have a battery torch to hand so that you are not left in the dark.
Set all the circuit breakers to the ON position and switch on your lights and
appliances one at a time.
If there is a fault, the faulty light or appliance will trip the circuit breaker. The
Housing Executive will send an electrician to repair your lights. If the fault is
caused by one of your appliances, you should unplug it and have it repaired
by a qualified electrician.
Plug Tops
Many appliances now come with a plug top fitted. If you have to fit one
yourself, you should make sure that it has the British Standard Kite Mark on it
and that it is to BS1363 Standard.
If you need to wire a plug, make sure that it is wired correctly, as follows:
Brown
Live
Blue
Neutral
Green & Yellow
Earth
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PROTECTING YOUR HOME
This chapter provides some general advice on protecting the home from
damp or moisture damage, as well as on some security points which may be
useful.
Dampness
Dampness occurs in houses when there is a fault in the structure of the
building that lets in water from the outside.
There are two kinds of damp:
Penetrating Damp
This happens if water is allowed to come into the house through the roof or
the walls. The most common causes are missing roof tiles or a crack to the
external plasterwork on the walls. The usual signs are a mould growth or a
wet patch appearing on the internal wall after it has been raining.
Rising Damp
Rising damp will occur if there is a problem with the damp proof course. The
damp proof course is a barrier which is built into the walls and solid floors of
your home to prevent ground water from entering. Rising damp is quite easy
to spot and the main symptom is a tidemark stain which will appear on ground
floor walls which may also be accompanied by a musty smell. Rising damp
will only occur on ground floor walls and will not normally rise more than three
feet above the ground level.
If you think that you have a problem with either penetrating or rising damp in
your home you should contact your local District Office. A Maintenance
Officer will make an appointment to visit your home to investigate the
problem.
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Condensation
Tenants often confuse condensation with penetrating or rising damp.
Condensation is caused by water vapour which is trapped inside your home
and cannot escape. When air is heated it picks up tiny droplets of water and
when that hot air meets a cold surface such as a wall or a window, it
condenses and leaves the water droplets on the cold surface. If this is
allowed to happen on a regular basis then a mould growth will occur. Mould
growth is the main symptom of condensation. You can help prevent
condensation by taking the following simple steps:
•
Make your home a little warmer by ensuring that there is a background
heat throughout the day.
•
Allow air to circulate throughout your home by opening doors
occasionally. Never over pack your wardrobes with clothes, and open
your wardrobe door a little to let the air circulate there too.
•
Ensure that there is some ventilation in your home especially in
bedrooms during the night.
•
If there is water lying on the inside of your windowsill in the morning,
wipe it up immediately. If you do not it will add moisture to the room as
it heats up during the daytime.
•
Use extractor fans in the working kitchen and bathroom if they are
fitted.
•
Open windows if you are cooking and do not allow the steam from
cooking to enter other rooms in the house.
•
Do not block air vents. They are fitted to reduce condensation.
•
Dry clothes outside if possible and if you do use a tumble drier then
ensure that it is vented to the outside.
•
Avoid using paraffin or bottled gas heaters. These put about a pint of
water into the air for every pound weight of fuel they burn.
•
If you do experience mould growth on walls you can wipe it off with a
proprietary solution which can be bought in most D.I.Y. stores. Special
paints can also be bought to prevent mould growth.
If condensation is a major problem in your home, contact your local District
Office for advice.
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Frost
During periods of cold weather there are a number of steps that you can take
to prevent your water pipes from freezing:
•
Keep a background heat in your home during the cold spell.
•
Leave your internal doors open slightly during the daytime, including
the doors under the sink unit, and take the hatch cover off the roof
space. This allows the warm air to circulate throughout your home.
•
Find out where the stopcock for turning off your water is. This will
usually be under your sink unit but in some houses it can be located in
a back hallway or inside the larder beside the sink unit. You will need to
know this if a pipe in your home bursts. If you cannot find the stopcock
contact your District Office and a Maintenance Officer will make an
appointment to call to show you where it is located.
•
If you have a burst pipe, turn off the mains water at the stopcock. If the
flow of water does not stop you will need to drain down the cold water
storage system. This is best done by turning on the cold water taps at
the bath and wash hand basin and by flushing the toilet several times.
This will empty the cold water tank in the roof space provided that you
have turned off the mains at the stopcock.
•
If you have drained the cold water system you will need to let your fire
out if you have a back boiler. Remember, do not use your immersion
heater!
•
If you are going away on holiday over the winter time you should turn
off your water at the stopcock and drain down the water storage
system as previously described.
•
If water comes into contact with electrical fittings you should turn off the
electricity at the meter box.
•
Burst pipes should be reported either to your local District Office, if they
occur during office hours, or to the Emergency Services number in the
evenings, at weekends or during public or bank holidays.
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Security
Police statistics indicate that most house break-ins are carried out on the spur
of the moment and during the day time. There are a few simple steps that
you can take to prevent a break-in.
•
Always close your windows and lock the doors when you go out, even
if it is only for a few minutes.
•
Make sure that you do not leave tools or ladders which may be helpful
to a burglar lying about in the garden of your home.
•
Never leave keys on a string behind the letter box, hidden under the
door mat or in other secret places - thieves can usually find them.
•
If you have to go out at night time, consider leaving a light on in the
bedroom or living room. Light bulbs that have an automatic control
which turns the lamp on at dusk are available from most large
do-it-yourself stores.
•
•
Do not leave notes on the door saying that you are out.
Cancel milk and newspaper deliveries when you go on holiday and
advise the Police that you will be away.
Never leave valuables lying around where they can be seen through a
window.
If you have a controlled door entry system make sure that the master
door is kept closed at all times. Always ask callers to identify
themselves before you let them in.
•
•
Thieves may try to gain entry to your home by posing as officials or workmen.
Never let a stranger into your home unless you are certain of their identity.
Some useful tips are given below.
•
•
•
•
Ask to see the caller's identity card. All officials carry one and will be
pleased to show it.
Take time to look at the identity card. Examine the photograph and ask
the caller to spell his or her name.
If the caller does not have an identity card ask them to call back later
and use the extra time to check with the organisation they claim to
represent.
Telephone the Police if you are suspicious.
If you are unfortunate enough to be burgled, you can improve your chances of
getting your property back if you have kept the serial numbers of equipment,
taken photographs of personal property or have had your postcode engraved
on items such as bicycles. Your local Police Crime Prevention Officer will be
happy to give you more advice, free of charge, on the subject of crime
prevention.
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Insurance
The Housing Executive will carry out repairs for any accidental damage done
to the structure of your home. It is your responsibility to provide insurance
cover for your personal property, furnishings and the decoration of your home.
Home insurance policies vary greatly. Any policy you take out for home
contents should at the very least cover you against fire, flood and theft.
As a Housing Executive Tenant you may be responsible for damage you have
caused to items in your home such as cracking a toilet bowl, wash hand basin
or bath. You may wish to discuss cover for such items with your insurance
broker.
Remember, if you do not have insurance for your personal property you run
the risk of having to find all the money necessary to repair or replace items
that have either been damaged or stolen. Contact more than one insurance
broker and ask them to quote you rates for insuring your property
06/02/2009
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THE MANAGEMENT OF VACANT
DWELLINGS
Introduction
This chapter provides some general information of the management of vacant
dwellings within the Housing Executive's stock. It examines the need for
security, protection of particular systems or elements within individual
dwellings and fire and flooding preventative measures. It also examines the
options for bringing vacant dwellings back into the lettable stock and any
necessary repairs.
Identifying the Security Need
When assessing the security needs of a vacant dwelling the following will be
taken into consideration;
• The length of time the property will be vacant
• The risk from vandalism
• The aesthetic impact of vacant properties in the area
• The cost of providing the security system
It is recognised that one or more of these four criteria may influence the
decision to choose a particular security system as opposed to another, and
that the locality and the feedback form community groups can be an
influencing factor.
The options available when considering the security needs of a vacant
property can be summarised as follows;
Do Nothing
There are occasions were it is most practical to leave the property with no
obvious security measures in place. Examples of this would be in mature
settled developments, areas where the asthetics of the street or complex
would suffer from physical security systems, or where the existence of a proactive community group may ensure that little or no vandalism will occur.
Temporary Boarding
The use of temporary timber boarding to secure window and door openings is
widely employed as a short term measure. The disadvantage of temporary
boarding is that it lets very little light into the property. It also needs to be reerected after each viewing by a potential tenant.
Steel System Shutters
Shutters are mainly employed for medium term security. This system is quick
to erect, affords effective security for door and window openings, has simple
yet secure access via doors, and allows light into the property. It is, however,
not aesthetically pleasing.
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Alarm Systems
Radio controlled systems are quick to install, are self powered, and act as
both a burglar alarm and a smoke detector. They need a base station to
receive the signal within the locality and these are generally situated in
community houses or District Offices. There is an audible alarm of
approximately 160 Decibel intensity that will deter intruders from staying
within the dwelling. This alarm will reset after a few minutes and then re-arm
the system. Response to the alarm is via the installer’s in-house security
personnel with the response time being generally less that 30 minutes.
Alarms systems are unobtrusive and can be cost effective.
Security Personnel
Security personnel are occasionally necessary as a very short term measure
where the property is at risk. Their use would be generally limited to the
period between a property becoming void in a high vandalism area and the
permanent security system being installed.
Isolating the Services
Depending upon the time of year, it may be necessary in both short term and
long term vacant properties to isolate one or more of the services. Services
can be considered as the electricity, water supply or the central heating
system. Draining down both the domestic water system and the central
heating system in winter time is essential to ensure that frost damage does
not occur. Failure to do so can lead to burst pipes or storage tanks which will,
in turn, lead to flooding and associated problems with the fabric of the
dwelling. Where vandals do gain access to properties, they generally target
the copper pipework and cylinders, removing these for their scrap value.
Draining down the system will not prevent the determined thief from removing
the components, but it will ensure that the resultant water damage to the
fabric is reduced.
The NIE will remove the service fuses at their incoming main supply. This will
isolate all electrical circuits.
Consideration will be given to the removal of equipment such as shower units,
central heating boilers and other high value components that may have a
resale value.
Site Visits
It will be necessary to open vacant properties either for inspection by
technical/housing officers or for tenant viewing. Consideration must be given
to the health and safety risks associated with visiting such properties. Simple
precautions such as having the property open prior to a tenant visit, and the
provision of safety helmets and hand torches should be considered.
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Standard of Repair
In general, the condition of a vacant property should be brought up to a
habitable standard prior to letting. In some properties, mininal work may only
be necessary to achieve occupation, with all subsequent repairs carried out
over the following weeks. The new tenant should be advised of details and
their agreement sought. In all cases, there will be manditory tests or work
required before occupation. These will include;
•
•
•
•
Testing of the electrical installation and subsequent repair to comply
with the IEE Wiring Regulations.
Testing of central heating appliance and associated flue.
Testing of hard wired smoke detectors.
Refilling and venting of domestic water systems and central heating
systems,if previously drained down.
Consideration will also be given to cleaning out the dwelling prior to
occupation. This could include;
•
•
•
•
•
•
Clearing of all household and builders debris.
Removal of floor coverings.
Sweeping out rooms, passageways, stairs, landings and circulation
and storage spaces.
Washing down with approved substances all internal timber work,
cupboards, shelves and work surfaces.
Cleaning with approved substances all sanitary fittings, wall and floor
tiles.
Cleaning of fireplaces and the removal of old fuel, ashes etc.
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TENANT CONSULTATION
Introduction
OBJECTIVE
To ensure that the Executive’s obligation under the Tenant Charter are
properly discharged.
RESPONSIBILITY
It is the responsibility of the District Manager to:
•
Develop a tenant consultation plan at the Scheme Brief stage.
•
Review the tenant consultation plan following acceptance of the draft
Scheme Design proposals.
•
Implement tenant consultation with assistance as required form the
Design Services Manager.
PROCEDURES
On acceptance of the draft Scheme Design recommendations by the Area
Manager formal Tenant Consultation will be undertaken in accordance with
Housing & Regeneration’s Best Practice Note Consultation in Planned
Schemes
The District Manager will advise the Design Services Manager what
information is required.
The survey information will be made available for the District Manager and
individuals “worksheets” for consultation will be presented in a format which
should be readily understood by Tenants.
The District Manager will advise the Design Services Manager what technical
support will be required to support the consultation process.
REFERENCES
•
•
Tenants Charter
Best Practice Note: Consultation in Planned Schemes
CONTROL DOCUMENTS
•
Tenant Consultation Report
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Consultation in Planned Schemes
WORK
STAGES
BLOCK 2 ECM
0-2
Inception /
Scheme
Brief
Minimum Standard
•
REVENUE
REPLACEMENT
BLOCK 3 MEI/EI
Discussion with community reps. Prior to completion of
Scheme Brief
Good Practice
3 Survey
•
Household Survey
•
Programme standard item on District Housing Community
Network Agenda
•
District Housing Community Network input prior to roll on
Minimum Standard
•
Letter to tenants introducing Consultant, outlining proposed
survey and point of contact for tenants
Good Practice
06/02/2009
•
Consultant meets Community Group prior to survey
•
Community group facilitates access for Consultant survey
•
Consultant identifies individual requirements through survey
- 188 -
4 Scheme
Design
After
acceptance
of Scheme
Design
proposals
by the Area
Manager or
his nominee
Minimum Standard
Minimum Standard
Minimum Standard
Letter to tenants
advising of scheme
frequently asked
question/answers,
points of contact of
consultant and
HOG1
Letter to tenants
advising of scheme,
frequently asked
questions/answers,
points of contact of
Consultant and
HOG1.
Letter to tenant
advising of scheme,
frequently asked
questions/answers,
points of contact of
Consultant and
HOG1
Work schedules for
each property
Drawings (including
artists impressions
etc) illustrating work
proposed including
itemised schedules.
Drawings/work
schedules for each
property, including
design options
Good Practice
Details of scheme
(e.g colour
Schemes) discussed
Tenants sign off
with Community
Group
consultation, detailing
any individual
requirement, before
views are passed to
Scheme
D&PS to confirm
implementation
Scheme Design
strategy discussed
proposals
Good Practice
Consultation
undertake 1:1
Options
(designs/colour
schemes/samples)
presented at public
meeting/mobile
advice unit
Tenants sign off
consultation prior to
views being
forwarded to
D&PS for inclusion in
Scheme Design
Good Practice
Public meeting to
display options,
discuss concerns
Comprehensive
package of
information agreed
with Community
Group for each
tenant. Full details
available/displayed in
community
house/centre/ mobile
advice unit
Plans Presented 1:1
Scheme
implementation
strategy discussed
with Community
Group (phasing.
Location of site
compound etc)
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5/6 Tender/On
Site
Minimum Standard
•
All tenants receive notice of scheme, frequently asked
questions/answers, points of contact:
consultant/contractor/HOG1
•
Agree procedures of complaints
•
Complaint forms issued to tenants
•
Complaints discussed at pre-site meetings – feedback
to tenants
•
Full details of work discussed with each tenants prior to
commencement of work. Tenant choices/options
confirmed.
•
Changes conveyed to consultant (Revenue
Replacement/MEI Schemes)
Good Practice
7/8 Completion /
Evaluation
06/02/2009
•
Community representatives attend pre-site meeting
•
Contractor provides mobile telephone number
•
Tenants/District office receive snagging items
•
Tenants advised of completion of work
Minimum Standard
•
Post Contract meeting to evaluate scheme success
•
Good Practice
•
Satisfaction Survey ( preferably by Community Group)
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Economic Appraisal
One of the processes employed by the Housing Executive to identify the most viable
solution to problems within an area, is to carry out an Economic Appraisal of it. The
basic guidance on economic appraisal is contained in a document published in June
1995 by the DoE (NI) entitled “Economic Appraisal - A manual for Economic
Appraisal in the Housing Sector”. This project management tool helps the Housing
Executive analyse any problems and assess the best solutions to them at the most
cost effective price.
The process normally begins with a survey of the estate and Tenant consultation to
identify the problems. These are then evaluated as to how to best tackle the issues
identified.
Examples of issues that may arise include voids, high density housing, access,
vandalism, estate layout, central heating and community facilities.
These issues are used to establish objectives. The next stage is to assess how
these might be solved and the objectives achieved, within known costs.
Possible options would include the following:
1 Do nothing;
2 Sale of houses and /or privatisation of land;
3 Total demolition and new build replacement;
4 Cosmetic/external demolition;
5 Partial/selective demolition;
6 Physical/Environmental Improvements.
Each option is evaluated in terms of its relevant costs and benefits, and calculated to
give the Net Present Value (NPV). The NPV compares the cost of how each option
would best achieve the objectives at today’s prices, this enables the Housing
Executive to compare like with like. NPV will discount future years’ costs to today’s
value. For example, £1000 today would not have the same value in 2 years time, it
may only have the value of £900 at that time.
The best solution to the identified problems at the most cost effective price will be
considered, whilst also taking account of the needs of the community.
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Preparation & Resourcing of Schemes
The following steps outline the procedure adopted by the Housing Executive for
putting in place agreed programmes of work.
•
Identify Schemes - Possible schemes are identified and programmes
reviewed at ‘roll-on’ meetings with the Area Programme Manager and District
Office staff. Probable schemes for the next 5 years are identified.
•
Prioritise Schemes - Schemes are then sorted into order of priority. However,
the priority rating of a scheme may need to be changed later, in the light of
changing circumstances.
•
Draw up Provisional Programmes - Programmes for the subsequent 4
financial years are drawn up, again in priority order and assuming that the
programme for the incoming financial year is as originally planned.
•
Firm up Programmes - Programmes are confirmed having taken account of
likely available finance and with probable start dates agreed and established
Improvement Schemes (Block 3 Capital Works)
Scope of Work
The budget for Capital work is used to finance the improvement of existing and
acquired stock through schemes identified by Housing Executive in consultation with
individual District Offices and through estate strategies.
Improvement Schemes, sometimes referred to as Block 3 Work, can involve major
work being undertaken to tenants’ homes. The content of schemes may range from
the upgrade of a single element, for example, a heating system, to more
comprehensive improvements which may include major structural alterations and/or
extensions.
Elements for improvement will be identified after a physical survey of individual
homes.
Improvement Schemes have a number of important aims which include:
•
bringing the element(s) in the homes covered by the scheme up to present
day standards in terms of design, layout and materials.
•
avoiding any unnecessary expenditure and repeated disturbance to tenants, if
at all possible.
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An ‘element’ is the term given to each individual area or service within a home, such
as heating, plumbing, kitchens, bathrooms.
Properties which are identified for inclusion in an Improvement Scheme will normally
have a potential life of at least 30 years.
Improvement work can be categorised into the following six main Scheme Types:
•
Multi Element Improvement (MEI) - the improvement of most, if not all, of the
main elements, both internally and externally, within Housing Executive
purpose built dwellings.
•
Incremental Improvement - the improvement of one or more elements,
completed on a phased basis.
•
Rehabilitation or Improvement of Acquired Stock - the improvement of
dwellings that the Housing Executive has acquired for letting, including
internal and external elements.
•
Environmental Improvement - improvement work completed within a Housing
Executive estate, but outside the boundary of individual dwellings, such as
landscaping, tree planting, road layout.
•
Adaptations for Persons with Disability - work determined, in conjunction with
the local Health Unit’s Occupational Therapists, necessary to aid the mobility
and improve the living conditions of those Tenants, or members of their
family, with a physical or mental disability.
•
Structurally Defective Stock - work of an urgent nature, necessary to prevent
further deterioration or collapse of a dwelling or surrounding dwellings.
Tenants whose homes will be subject to any such schemes will be fully consulted on
the works content and programme, prior to details being finalised.
It should be noted that, where a tenant refuses to accept improvements in a scheme,
the Housing Executive may still require to carry out basic elements of the scheme,
i.e. installation of smoke detectors etc.
30/01/2009 15:30:00
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Environmental Improvement Works
The aim of Environmental Improvement works is to create enclosure, privacy,
interest and visual amenity around individual homes or groups of homes.
Where possible, every house or flat with access at ground level should have a
garden space allocated to it which would give adequate privacy for clothes drying
and leisure. Suggestions made at the Consultation Stage by residents, for
improvements to the environment around their homes, will be given serious
consideration.
Vehicle Access/Car Parking
Consideration should be given to the provision of car access and parking in relation
to both individuals and groups of dwellings, and also to the security and supervision
of cars in public and private spaces.
Problems with Roads and Parking
In certain circumstances, solutions may be required which involve:
•
•
•
•
changing roads;
the creation of cul-de-sacs;
changes in finish;
parking spaces where none existed.
Existing car parking has to be critically assessed for under or over provision.
Pedestrian Circulation
The provision of clearly defined, convenient and easily maintained footpaths is
essential to each housing development. Pedestrian routes must be clearly defined
and have proper links with other estates and community facilities, where appropriate.
Environmental Spaces
Planted areas are used to create enclosure, privacy, interest and visual amenity.
However, care must be exercised in the type of plants and materials used as
maintenance can be difficult, for example, with wind blown litter.
Use of grass should be carefully considered as maintenance costs are high. Small,
narrow or very steep areas should not, ideally, be grassed. Grass areas should be
easily accessed, and suitable for mowing and general maintenance.
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Discussions with residents should take place prior to locating planted areas, so that
they can be publicly maintained and supervised by the community.
Design Standards
Heating
The aim of any heating upgrading scheme is to ensure that the heating, ventilation
and insulation standards of older houses are as near as possible to the standards of
new dwellings.
Heating replacement is normally considered when existing systems or appliances
have reached the end of their useful life.
Tenants are consulted when existing heating systems are to be replaced or
improved, and viable options are discussed, taking account of technical and cost
factors.
Where upgrading heating includes, for example, whole house heating instead of part
house heating or single appliance heating, tenants will be informed of the
appropriate rent increase.
Electrical Services
Where dwellings are being rewired as part of an improvement scheme, the following
socket outlets will be provided.
•
•
•
•
•
•
•
•
•
Kitchen
3 twin outlets
plus cooker unit
plus one single outlet each for fridge and washing machine
Living Room
3 twin outlets
Hall/Landing
1 single outlet
Dining Room
2 single outlets
Main Bedroom
1 twin and 1 single outlet
Other Bedrooms
2 single outlets
Bed/Sitting Room 3 twin outlets
Smoke Alarms
Hardwired smoke alarms (electric mains systems which do not require batteries) will
be installed in the course of improvement schemes such as multi element and
kitchen refurbishment schemes.
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Fans
Fans will be provided where improvements include kitchen and/or bathroom
extensions.
Planned Maintenance Schemes (Revenue Works)
Planned Maintenance Schemes, funded from the Revenue Budget and sometimes
referred to as Block 2 Work, can be broken down into two main categories of work.
(External Cyclic Maintenance (ECM) Schemes
External Cyclic Maintenance (ECM) Schemes, as their name suggests, are those
which involve work being undertaken, on a cyclical basis, to the external elements of
tenants’ homes.
ECM Schemes will normally comprise work which is essentially of a preventative
nature, designed to ensure that tenants’ homes remain in a fit condition. ECM
Schemes can be further sub-divided into two main types.
The range of work undertaken as part of an ECM Scheme may include any of the
elements listed in the schedule attached to this Paper, following a physical survey of
the dwellings to be included in the Scheme.
Revenue Replacement Schemes
Revenue Replacement Schemes will involve the renewal of an element within the
home, subject to availability of finance, which has:
•
•
reached the end of its useful life, and
for reasons of existing design arrangement has been identified as being not
up to standard and unsatisfactory.
For example, Revenue Replacement Schemes undertaken by the Housing Executive
could involve the replacement of heating in the homes concerned.
Tenants whose homes will be subject to such Schemes will be fully consulted on the
works content and programme, prior to details being finalised.
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Examples
A Schedule of External Elements which will be surveyed and may be included in a
scheme:
Pitched Roofs
• Ridge/hip tiles
• Pointing
• Roof coverings
• Valleys/Junctions
• Flashing
• Fascias/soffits
• Ventilation
Flat Roofs
• Age
• Roof Covering
• Edge Details
• Junctions
• Flashing
• Rainwater Outlets
Chimneys
• Pots, copings, flaunching
• Stack
• Flashing
• Aerials
Rainwater Disposal/Drainage
• Pots/downpipes/outlets
• Waste pipes
• Gulleys
• Manhole covers
Walls
•
•
•
•
•
•
•
•
Brickwork
Pointing
Render
Construction joints
Damp penetration
Ventilators, air bricks
Heads, sills, reveals
Thresholds
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Windows
• Material
• Detailing
• Glazing
• Restrictor stays
• Ironmongery
• Security
Doors/Frames/Sidelights
• Material
• Type
• Detailing
• Threshold
• Ironmongery
• Glazing
• Security
Communal Access
• Surface finishes
• Stairs/handrails
• Doors
Fences, Garden Walls, Gates
• Material
• Type
• Detailing
• Structural stability
Paths/hardstanding
• Type
• Detailing
• Gradient
• Steps
• Changes of level
• Handrails
• Surface drainage
Stores, Fuel Bunkers
• Survey of above elements as appropriate
Garages
• Need
• Survey of above elements as appropriate
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Play Areas
• Need
• Survey of above elements as appropriate
Open Space
• Grassed areas
• Planted areas
• Hard Surfaces
• Unadopted Areas
Boundary Fences
• Material
• Type
• Detailing
• Structural stability
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Heating Policy
The Housing Executive’s Heating Policy, in force from 24th July 2000, is to:
•
•
•
Favour gas within the gas supply area.
Favour oil outside the gas supply area and
Permit any other fuel source use only in exceptional circumstances.
This Policy is based on the Executive’s commitment to:
•
•
•
Offering full central heating to its tenants.
Using affordable less polluting fuels.
Ensuring properties are insulated to current Building Regulation standards.
New Heating Installations
Tenants who have basic background or partial house heating will be offered full
central heating according to the heating policy. Options for flats are listed below:
Flats (up to 4 storey) - E7, gas (where natural gas is available) and in exceptional
circumstances oil.
Flats (high rise) - E7, gas (unless Ronan Point construction).
Gas installations in the above categories will comprise a Back Boiler unit (BBu) or a
wall hung or free standing automatic boiler with an electric focal point fire.
Exceptional Circumstances: Solid –fuel room heaters and Open fires
Every effort should be made to make the case to the individual of the benefit of either
oil or gas through consultation and presentation of information. If following this, the
tenant indicates clearly that they are not prepared to accept either oil or gas, a
refurbished solid fuel room heater will be provided.
Where a dwelling which has an open fire (which may or may not be providing central
heating) and oil or a wall hung gas boiler is installed the open fire may be retained in
exceptional circumstances provided that:
•
•
•
The boiler if existing is removed.
The flue is complete and only limited works are required.
No work is carried out to the existing surround.
If the existing opening is blocked up an electric focal point fire will be installed. A new
surround will be included with the focal point fire.
Welfare - Change of Heat Source
30/01/2009 15:30:00
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Where a hands-free heat source is recommended the dwelling may be heated by:
1.
2.
3.
Gas where available
Oil where gas is not available
Economy 7 where neither gas or oil can be installed.
The installation of controls to the heating system, (i.e. time clock, thermostatic
radiator valves, room thermostat, motorised valves and hot water cylinder
thermostat), make it very efficient for the tenant to operate. Natural gas, where
available, is the Housing Executive’s preferred option, with no storage problems and
it can be installed in all properties up to 4 storey, within gas areas.
Products of combustion of gas are very low in CO2 and SO2 so by installing gas the
Executive is making a large contribution to the improvement of air quality and
reduction in greenhouse gases.
HEATSMART
A new, free heating advice service, replacing the NI Coal Advisory Service, is now
available for Housing Executive tenants. The service is managed by Bryson House,
the charity, on behalf of the Housing Executive, and will be delivered by the
provinces three Energy Efficiency Advice Centres (EEAC’s):
•
•
•
Belfast EEAC
Western Regional EEAC (Enniskillen)
Foyle Regional EEAC (Londonderry)
Each EEAC is responsible for delivering the Heatsmart service within their allocated
areas. Heatsmart will provide a home visiting service offering independent advice
and information on:
•
•
•
Fuel Choice
Energy Efficiency
Operating a heating system efficiently
Visits to tenants homes will also include a free Home Energy Check.
How to contact Heatsmart
Tenants can contact Heatsmart on freephone line (0800 512012) or return a freepost
card which will be available in District Offices, or tenants will receive by mail.
30/01/2009 15:30:00
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Decant Standards
To enable the Housing Executive to complete planned works to its properties, it may
be necessary for the tenant to vacate their dwelling for the duration of the scheme.
This is known as decanting.
Circumstances under which Decant may be necessary
The need for a tenant to vacate their home, and the extent of decant required (Full or
Daytime-only), is dictated by the degree of disruption associated with the planned
works.
It is also recognised that certain individuals may be less able to deal with the
disruption. For example, older persons, tenants with a disability or chronic ill-health,
and families with young children.
Therefore, the need and degree of decanting will be dictated by the extent of work
required, and the individual circumstances of each household.
Full Decant
•
•
•
•
Full decant, where the tenant necessarily vacates the property for the entire
duration of the works, may be required during the following types of planned
schemes: Multi-Element Improvement Schemes
Improvement Schemes
Schemes aimed at addressing structural defects within a property.
Daytime-Only Decant
•
•
•
•
Daytime-only decant, where the tenant only vacates the property during
daytime working hours, may be required during the following types of planned
schemes: Disabled Adaptations
Flue Upgrading
Incremental Improvement Schemes e.g. Kitchen/bathroom replacement.
30/01/2009 15:30:00
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Temporary Accommodation Options
In order to facilitate those tenants who are required to vacate their property, the
Housing Executive has developed a range of options aimed at meeting tenants’
accommodation needs for the duration of the works. These include:
Utilising existing vacant/void properties
Where the local housing stock permits, vacant (void) properties may be used to
provide temporary accommodation for those affected by a scheme.
Tenants Own Arrangements
The Housing Executive recognises that many Tenants do not wish to be fully
decanted to a mobile home. The Housing Executive will pay a Special Decant
Allowance to tenants who make their own arrangements for the duration of the
planned works instead of being decanted into a mobile home.
The Special Decant Allowance is paid at the end of the decant period as a lump
sum. The amount of allowance will depend on the number of people within the
tenant's family to be decanted and the number of weeks the tenant has been
decanted. In a situation where tenants entitled to the Special Decant Allowance
move into private rented accommodation they are entitled to apply for Housing
Benefit. In a situation where a tenant moves in with a friend or relation they will
be treated as a "visitor" so as not to affect their friend's or relation's Housing
Benefit. Tenants who receive Special Decant Allowance remain entitled to the
normal displacement payments.
The Special Decant Allowances will only be payable where Mobile Homes or
Caravans are being used for decant purposes. Tenants can contact their local
District office for further information.
Mobile Homes/Caravans
Full Decant Mobiles
Mobile Homes/Caravans used to provide temporary accommodation for the
duration of the works must conform to BS. EN 1645/46/47:1998. Mobiles already
in place must conform to the former BS 5061 pt.1 and pt.4, as well as BS 5482
pt. 2.
When installed, mobiles will have the following services:
• an electrical supply
• a telephone connection, if required
• water supply
• sewer connection/chemical toilet, if required.
Specification
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Mobiles used for full decant purposes must meet the following specifications:
i) Accommodation
• 2 separate external doors
• a minimum of 2 bedrooms, 1 with a double bed and 1 with 2 single beds
• toilet compartment with w.c., wash hand basin and shower unit.
ii) Heating and Electrical
• heating will be provided by either a flue gas fire or an electrical focal point
fire in the living room
• a panel or convector heater will be provided in the bedrooms
• thermal curtains will be provided
• either a flue gas fire multi-point heater or electric water heater
• (conforming to BS 7671) will be installed
• an electrical storage heater, wired to the central meter cupboard and
• using Economy 7 tariff (running costs met by the Housing Executive), will
be installed.
iii) Insulation
External underside insulation will be provided and may take the form of either
rockwool or superglas slab (reinforced with 18 microns foil).
iv) Fixtures and Fittings
The following fixtures and fittings are provided :
•
•
•
•
•
•
•
mattresses with removable covers
a cooking appliance
fridge
telephone point
television point
security cabinet
user handbook.
Daytime Decant Mobiles
Those tenants required to vacate their property only during the daytime will be
provided with a mobile home/caravan conforming to BS EN 1645/46/47 : 1998.
These mobiles will have the following facilities:
•
•
•
•
•
•
bedroom
toilet compartment with WC, wash hand basin and shower unit
gas/electric heater
mattresses with removable covers
a cooking appliance and fridge
a fire blanket and fire extinguisher
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•
•
•
•
external door, entrance steps and handrail
electricity supply (installed to BS 7671)
water supply
either a mains sewerage connection or, in circumstances where such a
connection is not feasible, a chemical toilet.
It should be noted that mobiles used for daytime-only decant purposes will not
have laundry facilities, storage space, telephone connections, television aerials
or car parking facilities.
The District Manager is responsible for ensuring that mobiles provided by the
Contractor are up to the appropriate standard and have the appropriate facilities.
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PAYMENTS & ALLOWANCES
Payments to Tenants
Service Standards
Planned work inside a tenant’s home may result in:
•
•
•
The disruption of tenants’ decor and/or
The tenants being temporarily re housed, or
The tenant remaining in their home while the work is undertaken.
The Housing Executive recognises although planned scheme work will improve
housing standards, tenants will have additional costs to bear as a result of the
work. A number of allowances are available to assist tenants during or following
the scheme work.
Available allowances include:
•
•
•
•
•
Redecoration Allowances;
Temporary Displacement Payments;
Special Decant Allowances
In Situ Payments;
SDA Caravans Allowance;
Your local District Office will advise you if you are entitled to any of the
allowances detailed in the following Information Papers. The Housing Executive
will pay any grant or allowance within 4 weeks of advising tenant’s of their
entitlement to the payment.
Redecoration Allowances
Redecoration allowances are available to assist tenants with the redecoration
costs following disruption or physical damage to the decor in their home following
the completion of planned scheme work.
Advice to Tenants
Tenants within planned schemes will be advised, in writing, where there is any
entitlement to a redecoration allowance due to work being carried out in their
homes.
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Payment of redecoration allowances will normally be made within 6 WEEKS from
completion of the Improvement works, that is, when a Notice of Completion is
received from the Consultant/Commission Manager.
Tenants will be advised of the amount they will be paid or credited to their
account where the District Office has received the completion notification.
General Guidance Notes on Redecoration Allowances
Specific exclusions from the Redecoration Allowance Scheme are:
•
A new room created by an Improvement Scheme.
•
Where a new tenancy is given to an applicant during the course of a
Planned Scheme and the work was completed prior to the tenant’s
acceptance of the dwelling.
•
Where a tenancy is terminated before completion of the work.
•
Properties used for non domestic housing purposes i.e. Flats used as
community offices etc.
•
Additional Information
•
A hall, staircase and landing will be treated as one room.
•
A separate dining room will be treated as a living-room, in addition to the
living-room
•
A living room / dinette will be treated as a living room
•
A kitchen / dinette will be treated as a kitchen
•
Other storage space, for example, pantries, cloakrooms, entrances, will be
treated as part of the room to which they are attached.
•
A redecoration allowance remains payable even after the completion of a
house sale, where work was completed while the property was still
Housing Executive stock.
•
Where a tenant’s home undergoes disruption more than once within a
short period of time (i.e. 6 months), a further redecoration allowance can
be paid.
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Other circumstances where tenants may be eligible for redecoration allowances
at the discretion of the District Manager are:
•
•
•
Where an allocation is made to an elderly or disabled person and the
decor of the dwelling is in a poor condition and the tenant is in financial
hardship (i.e. in receipt of Housing Benefit, Income Support, Working
Family Tax Credit), or
Where the dwelling has been or will prove difficult-to-let because the decor
is in poor condition.
Where a tenant is re-housed permanently in a dwelling in which the decor
was disrupted by works activity and the dwelling vacated was similarly
disrupted, then a redecoration allowance may be payable.
District Manager’s have discretion to pay a redecoration allowance following
response maintenance where:
•
The work caused major disruption and
•
The work in general would in normal circumstances be part of a planned
scheme. Examples include the flue, fireplace or room heater replacement.
Where Arrears are Owed
If a tenant’s rent account is more than £300 in arrears, the total redecoration
allowance will be credited to the rent account and the tenant advised.
Where a tenant has less than £300 arrears, the redecoration allowance (or that
portion needed to clear the debt) should be credited to the rent account unless:
Satisfactory arrangements are in place to repay the debt either voluntarily or by
compulsory methods and
The tenant is in financial hardship that is in receipt of a means tested benefit for
example Housing Benefit.
In such cases, the tenant should be advised of his/her right to receive the total
redecoration allowance and, if the tenant requests the payment, the claw back
policy should be waived automatically.
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Rates of Redecoration Allowance
There are two rates of redecoration allowance:
A standard rate and
A high rate
When is the higher rate of Redecoration Allowance paid?
All of the following criteria must be fulfilled for tenants to receive the higher rate
allowance.
No Community Based Schemes There must be no community based schemes
available to undertake the redecoration work to the tenant’s home.
Financial Hardship The tenant(s) must be in receipt of a means tested benefit
(e.g. Housing Benefit, Income Support etc.)
Capability The tenant(s) must be considered to be of a disposition where it
would be generally considered unreasonable to expect them to carry out the
redecoration work, i.e.
•
•
Tenants(s) must be aged 60 or older (both male and female) or
Tenant(s) must have a disability
A tenant can be deemed to have a disability if he / she are in receipt of a
disability linked benefit.
Non Dependent resident in the Household Tenant(s) will not qualify for the
higher rate of redecoration allowance if there is an able bodied person living in
the household i.e. (persons between 18 and 59 inclusive and without a disability).
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Temporary Displacement Payments
Where a tenant has to move out while work is undertaken to their home they are
entitled to a Temporary Displacement Allowance. Payment is made in two parts,
when the tenant moves out into temporary accommodation and when the tenant
returns to their improved home. There are two payment rates:
A standard rate and
A higher rate
Tenants may receive an additional weekly payment, for 10 weeks, where the
decant period is greater than 12 weeks due to circumstances that are not the
tenants responsibility. The additional payment is for every full week the tenant is
decanted beyond the 12 week period.
When is the standard rate temporary displacement allowance paid?
It is normal Housing Executive practice, where decanting is required, to include
the removal and storage of furniture costs as part of the works contract. This
means the scheme contractor will be paid to remove (and store where
necessary) tenants furniture. Where the tenant decants to a vacant property or
mobile home they should receive the standard Temporary Displacement
Allowance. In instances where the Housing Executive can provide decant
properties but the tenant chooses to make their own decant arrangements they
should be paid the lower rate Temporary Displacement Allowance.
When is the higher rate temporary displacement payment paid?
In instances where there are no decant properties available within the scheme
and the tenant assists the Housing Executive complete the scheme by making
their own decant and furniture removal arrangements they should receive the
higher rate Temporary Displacement Allowance, again paid in two parts. In such
circumstances the tenant should also receive the Special Decant Allowance.
The criteria for deciding whether the pre or post April level should be paid is the
date the tenant is displaced and not the date the tenant returns to their improved
home. Tenants, who move out prior to the1st Monday in April, even though they
may return after that date, are to receive the rate at the date they decant.
The District Manager will consider all claims for this allowance well in advance of
commencement of work, having confirmed the need for displacement with the
Commission Manager/Project Manager.
The District Office will advise each tenant of the agreed allowance payable
before displacement occurs and will process the appropriate first stage payment
as soon as possible after displacement takes place. The second stage payment
should be processed as soon as possible upon the tenant’s return to the
improved dwelling.
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Permanent Displacement -Tenants’ Choice
In situations where a tenant moves out but decides not to return to their improved
home they will receive only the first part of the Temporary Displacement
Allowance.
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
Special Decant Allowance
The Special Decant Allowance is paid where the Housing Executive cannot
provide reasonable decant accommodation during a scheme and tenants assist
completion of the scheme by making their own decant arrangements for the
duration of the planned works.
The Special Decant Allowance can paid in two parts – half when the tenant
moves out of their home at the start of the decant period and the remainder when
the tenant returns to their improved home. The amount of allowance will depend
on the number of people within the tenant's family to be decanted and the
number of weeks the tenant has been decanted. Tenants entitled to the Special
Decant Allowance remain entitled to apply for Housing Benefit. In a situation
where a tenant moves in with a friend or relation they will be treated as a 'visitor'
so as not to affect their friend's or relation's Housing Benefit. Tenants who
receive the Special Decant Allowance remain entitled to the temporary
displacement payments.
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
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In Situ Payments
Remaining in Occupation during Rehabilitation/Modernisation
These payments are made under Section 39 of the Land Acquisition and
Compensation (N.I.) Order 1973 as amended by the 1981 Order. Under the
legislation, tenants seriously affected by the carrying out of works of their
dwelling may receive a payment.
A tenant is regarded as seriously affected by the carrying out of works to a
dwelling where:
The works are of such extent and duration that the Housing Executive considers
that it would be reasonable to offer the tenant suitable temporary residential
accommodation but such accommodation is not available on reasonable terms,
and
The tenant continues to reside in the dwelling during the period of the works.
The duration of the works is at least 6 days.
In general terms, to satisfy these criteria, a scheme must be such that the tenant
loses the use of services, cooking facilities, storage facilities, living/bedroom
accommodation, has to endure excessive plaster or brick dust in the air, or the
dwelling shell is not at all times wind and weather proof.
In assessing the duration of works, minor repairs or replacements are not
isolated but instead the total period of the works, as indicated on the Notice of
Completion/Ready for Occupation Notice, is taken to establish the period that is 6
or more days.
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
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Disruption without Displacement
There are cases, particularly in rural areas, where because of the required works,
it is not necessary for a tenant to be fully displaced but a caravan/mobile home is
provided to supplement the available accommodation. For example, to allow
added room for sleeping, dining, and cooking. In such circumstances, there is no
authority to pay removal expenses, but the costs of disconnection/reconnection
for gas and electricity and other acceptable charges may be refunded.
Telephone charges may also be payable.
The District Manager considers such claims, with supporting bills.
The District Manager will advise the tenant of the amount agreed for payment
and will requisition cheques from the Area Finance Section using the standard
requisition form.
The District Manager should consider the circumstances and decide if the In-Situ
Payment policy applies.
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Special Decant Allowance for Mobile Homes or Caravans
In addition to a Temporary Displacement payment, tenants are eligible to receive
a single SDA Mobile Homes/Caravans where they are decanted into a mobile
home/caravan, for a minimum period of two weeks.
This payment is in recognition of the additional costs/inconvenience tenants in
such accommodation may experience.
The SDA Mobile Homes/Caravans can be made to eligible tenants on completion
of the minimum qualifying decant period of 2 weeks and is not dependent on
tenants having returned to their homes following completion of the works.
The District Manager will advise each tenant when the payment is being
processed.
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
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Emergency Grant
The Emergency Grant may be paid to tenants who have been forced to leave
their home because of an act of violence, threats to commit such acts or other
intimidation where the tenant is unwilling or unable to return to their home as a
result.
CIRCUMSTANCES IN WHICH EMERGENCY GRANTS ARE PAYABLE
All of the following conditions must be satisfied before an applicant will qualify for
the payment of emergency grant.
•
•
•
•
•
•
The applicant was an eligible tenant at the time of the intimidation incident.
The applicant applied to the Housing Executive or a registered housing
association for housing as a consequence of the intimidation incident and,
in relation to that application, was awarded intimidation points.
Following the intimidation incident, the applicant –
was permanently re-housed as a tenant of the Housing Executive or other
participating landlord; or
ceased to be an applicant for Housing Executive or registered housing
association accommodation and became a tenant of other accommodation
in Northern Ireland which the Housing Executive is satisfied is likely to
remain available to the applicant for a period of at least six months, or
became an owner occupier in Northern Ireland;
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
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Payments to Owner Occupiers
In the event of works planned for dwellings which have owner occupiers as
neighbours, there should not normally be any requirement to decant the owner
occupiers.
However, in extreme circumstances, a discretionary displacement grant may be
paid. This would only occur where both the Consultant/Contract Administrator
and the District Manager agree that, due to the extent of disruption, decanting the
owner-occupier is the best option.
The amount of displacement grant will be compatible to rates paid to Housing
Executive tenants within the constraints of the individual scheme.
Advice on this particular issue is available at the District Office.
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Home Loss & Disturbance Payments
Home Loss and disturbance payments are paid under the provisions of the Land
Acquisition and Compensation (NI) Order 1973 (the 1973 Order), as amended by
the Housing (Northern Ireland) Order 1981 and other relevant subsequent
Housing Orders 1981 - 1992. Home loss and disturbance are separate
allowances with similar but differing entitlement criteria.
Home Loss
What is a Home Loss Payment?
The purpose of a home loss payment is to acknowledge the personal upset
suffered by people, who over a number of years has become attached to their
home and who are obliged to move out on permanently as a result of statutory
action. For example, because of redevelopment or the making of a closing or
demolition order.
Who is entitled to a Home Loss Payment?
Claimants may be entitled to a Home Loss Payment if they have a legal interest
in the dwelling such as an owner / occupier or tenant and:
•
Had to move from their home because it was compulsorily acquired or
because of certain actions of a public authority and
•
Lived in the dwelling as their only or main residence for at least 1 year
immediately before they had to move.
How is Home Loss claimed?
For a claim to be paid it must be made in writing with sufficient particulars within
6 months of the claimant moving from their home.
How much is the Home Loss payment?
The amount of Home Loss paid is dependent on whether the claimant owns their
home or is a tenant.
For home owners the amount of Home Loss is 10% of the market value of the
dwelling from a minimum of £4,500 to a maximum of £45,000. The Valuations
and Lands Agency decide the market value of the property.
For tenants the amount of Home Loss payment is £4,500.
If 2 or more people are entitled to make a claim for a Home Loss payment for the
same dwelling the payment made on each claim will be equal to the amount of
the Home Loss payment divided by the number of people making the claim.
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Disturbance Payments
A Disturbance Payment may be paid when a person has had to move from their
home because it has been either compulsorily acquired or is subject to statutory
housing action requiring the person to be permanently displaced. A Disturbance
Payment is intended to meet expenses such as reasonable removal charges, re
installation of telephone and domestic appliances, adaptations or other losses
(but not cost of replacement) on carpets or curtains and other direct costs
associated with the move.
Who is entitled to a Disturbance Payment?
To qualify for a Disturbance Payment claimants must have been permanently
displaced from their home in consequence of:
•
•
•
•
The acquisition of the land by an authority possessing compulsory
acquisition powers; or
The making of a housing order in respect of the dwelling; or
The carrying out of any improvement to a house or building on the land or
redevelopment of the land.
In addition claimants must be in lawful possession of the dwelling from
which they are displaced to qualify for this payment.
How much is the Disturbance Payment?
The Housing Executive makes a minimum offer to all qualifying claimants. The
minimum amount will depend on whether the claimant owns or rents the property
they are moving from and if it is furnished. For owner-occupiers whether they
own or rent the property they have moved to. Claimants need to provide the
Housing Executive of proof of their lawful possession of the dwelling(s).
The categories of the minimum Disturbance Payment are:
•
•
•
•
A tenant moving from unfurnished rented (Housing Executive type)
accommodation
A tenant moving from furnished rented accommodation
An owner occupier moving to rented accommodation
An owner-occupier moving to another owner occupied dwelling
How is the Disturbance Payment claimed?
Claimants need to complete a claim form and return it to their local District Office
providing proof of their tenancy or ownership of the properties. The Housing
Executive will offer you a minimum offer based on the above categories. If the
claimant accepts the minimum offer the Housing Executive will forward the
payment within 4 weeks of receipt of the claim.
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What if the claimant considers the offer not to be reasonable?
If the claimant considers the minimum offer to be inadequate a claim for the
actual disturbance costs can be submitted. The completed claim form must
include receipts for all items claimed. Such claims will be referred to the District
Valuer at the Valuations and Lands Agency (VLA). The VLA will contact the
claimant or their agent directly to discuss the claim. If the level of the
disturbance offered by the VLA is considered unreasonable the case can be
referred to the Lands Tribunal for arbitration.
Can claimants seek assistance to make a disturbance claim?
Claimants may employ an agent to prepare and negotiate a claim on your behalf.
The Housing Executive will pay the agents fees depending on their expertise and
the services provided.
Where arrears are owed
As a statutory payment the Housing Executive must deduct arrears from the
payment and credit the tenants account.
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Payments to Tenants from 7th April 2008
2007/08
2008/09
High Rate
£238 Out
£325 on Return
£248 Out
£338 on Return
Standard Rate
£107 Out
£148 on Return
£111 Out
£154 on Return
Temporary Displacement Payments
After the 12th week, an additional £33 pw, for 10 weeks.
£ 212
Decant Allowance (Caravans)
£ 220
In-situ Payment
6 days to 2 weeks
£ 123
£128
More than 2 weeks
add. £ 32 pw
(Max. 4 wks)
add £33 pw
(Max. 4 wks)
£754
£ 754
Per Week for 1-2 person household
£ 92
Per Week for 3-7 person household
£110
Per Week for 8 or more person household £131
£ 96
£114
£136
Maximum allowed £249
Emergency Payment
Special Decant Allowance
Redecoration Allowance Applicable Amounts for 2008/09
Standard Rate
Living Room
Main Bedroom
Each other bedroom
Hall only
Hall, staircase and landing
Kitchen
Bathroom
W.C.
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£ 95
£ 62
£ 56
£ 47
£ 62
£ 56
£ 37
£ 28
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High Rate
Living Room
Main bedroom
Each other bedroom
Hall only
Hall, staircase and landing
Kitchen
Bathroom
W.C.
£169
£145
£141
£ 98
£251
£146
£ 91
£ 57
Maximum Redecoration Allowance
£770
Schedule of minimum Disturbance Payment Levels for claims processed
on or after the 7th April 2008
SCHEDULE OF MINIMUM DISTURBANCE
PAYMENT
Claimants in unfurnished rented property moving to
unfurnished tenancy
2008-09
£1,210
Claimants in furnished tenancy
£277
Owner occupier moving to rented property
£800
Owner occupier moving to owner occupied property
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£1,650
THE GRANTS SCHEME
This section will briefly explain how you may be able to get help towards paying
for repairs and improvements to your home.
There are different kinds of help to suit different needs, depending on the type of
property involved and the scale and type of works you want to carry out.
Key Points
Grants are subject to a means test with the exception of Home Repair
Assistance, Repairs Grants and Disabled Facilities Grants, where disabled
adaptations work is for children.
On major schemes you will be required to use a Warranted Builder. For
replacement grants you must use an approved contractor who can provide a 10
year guarantee on completion of the works. All grant aided electrical work must
be carried out by a contractor registered with the National Inspection Council for
Electrical Installation Contracting.
Lists are available from your local grants office.
Grants are either mandatory or discretionary.
Grants are not available in the following cases:
• If you are under the age of 18;
• if your property was built or converted less than 10 years before the date
of your application for grant (unless applying for Disabled Facilities Grant,
Home Repair Assistance Grant or Repairs Grant);
• if your property is a second or holiday home;
• if you want to carry out works that are not considered essential by the
Housing Executive: for example, grant is not normally available simply for
internal decoration or to enlarge a house or to provide more bedrooms or
living space;
• if you are a tenant of the Housing Executive or a registered Housing
Association.
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After approval of Grant
Completion of Work
The Housing Executive must give you one year from the date of formal approval
to complete the work, although extensions of time are possible. If the work is not
completed within the time limit the Housing Executive may refuse to pay the
grant.
A statutory notice may require you to complete the work sooner (e.g. on HMO
property).
Standard of Work
The Housing Executive is not responsible for the builder’s standard of work,
therefore it is helpful to employ experts such as an architect, and/or a surveyor.
The Housing Executive will however require the work to be executed to their
satisfaction for payment of grant purposes.
Payment of Grant
Invoices/receipts from builders are required by the Housing Executive before they
will make the final payment of grant.
If the final cost is less than the amount estimated, the Housing Executive can
reduce the amount of grant accordingly.
In some cases the Housing Executive may pay by instalments as the work goes
on. These may be required to be repaid if subsequent work has not been
completed satisfactorily.
The work has to be carried out to the satisfaction of the Housing Executive before
final payment of grant can be made.
The money is paid directly to you, or you can advise the Housing Executive to
pay directly to someone else, by way of assignment, for example, your builder.
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The Fitness Standard
A property is fit for human habitation unless in the opinion of the Housing
Executive, it fails to meet one or more of the following requirements and because
of that failure is not reasonably suitable for occupation.
Requirements:
•
•
•
•
•
•
•
•
•
•
•
•
•
it is structurally stable;
it is free from serious disrepair;
it is free from dampness prejudicial to the health of the occupants (if any).
Dampness which may be prejudicial to the health of the occupants (if any)
will depend on the location, persistence and level of dampness.
Dampness may be due to disrepair of the property, rising damp due to a
defective or lack of damp proof course, or may be due to condensation. If
any of these raises the relative humidity above 70% then it could be
determined to be prejudicial to health.
it has adequate provision for lighting, heating and ventilation.
Lighting is not adequate if the natural or artificial light is so poor that you
are unable to read small print.
For heating purposes the availability of electrical sockets is considered to
be adequate to maintain a reasonable temperature within the habitable
rooms.
Ventilation is adequate in habitable rooms when there is a reasonable
sized opening provided as part of a window. Mechanical ventilation is
adequate for other rooms.
it has an adequate piped supply of wholesome water;
there are satisfactory facilities in the property for the preparation and
cooking of food, including a sink with a satisfactory supply of hot and cold
water;
The minimum size of the kitchen will depend on the size of the property
and the number of occupants that the house is designed to accommodate.
it has a suitably located toilet for the exclusive use of the occupants (if
any);
it has, for the exclusive use of the occupants (if any) a suitably located
fixed bath or shower and wash-hand basin each of which is provided with
a satisfactory supply of hot and cold water;
it has an effective system for the draining of foul, waste and surface water.
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Types of Grants Available
There are five main types of grant for which you may be able to apply.
Renovation Grant
This is the main type of grant for which owner occupiers, landlords and tenants
are likely to apply. The main purpose of Renovation Grant is to bring an unfit
property up to the standard of fitness for human habitation.
Who can Apply?
Owner Occupiers
• if you are or will be, the freeholder or leaseholder with at least 10 years of
your lease still to run and
• the property is the only or main residence for yourself or a member of your
family.
When you make an application you will be asked to sign a certificate of owner
occupation.
Landlords
• if you are, or will be, a freeholder or leaseholder with at least 10 years of
your lease still to run and
• the application relates to a property let on a residential basis (not as a
holiday home).
When you make an application you will be asked to sign a certificate of intended
letting.
Tenants
You can apply for a Renovation Grant if you are specifically liable under the
terms of your tenancy for carrying out the work, and you have signed your
tenancy agreement before 1 December 2003.
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Disabled Facilities Grant
Disabled Facilities Grant (DFG) is designed to help make the home of a person
with a disability more suitable for them to live in and to help the person manage
more independently in the home.
Who Can Apply?
Owner occupiers, Tenants or landlords (on behalf of the Tenant);
Those registered or eligible to be registered as disabled;
You can apply on behalf of a person with a disability living in your home.
The Housing Executive will check that the proposed work is necessary and
appropriate to meet the needs of the occupant with a disability and that the work
is reasonable and practicable given the age and condition of the property.
The Housing Executive will consult with the Health & Social Services Board Trust
to receive a specific recommendation for appropriate adaptations.
What is Disabled Facilities Grant available for?
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Facilitating access to and from your home.
Making access easier to the rooms in your home.
Providing suitable bathroom and kitchen facilities which allow greater
independence.
Adapting heating or lighting controls to make them easier for you to use.
Improving the heating system in your home.
Making provision around the home which will help you, as a person with a
disability, to care for someone living with you who is dependent on you for
care.
Disabled Facilities Grant may also be available to make a home suitable for the
accommodation, welfare or employment of a person with a disability.
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Repairs Grant
This grant is available to help with the cost of repairs to dwellings following the
service of certain statutory notices by the local Council, i.e., Certificates of
Disrepair or Public Health Notices.
Who Can Apply?
Landlords and tenants on whom the statutory Notices have been served.
What is Repairs Grant Available for?
It is available for the repair or replacement of existing items. This does not
include provision of amenities for the first time, for example, to provide a
bathroom where none previously existed.
Grants will be paid for work within the curtilage of the dwelling. They are not
available for repairs to outhouses, such as garages or garden sheds.
Once a notice has been served, grant aid is mandatory.
Replacement Grant
This is available for unfit dwellings situated in rural areas where complete
replacement of a property is considered more suitable than renovation.
What types of property are eligible?
The property must be unfit and in a rural area. The property can be occupied or
vacant. If vacant the applicant must be in urgent housing need under the
Housing Executive's Selection scheme and have strong social or economic ties
to the area. If the property is occupied, the applicant, or a member of his/her
family, must have occupied the property for at least one year before making the
application.
Who can apply?
• Only available to owner occupiers and landlords, not to tenants.
• As with the Renovations Grant, you must sign a future occupation
certificate i.e. Owner Occupation Certificate, or a
• Certificate of Intended Letting for Landlord Applications.
What is Replacement Grant Available For?
If the Housing Executive decides that it is the best solution, taking into account all
the relevant circumstances, a replacement grant may be given for the complete
demolition of an existing dwelling and its replacement with a new dwelling. The
replacement dwelling will normally be located on the site of the original dwelling
although there may be situations when the relocation of the replacement dwelling
within the land holding of the applicant may be permitted.
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Home Repair Assistance Grant (HRAG)
Assistance is given for small but essential works to your home.
The grant will cover the cost of the work (including labour) if you employ a
contractor, or the cost of materials used for doing the work.
HRAGs are always discretionary, therefore it is up to the Housing Executive
whether you receive help in this way.
There are no limits on the age of your property.
Who Can Receive Assistance?
Owner occupiers and private sector tenants. You may have to be in receipt of
Income Based Job Seekers Allowance, Working Tax Credit, Housing Benefit or
Pension Credit (guarantee credit element).
If you are infirm or disabled.
How Much Can You Get?
The Housing Executive can pay up to a maximum of £5000 in relation to a single
property over 3 years.
Assistance can cover the work, the provision of materials or a mixture of both.
Houses in Multiple Occupation
Grant is available to cover a wide range of work in properties where applicants do
not form a single household.
Who Can Apply?
Only an owner, who is also a landlord, can apply. This grant is not available to
occupants. A certificate will have to be provided stating that you have, or
propose to, acquire an owner’s interest in the property and that you intend to let
or license the HMO to others.
For what is HMO grant available?
• To make HMO fit for human habitation.
• To make HMO fit for the number of occupants.
• Where there is overcrowding, the Housing Executive may take steps to
reduce the number of occupants in the house, rather than improving.
Grant may be provided to convert a property into an HMO; it also may be
available for work in HMO’s similar to the work for Renovation Grants.
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The HMO Fitness Standard
The Housing Executive is responsible for ensuring that HMOs meet a number of
requirements in relation to the overall condition of the dwelling. The standards
which will be applied will depend upon the number of people living in the
dwelling.
Specifically, we will be looking to ensure that:
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The house is fit for human habitation;
There are adequate fire precautions which provide means of escape from
fire;
There is no overcrowding of bedrooms;
There are a sufficient number of WCs, baths/showers, cookers and
cupboards for the number of people in residence;
The house is generally clean and in good order.
Group Repair Scheme
A Group Repair Scheme is undertaken by the Housing Executive to provide
assistance to owners within a terrace of private houses to improve the exterior of
their properties. An architect appointed by the Housing Executive identifies the
external work required to each property and the Housing Executive appoints a
contractor to carry out the work to the group of properties.
The type of work carried out in a Group Repair Scheme can include, where
necessary, re-roofing, new windows and doors, replacement of guttering and
down pipes, repainting/rendering of brickwork and replacement of garden walls,
fences and railings.
The Housing Executive will meet 50 % of the cost of the work to houses included
in a Group Repair Scheme. However, owners’ contributions can be reduced if
they agree to a test of their financial resources. Some owners on low incomes
may have no contribution to make toward the cost of the Group Repair work to
their homes.
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Test of Resources
The aim of this test is to direct financial help at those who can least afford to pay
for works to their properties. The test enables the Housing Executive to work out
how much you are deemed to be able to pay towards the approved cost of the
works.
The amount of grant you receive will be the difference between the amount you
are calculated to be able to afford and the total approved cost of the work eligible
for grant.
For owner occupiers and eligible Tenants the TOR will apply to the applicant and
Where there are couples, married or not, they will be subject to one test covering
both incomes and savings.
Where there are joint owners or Tenants living in the property, the TOR will be
applied individually to each person or couple, whether they have applied for grant
or not.
In a Disabled Facilities Grant the test will normally apply to the person with a
disability.
How does the test work?
The test will calculate your average weekly income including any income derived
from savings over £5000. This will be set against an assessment of your basic
needs which takes into account your family status (including children) and special
needs like old age or single parenthood.
If your financial resources are below this assessment your contribution will be nil.
The full approved cost will be covered by grant. If you are the only applicant and
you receive Income Support your contribution will be nil.
If your financial resources are more than this assessment then part of your
remaining income will be used to calculate the size of loan you are deemed to be
able to afford to pay for the work.
This affordable loan is then deducted from the approved cost of the work. You
will receive grant to cover any remaining approved cost.
Therefore:
Amount of grant = approved cost of work - affordable loan.
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The approved cost of the work will be determined by the Housing Executive
Schedule of Rates rather than the Builders estimate supplied by the applicant.
Landlords Rent Assessment
A Rent Assessment will take account of the relevant work and the increase in
rental income you could receive from the individual property following renovation.
TOR/Rent Assessments do not apply to
- Home Repair Assistance
- Repairs Grant
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Making an Application for a Renovations Grant
How Do You Apply?
You should complete a Preliminary Enquiry Form. You can get one from your
local Housing Executive Grants Office.
The Grants Office will notify you when your property will be inspected. If your
property is eligible for grant aid, we will give you a list of all the works that must
be carried out to receive grant aid.
You will be asked to provide the Housing Executive with all the necessary
documentation, which includes proof of ownership, plans, estimates, building
control and planning approval.
When all the necessary documents have been received you will be asked to
complete a formal Test of Resources (TOR) form. This will provide details of
your income and family circumstances to enable us to calculate your contribution,
if any, to the approved cost of works.
You will then receive your formal approval to start work. You will have12 months
to complete the work. Grant will be paid on completion of the work to the
Housing Executive's satisfaction.
NB. Do not start work until your application has been formally approved, in
writing, by the Housing Executive. If you proceed without written approval the
Housing Executive may refuse to pay you any grant.
Joint Owners
Only one need apply for the grant although the consent of the other is required.
All others living in the property, (or who intend to reside there following
completion of the works), will be subject to the TOR.
If there is a joint owner who does not live in the property his/her consent may be
required for an application to be made but the TOR would not apply to him/her if
non-residency is still applicable after completion of the relevant works.
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Selling Your Property
If you sell the freehold/leasehold of your property within a certain period of time
after receiving the grant, you will be required to notify the Housing Executive who
may ask you to pay back the grant, or part of it.
If you sell the property within 5 years you may have to repay all or part of the
grant.
Exceptional circumstances may arise when repayments will not be required.
If you have received a DFG as an Occupying Tenant, you will not have to repay
the grant if you sell your property.
If you dispose of your property before the grant work is completed then final
payment of grant cannot be made and any instalments already paid may be
recouped.
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COMPLAINTS PROCEDURES
Service Standards
Internal Complaints
The Housing Executive will:
•
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acknowledge complaints within 3 days of receipt;
where possible, supply a full written report within 15 working days of
receiving a complaint.
Neighbour Disputes
The Housing Executive will:
•
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Quickly and formally acknowledge all reports of antisocial behaviour.
Seek to investigate all reported instances of antisocial behaviour at District
Office level in a timely manner.
Internal Complaints Procedure
Why Complain?
The Housing Executive provides help and advice to its tenants and members of
the public on housing matters. We aim to provide good quality services.
The Tenants Charter sets out the standards of service the public can expect from
each of our offices.
If you are unhappy with the way your case has been handled you may wish to
make a formal complaint.
What is a Complaint?
A complaint is any dissatisfaction about a decision or the work of the Housing
Executive.
This includes objections, appeals or inquiries about decisions taken in the lack of
services or manner in which the service was provided.
A complaint can be made in writing, by phone or in person.
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How to Complain
A problem should first be reported to the District Office. Most complaints will be
dealt with informally at this level.
If your complaint is about improvement grants, you should contact your local
Grants Manager.
If your complaint concerns house sales, you should contact your local Land and
Property Manager.
First Stage Complaint:
If you are dissatisfied with the local attempt to resolve the problem, the issue may
be raised formally with the Area Manager. The Area Manager will designate a
Complaints Officer who will acknowledge your complaint within three working
days and ensure that a full response is sent within 15 working days where
possible.
Second Stage Complaint:
Following this, if you are still dissatisfied, you can write to the Chief Executive
who will acknowledge the complaint within three working days and reply to it
within 15 working days where possible.
Independent Review:
Finally you can complain to the Commissioner of Complaints who is independent
of the Housing Executive.
The Chief Executive is located at:
The Housing Centre
2 Adelaide Street
Belfast
BT2 8PB
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Northern Ireland Ombudsman
If you are not happy with the final response that you receive from the Housing
Executive you can ask the Northern Ireland Ombudsman to investigate your
complaint. The Ombudsman will normally only deal with a complaint if the
Housing Executive has been given an opportunity to respond.
The Housing Executive is obliged to co-operate fully with any investigation.
The Ombudsman’s address is:
The Ombudsman
Freepost
Belfast
BT1 6BR
Freephone 0800 343424
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Neighbour Disputes Procedure
The Housing Executive has a formal procedure for dealing with complaints about
its services. A separate leaflet, ‘Making a Complaint’, explains that process.
There are, however, occasions when tenants experience difficulties with their
neighbours. These may be due to misunderstanding, failure to acknowledge the
rights of others, or caused by nuisance.
In meeting its broader quality service aims, the Housing Executive has introduced
the Neighbour Disputes Procedure to help neighbours resolve difficulties.
When to Contact the Housing Executive
It is in everyone’s interest for neighbours to live in harmony. If problems do arise,
they should feel able to discuss and resolve them amicably.
However, there may be situations where this proves difficult. In such cases, an
individual may feel a third party, such as the Housing Executive, can help.
If a difficulty does arise with your neighbour which you feel cannot be resolved by
yourself, you can report it to the local Housing Executive District Office.
You will be asked to provide as much information as possible about the nature of
the dispute and who is involved in it.
Action by the District Office
On receipt of a complaint about a neighbour, the information will be passed to the
officer responsible for the area. A preliminary investigation will be carried out and
the best course of action will be decided on.
Depending on the nature of the dispute, the Housing Executive may take action
or refer the matter to another agency which has the particular responsibility, for
example, in dealing with noise nuisance, harassment, or pets. If it is clearly a
housing matter, such as a breach of tenancy conditions, the District Office will
take appropriate action.
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Classifying a Complaint
In order for the District staff to decide on the most appropriate action, each
neighbour related complaint will be classified into 1 of 2 categories.
Category 1 Housing Executive Responsibility.
This category relates to cases of antisocial behaviour, which can only be
remedied or resolved by the Housing Executive.
Category 2 Referred to Other Agency
This category relates to cases of antisocial behaviour, which can only be
remedied or resolved with the assistance of other agencies.
The classification will establish the initial investigation period and whether the
Housing Executive or another agency should be responsible in an individual
case.
In either event, the investigating Housing Officer will contact you to explain the
investigation’s findings and the course of action which will have already been
started.
If you wish further information on the Procedure or advice on a specific case,
please contact your local District Office.
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Complaints About Fuel & Electricity
Coal or Other Solid Fuels
Anyone who has a complaint about Coal or Smokeless Fuel should, firstly,
complain to their coal merchant, or the Northern Ireland Coal Advisory Service. If
they are not satisfied with the response, they can then refer the matter to the
General Consumer Council who will give advice or take the matter up on their
behalf.
The Northern Ireland
Coal Advisory Service
Lowes Industrial Estate
31 Hillsborough Road
Belfast
BT8
Telephone 0845 7125 300
(calls are charged at local rates)
The General Consumer Council
for Northern Ireland
Elizabeth House
116 Holywood Road
Belfast
BT4 1NY
Telephone 028 9067 2488
Natural Gas (excluding bottled gas and gas supplied in bulk tanks)
Anyone who has a complaint about Natural Gas should, firstly, complain to their
gas installer. If they are not satisfied with the response, they can then refer the
matter to Phoenix Gas, and ultimately the General Consumer Council who will
give advice or take the matter up on their behalf.
The General Consumer Council can be contacted at the address above.
Phoenix Gas can be contacted at:
Phoenix Natural Gas
19 Clarendon Road
Clarendon Dock
BELFAST
BT1 3BG
Telephone: 028 9055 5555
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Electricity
Anyone who has a complaint about Electricity should, firstly, complain to
Northern Ireland Electricity. If they are not satisfied with the response, they can
then refer the matter to the Office of Electricity Regulation (OFREG) who will give
advice or take the matter up on their behalf.
Northern Ireland Electricity can be
contacted at:
Northern Ireland Electricity
120 Malone Road
BELFAST
BT9 5HT
Telephone: (a list of emergency
And other enquiry numbers can
Be found in the phone book
Under ‘electricity’).
OFREG can be contacted at:
The Office of Electricity
Regulation
Brookmount Buildings
42 Fountain Street
BELFAST
BT1 5EE
Telephone 08457 660456
Oil
Anyone who has a complaint about oil should firstly complain to the installer. If
they are not satisfied with the response, they can refer the matter to:
OFTEC
Century House
100 High Street
Banstead
Surrey
SM7 2NN
Heatsmart offers a free & independent heating advice service for Housing
Executive tenants who have or are about to have a new heating system installed.
Telephone: Heatsmart Freephone 0800 512012.
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HOME ENERGY CONSERVATION
The Housing Executive as Home Energy Conservation Authority for Northern
Ireland is keen to bring the energy efficiency message out into your community!
Energy efficiency within the home is aimed at achieving maximum comfort at
minimum cost to the householder and at the same time, minimising damage to
the environment.
Every time we switch on a light, cook a meal or turn up the thermostat we use
energy. Whichever type of fuel is used, we add to the release of carbon dioxide
(CO2) into the atmosphere, which ultimately contributes to the threat of global
warming.
Whilst the use of energy within the home is an essential part of daily life,
nevertheless, an excessive amount of energy is wasted and lost within our
dwellings due to:
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Lack of insulation or inadequate insulation
Inefficient heating and hot water systems
Unnecessary ventilation
Energy inefficient lights and appliances
Poor practices in the use of energy.
WASTING ENERGY WASTES MONEY
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An average house can save £250 per year by installing energy saving
measures;
A community of 100 houses can save £25,000
A community of 500 houses can save £125,000
Why be Energy Efficient?
Apart from saving money, there are many other benefits to be obtained from
energy efficiency;
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Less fuel debt and fuel poverty
Greater warmth and improved comfort within the home
Reduced risk of ill health
Increased value of home
Reduced emissions of CO2 and other pollutants
Economic benefit through job creation & increased disposable income.
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HOW IS HEAT WASTED?
Heat can escape from the home through the fabric of the building and amounts
lost can be measured as follows:
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35% lost through walls,
25% through roof,
10% through windows,
15% through floors and
15% through draughts.
HOW CAN HEAT LOSS BE STOPPED?
You can significantly reduce heat loss by taking some or all of the measures
listed below to make your home more energy efficient.
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Insulate walls, roof, floors, hot water tanks and pipes.
Draught proofing doors and windows
Heating controls such as thermostatic radiator valves and room
thermostats
Conversion or upgrading of heating systems
Condensing or high efficiency boilers
Double glazing (when replacing windows)
LOW COST MEASURES TO PREVENT HEAT LOSS AND WASTED ENERGY
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Fit shelves above radiators to deflect heat out into the middle of the room
Fix dripping hot water taps immediately
Draught proof letter boxes, gaps at skirtings etc
Lag tanks and pipes.
Fit low energy light bulbs which only use around one fifth of the energy of
an ordinary bulb & buy energy efficient appliances even if they cost slightly
more as they will be cheaper to run.
NO COST MEASURES!
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Close curtains at night to keep the heat in but don’t let them drape over
radiators as this funnels heat upwards
Do not block radiators with furniture as this prevents heat radiating
outwards and can also cause damage to furniture
Keep internal doors closed to reduce draughts
Turn off lights you don’t need
Do not leave the TV on standby when not in use – turn it off and don’t
leave mobile phones on charge unnecessarily
Defrost fridges and freezers regularly to ensure they run efficiently
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•
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Use a toaster rather than the grill when making toast
Only use the amount of water you need when boiling the kettle(but be sure
to cover the element of an electric kettle)
Put the plug in the sink and never leave hot taps running
If you can, wait until you have a full load before using washing machines
and tumble dryers
What Help is Available?
Help For Housing Executive Tenants
The Housing Executive’s heating policy means that over the next 10 –12 years
as existing heating systems become obsolete they will be upgraded with new
more efficient heating systems such as gas where available and oil where gas is
not available.
Insulation measures where required are also carried out under External Cyclical
Maintenance Scheme which routinely take place all on properties.
Heating replacements can be carried out under the welfare programme where
the tenant cannot manage a coal fire.
Heat Smart is an organisation which provides free help and advice to Housing
Executive tenants on managing their heating system and measures to make their
home more energy efficient. For further information contact freephone 0800
512012.
Help For Home Owners
The Housing Executive in conjunction with other organisations such as NIE, DSD
etc periodically introduces for limited periods cashback schemes to encourage
homeowners to install energy efficiency measures in their homes. These can
take the form of insulation measures, or high efficiency boilers etc.
Housing Executive grants are specifically aimed at homes that are unfit but for
those that qualify, energy efficiency work can, in some circumstances, be
included within the scheme.
Grants are currently available for renewable energy technologies such as; solar
water heating, solar photovoltaic panels which generate electricity, ground source
heat pumps, small scale wind, small scale hydro and wood burning systems. To
find out more about the grants contact the Renewables Officer on 0800 512 012.
The “Warm Homes” grant is available for low-income homeowners for loft
insulation/cavity wall insulation and draught proofing. Householders over 60 and
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in receipt of a qualifying benefit may also be eligible for upgrade or conversion of
heating system.
For more information on any of these grants and to find out how you as an
individual householder and as part of a community can save energy and save
money ring freephone 0800 512012.
Training for Community Advisers
Belfast Energy Advice Centre has developed a key role in training advisors:
A one-day training course is available to provide community workers with basic
information on energy advice within the home. The course enables the
community workers to be in a position to advise householders where to get more
comprehensive information. This course is free.
A formal qualification is also available in City and Guilds Energy Awareness,
which involves a three-day course followed by a short examination leading to a
certificate.
For any issue related to energy efficiency contact freephone 0800 512012.
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NEIGHBOURHOOD RENEWAL
The national agenda
The Neighbourhood Renewal agenda was initiated by the Labour government on
taking office in 1997, and was a new response to the increasing gap between the
quality of life experienced by people in the most disadvantaged urban
communities and those living in the rest of the country.
A new strategy - ‘A New Commitment to Neighbourhood Renewal: National
Strategy Action Plan’ – was launched in January 2001, and set out the long-term
approach to renewing the poorest neighbourhoods based on:
Identifying and tackling the worst areas
‘Mainstreaming’ regeneration across government policies and spending
Co-ordination of programmes and plans through joint working and partnerships at
all levels and with all stakeholders
Empowerment and involvement of the community in driving regeneration
The modernisation of public services delivery
The local context
In line with this national agenda and the New TSN policy, government has made
a commitment to renew Northern Ireland’s most disadvantaged urban
neighbourhoods. The Department of Social Development is taking the lead in
this task and has adopted ‘neighbourhood renewal’ as the theme of its new urban
regeneration strategy for Northern Ireland.
The new strategy is designed to reflect the Department’s mission statement of
“Together, tackling disadvantage, building communities”, and it is acknowledged
that it will reflect to a large extent the principles on which the National Strategy is
based.
It was launched in 2003, and will be followed by more detailed area strategies
from Belfast Regeneration Office, North West Development Office and Regional
Development Office.
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What this means for the Housing Executive
While the strategy will not be overtly housing-led, it will have a particular
significance for the Housing Executive. While the vast majority of our estates are
stable, safe and healthy environments it is still the fact that the most
disadvantaged individuals and communities are more likely to be concentrated
either in social housing estates or in declining inner-city areas normally requiring
our intervention for physical renewal.
However, what is pleasing about the Department’s proposals - and indeed the
national strategy’s - is that they largely mirror the Housing Executive’s approach
over many years to addressing disadvantaged areas, in which we have:
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brought forward policies and strategies to address the various issues
which individually and together create disadvantage e.g. our Community
Relations & Community Safety Strategy, Housing & Health etc.
systematically sought to identify, prioritise and direct housing programmes
and investment at those areas in greatest need through such mechanisms
as Estate-Based Strategies, Local Housing Area analysis, Housing Market
profiles, Area Survey and Economic Appraisal, Town and Strategic
Studies, and physical and social surveys.
developed the capacity of local communities through the Tenant &
Community Involvement Framework, and ensured their participation and
leadership in both identifying the issues and problems of their own areas
and in formulating strategies and solutions to address them. In many
instances the genesis of community fora and partnerships has been in
tenants and residents associations.
proactively encouraged co-ordinated and comprehensive action beyond
pure housing matters in such areas by establishing or participating in interagency and multi-sectoral partnerships to deliver wide-ranging area
initiatives.
continued to improve the delivery of estate and neighbourhood services
through such initiatives as Neighbourhood Wardens.
The Housing Executive is therefore in an extremely strong position to support the
Department in driving forward its strategy.
We are currently preparing a Regeneration Prospectus and Programme for the
Housing Executive to both demonstrate how we are responding to this national
and local agenda and to provide a strategic overview and direction to our
activities in this field in support of the Department’s strategy. However given
what we are already doing as described above it is likely that the Prospectus and
Programme will build on existing priorities, strategies and initiatives across
Northern Ireland.
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COMMUNITY SAFETY/ANTI SOCIAL
BEHAVIOUR
Mission Statement
The NIHE acknowledges that every individual is entitled to live in peace within
their neighbourhood and that to provide a quality service, anti- social behaviour
must be addressed effectively.
We are committed to tackling anti-social activity wherever it occurs on our estates
and in whatever form it presents itself.
We will seek to respond to instances of anti-social behaviour whether the
complainant is a Housing Executive tenant, private tenant, owner occupier or any
other person visiting or engaging in a lawful activity within the locality of our
property.
Introduction
This section provides information on:• The mainstream services introduced by the Housing Executive to address
anti social behaviour,
• The Legal Powers available to the Housing Executive to address anti
social behaviour
• The Housing Executive’s partnership arrangement which contribute to the
delivery of the wider Community Safety agenda.
• What you should do if you are experiencing anti social behaviour
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Mainstream Services
Community Safety Team
Established in November 2000, this centralised team, located in Headquarters in
Belfast is responsible for the processing of those cases of anti social behaviour
requiring legal action.
The Community Safety Team also contributes to the development of
organisational policy and staff training, and is instrumental in developing a more
pro active approach to preventing anti social behaviour from occurring.
Mediation Service
The Housing Executive’s Mediation Service, which forms part of the Community
Safety Team, was established in 2002. It was initially piloted in three district office
areas before being incrementally rolled out to all district offices.
In its first year of activity the Mediation Service received 27 referrals. Each
following year demand has increased, with 2005/06 producing 64 cases. The
Service is currently staffed by 3 mediation officers.
Although its primary focus will remain as the resolution of neighbour disputes, the
Service has the potential to extend its activities into other areas, such as the
prevention of youth homelessness.
Neighbourhood Wardens
The Housing Executive currently employs 67 Neighbourhood Wardens. The role
of the Wardens is to ensure that specific estates are kept clean and safe. They
are an on site housing management presence and are easily accessible to all
tenants.
In doing so, Wardens provide a range of services relating to environmental
management , housing management, community safety and community
involvement.
Neighbourhood Wardens who are deployed throughout our estates and provide
an invaluable support to tenants and the wider community.
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Legal Powers
The Housing Executive has at it’s disposal a wide range of legal powers to
address anti social behaviour. Legal action will only be used when all other
measures have been tested or deemed inappropriate. These powers are
contained in two pieces of legislation:Housing (NI) Order 2003.
This statute provides the Housing Executive with enhanced powers to repossess
a property on the grounds of anti social behaviour, to seek an injunction to stop
anti social behaviour and introduce Introductory Tenancies.
Repossession
Grounds 2 +3 of the 2003 Order are specific to nuisance to neighbours and are
used to secure the repossession of a property. The Housing Executive may
consider possession proceedings in respect of a secure tenancy if there has
been a breach of the General Conditions of Tenancy, and the Statute detailed
below.
Ground 2
“The tenant or a person residing or visiting the dwelling house:
a) Has been guilty of conduct causing or likely to cause a nuisance or
annoyance to a person residing, visiting or otherwise engaging in a lawful
activity in the locality ,or
b) Has been convicted of:
a. Using the dwelling house or allowing it to be used for immoral or
illegal purposes, or
b. An arrestable offence committed in or in the locality of the dwelling
house
Ground 2A
The dwelling house was occupied (whether alone or with others) by a married
couple or a couple living together as husband and wife and:
a) One or both of the partners is a tenant of the dwelling house
b) One partner has left because of violence or threats of violence by the
other towards:
c) That partner, or
a. A member of the family of that partner who was residing with that
partner immediately before the partner left, and
b. The court is satisfied that the partner who has left is unlikely to
return while the other continues to occupy the dwelling house.
Ground 3
This ground covers the condition of the dwelling-house or of any of the common
parts has deteriorated owing to acts of waste by, or neglect by the tenant.
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Injunctions
The Housing (NI) Order 2003 affords the Housing Executive the ability to seek an
injunction in respect of anti-social behaviour. These proceedings are not
restricted to Housing Executive tenants but can be initiated in respect of any
individual who engages or threatens to engage in conduct causing or likely to
cause a nuisance or annoyance to a person residing in, visiting or otherwise
engaging in a lawful activity in residential or locality of the premises.
An injunction is an order of the Court, which instructs a person to do or refrain
from doing something.
A request from the Housing Executive to the Courts to grant an injunction would
be an immediate reaction to serious incidents of anti-social behaviour. A breach
of an Injunction granted by the Court may result in imprisonment.
Introductory Tenancies
The Housing Executive’s implementation of Introductory Tenancies commenced
in April 2004. Since then, all new tenants have been signed up to a twelve month
probationary tenancy which provides the Executive with legal powers to fast
stream any case of anti social behaviour through the courts.
The Anti-Social Behaviour (N.I.) Order 2004
The Anti-Social Behaviour (NI) Order 2004 came into operation on 25th August
2004 and enables the Housing Executive to apply to the courts for an Anti-Social
Behaviour Order (ASBO) on application, having consulted the Police Service for
Northern Ireland (PSNI) and the relevant District Council.
An ASBO is not a criminal conviction, but is a Civil Order, however breach of an
ASBO is a criminal offence which can carry a maximum penalty of 5 years
imprisonment and/or an unlimited fine.
ASBOs are intended to protect people in the community from further acts or
conduct that would cause harassment, alarm or distress to one or more persons
not of the same households as the individual. They represent an additional
power afforded to the Housing Executive to address anti social behaviour
Anti-Social Behaviour Orders can be obtained in respect of any person aged 10
years old and upward.
Non Statutory Remedies to ASB
While the Housing Executive will continue to use its legal powers to address anti
social behaviour, not all reported cases are appropriate for legal action. The
majority of incidents reported to the Executive are of a minor nature or involve
individuals who may not be an Executive tenant. Given this scenario, the
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Executive has introduced a range on non statutory measures to resolve such
issues.
The following are the provisions that the Housing Executive have within its’
powers to address anti-social behaviour. As can be seen there are a number of
preventative measures adopted by the organisation and it should be noted that
each case of unacceptable behaviour will be investigated and dealt with on an
individual basis.
The action taken to attempt to stop and prevent further incidents from occurring
will be dependent upon they type and nature of the behaviour. The Housing
Executive is committed to engaging with other Statutory and voluntary agencies
in an attempt to resolve issues where anti-social behaviour is occurring.”
Acceptable Behaviour Contracts (ABC’s)
The use of ABC’s has become operational in the Housing Executive since
2005/2006
What is an ABC?
An ABC represents an effective method of early intervention designed to get the
individual involved in the anti social behaviour, to acknowledge their behaviour,
develop an understanding of its adverse impact on the community and to stop it.
Problems tackled would mainly centre round quality of life issues for local people
such as noise, graffiti.
An ABC is a voluntary written agreement between an individual 10 years of age
or over in any tenure grouping, who has been involved in anti social behaviour.
The use of an ABC has no legal standing and the objective is to stop the
unacceptable behaviour rather than punish perpetrators
The use of an ABC can warn the perpetrator of the consequences of the antisocial behaviour and afford the individual the chance to improve their behaviour,
and can act as a deterrent when legal actions such as possession proceedings or
an Anti social behaviour order may follow any breach of the ABC.
It is recognised that there may in instances be underlying causes which have
contributed to the unacceptable behaviour.
“Assisting People and Communities” (APAC)
This initiative is a partnership arrangement with NIACRO’s Resettlement Team
Project. This project offers a voluntary diversionary service for individuals
involved in the ABC process and offers a wide range of services which aims to
help people to continue to live in their home and community and address any
problems which may have led to difficulties with neighbours.
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Partnership Working
In addition to the delivery of mainstream services, the Housing Executive
acknowledges the importance of partnership working in building safer
communities. A number of partnering initiatives are ongoing at the present time
with the Northern Ireland Office (NIO), Belfast City Council (BCC) and the
Community Safety Unit (CSU).
Neighbourhood Officers
Over the last year the Housing Executive has been partnering BCC in a new and
unique warden based service. The work of the “Neighbourhood Officers’”
encompasses both District Office and Council activities, focusing primarily on
housing and environmental management. At the present time these Officers
cover four areas of Belfast: Lower Ormeau; Shankill/Woodvale; Newtownards
Road/The Mount; and Lower Falls.
Lock out Crime Scheme (LOCS)
The Housing Executive is delivering a home security initiative called LOCK OUT
CRIME, on behalf of the Northern Ireland Office which will provide additional
home security measures to approx. 18,000 older households in Northern Ireland.
The entry requirement for inclusion in this scheme are:
• Applicant must be aged 65 or over
and
• Be in receipt of Housing Benefit or Rate Rebate
Estates Plus Initiative
This community safety initiative has now been introduced into 5 estates (one in
each Area) across Northern Ireland. Project groups, consisting of representatives
from the local district office, other statutory agencies and representatives from
the local community associations have been established to manage each
initiative.
The objectives of the Estates Plus initiative are to :
• Reduce anti-social behaviour
• Improve inter agency working
• Reduce the Fear of crime
• Improve environmental conditions
• Improve the quality of life of residents of the estate/area.
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What you should do if you are experiencing anti
social behaviour?
If you are experiencing anti social behaviour you should immediately report it to
your local District Office. Call in, phone or write to us, or speak to your
neighbourhood warden.
The District Office will acknowledge receipt of your complaint and, if necessary ,
arrange a time and place to talk to you.
During the interview, you and your Housing Officer should agree a plan of action
to stop the nuisance. You may decide that it would be useful to talk to the
individual you have made the complaint against.
If this does not work or is not appropriate, the Executive will talk to the individual
and try to persuade them to change their behaviour.
If the problem persists, we may take legal action. If so, we will need evidence and
you may be asked to complete an Incident Diary. If necessary, you will be asked
to involve other agencies, for example the police or the Council.
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RURAL HOUSING
This section will explain the aims and issues relating to the Housing Executive's
rural housing policy. This policy, known as ‘Places for People’ applies to both
public and private sector housing concerns across our rural towns, villages and
smaller settlements.
Rural regeneration aims to make the best use of the existing environment whilst
considering the need for future sensitive development. The Housing Executive, in
recognising that rural areas need special consideration, produced a separate
Rural Housing Policy in 1991, which has been updated in 1999/2000.
This rural housing policy seeks to address the difficulties in many aspects of rural
life whilst also recognising that housing plays a key role in the overall
regeneration of an area.
The Housing Executive accepts that rural development cannot be achieved
through economic policies alone. Placing people back at the heart of rural
communities can act as a catalyst for other developments whilst enhancing
quality of life, skills, social activities, schools, public services and most
importantly, investment in financial terms.
The Housing Executive therefore aims to work with other agencies so that
housing can contribute to broader rural development.
The introduction of the rural housing policy has resulted in specific procedures
being put in place to help improve living standards without compromising the
positive aspects of living in the country.
The current rural housing policy ‘Places for People’ effectively examines the full
range of Housing Executive work to see if different rural circumstances mean that
a tailored ‘rural’ approach is required. Some examples of this are set out below.
Improving Housing Conditions
The most significant measure to improve house conditions and reduce the level
of unfitness is the Housing Executive's Grant scheme. Studies of housing
conditions have shown that rural properties are more likely to be in poor condition
than those in urban areas.
These are largely private sector properties and the Housing Executive offers a
range of grant aid to help pay towards repairs and improvements to private sector
homes. The most notable of these in the rural context has been the introduction
of the replacement grant which targets rural dwellings where complete
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replacement of the property is considered more suitable than renovation. Further
detail on grant options are explained in the section on grants.
Many of the rural properties in need of repair are occupied by older people. The
Housing Executive also facilitates a 'Care and Repair' service to give additional
assistance to older and disabled householders with improvements and repairs to
their homes to enable them to live in greater comfort and security.
This service is operated by two agencies - Fold Housing Trust and Shelter (NI) and helps households to apply for grants and undertake improvements to their
homes. In many cases, particularly in rural areas, the only alternative for such
applicants would be to leave their homes.
Assessing Need for Housing
The traditional method of identifying a need for housing is through the Housing
Executive’s waiting list system which shows the number of households applying
for housing to the Housing Executive and Housing Associations and the needs of
these households.
Reservations have been expressed in the past about the viability of this means of
needs identification in rural areas. Normally, applicants ask to be housed in
localities where there is known housing availability, which is not always the case
in rural areas.
To deal with such different rural circumstances, the Housing Executive have
therefore begun to record information from applicants on rural areas they would
choose to live in if housing was provided. This additional information does not
affect an applicants choice to seek housing in areas where there is known
housing availability.
In addition, the Housing Executive undertakes ‘Latent Demand Testing’ in
specific rural areas. These tests involve the Housing Executive proactively
seeking to identify local needs through newspaper advertising and contacts with
rural communities.
The Housing Executive has also undertaken a more detailed study of rural
needs, i.e. the Local Needs Assessment, which will look at both housing and
other issues which have an impact on rural communities.
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Assisting Community Groups in Rural Areas
The Housing Executive is keen to ensure that those residing in its estates have
the necessary community infrastructure to ensure their concerns are identified
and addressed. In a rural context, it is aware that there are a number of estates
where such infrastructure is absent.
The Housing Executive is therefore participating in a Rural Community Estates
Partnership which aims to increase community infrastructure on the estates
identified. Where existing community groups exist, the Housing Executive can
assist, where possible, in helping such groups develop plans and projects to help
improve their locality.
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HOUSING SERVICES FOR PEOPLE
WITH DISABILITIES
Standards of Service
The standards detailed below will be subject to change following the completion
of the Fundamental Review of the Housing Adaptations Service.
Housing Executive
Minor Works
When the Housing Executive receives either a direct request or a referral from
Health and Social Services, arrangements will be made to complete the works
within four working weeks.
Where the minor works entail the provision of:
•
•
•
•
a fixed ramp;
a shower either over or to replace a bath;
a suitable bath, toilet, wash hand basin, or closomat;
storage space for a wheelchair;
these alterations will be completed within ten working weeks.
Faststream - Minor Adaptations
Where the Housing Executive receives an urgent request from Health and Social
Services, arrangements will be made to complete the work in a shorter time.
Urgent very minor adaptations, such as handrails, will be completed within two
working weeks.
Where the minor works entail the provision of overbath showers or replacement
of baths by showers, these alterations will be completed within four working
weeks. The provision of a fixed ramp will be completed within ten working
weeks.
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Major Works
Within six working weeks of confirmation of a major adaptation by the Housing
Executive, the applicant will be visited, the proposal discussed and a technical
survey of the property initiated, if required.
When the survey is completed, the Housing Executive will start the three most
common major adaptations within the following timescales:
•
•
•
vertical inter-floor lifts/stair lifts
installation of central heating
major internal rearrangement
5 months
4 months
9 months
Faststream - Major Adaptations
Where the Occupational Therapist from your local Health & Social Services Trust
makes an urgent request, arrangements will be made to complete the work within
a shorter time period.
Following a completed survey, the Housing Executive will start the four most
common urgent adaptations within the following timescales:
•
•
•
•
vertical inter-floor lifts/stair lifts
installation of central heating
major internal rearrangement
all extensions
3 months
3 months
30 weeks
30 weeks
Private Sector
The Housing Executive has set out minimum standards you can expect at key
stages in the Grants system. The Housing Executive aims to complete the
documentation and activities relating to the Disabled Facilities Grant within the
following timescales.
Preliminary Enquiry
The Housing Executive aims to acknowledge receipt of preliminary enquiry forms
within 10 working days.
At this stage the Housing Executive Grants Office will refer the case to the
nominated officer of the Trust. On receipt of the Occupational Therapist’s
recommendation the Grants Office will arrange an inspection.
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Schedule of Works
From inspection of the property, the Housing Executive aims to issue the
Schedule of Works within 12 weeks. This timescale is subject to receipt of
information or reports required,
Formal Approval
Upon submission of all required documentation the Housing Executive aims to
issue formal approval and notification of the applicants' contribution towards the
grant aided works within 6 months.
Inspection of Completion of Works
Following the receipt of a request for an interim or final payment of grant, the
Housing Executive aims to inspect the property within 2 weeks.
Payment of Grant
The Housing Executive aims to make interim and final payments when the work
is deemed to be satisfactorily completed. The Housing Executive will make
payment within 4 weeks of inspection, providing all relevant invoices, guarantees
and certificates have been received.
Health and Social Services Trusts
The following standards reflect those laid down in the "Charter Standards for
Community", produced by the Health & Personal Social Services (HPSS), which
came into effect in April 1996. With respect to assessment for Adaptations
requests the Charter sets out the following:
Priority Referrals
According to the HPSS, priority status will be awarded if you are:
•
•
•
•
coming out of hospital and at risk
living alone and at risk
living with a carer who is elderly or disabled
terminally ill
The assessment will start within 2 weeks of your referral to your local Health &
Social Services Trust. The Occupational Therapist will recommend the
equipment or minor adaptations required within another week.
If the Therapist is already familiar with the client’s needs, he or she will
recommend any major adaptations to the client’s home within 2 months of your
being referred.
If the disabilities are not known the Therapist will make a recommendation within
6 months, where possible (* see below).
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Non-Priority Referrals
The assessment will start within 3 months of your referral to your local Health &
Social Services Trust. The Occupational Therapist will recommend the
equipment of any minor adaptations required within another month;
If the Therapist is already familiar with the client’s needs, he or she will
recommend any major adaptations to the client’s home within 3 months of the
assessment.
If the disabilities are not known the Therapist will make a recommendation within
6 months of the start of the assessment, where possible.
* Explanatory Note
After OT assessment further liaison may be required with medical or social
services professions before a final housing recommendation is made - for
example, to confirm whether surgery may resolve underlying causes of disability.
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Introduction
If you have a disability or have a child who has a disability or if you care for a frail
elderly or disabled relative, you or they may be having difficulties carrying out
everyday tasks such as using the toilet safely or getting in and out of the bath.
If you are having such problems, there are alternative ways of dealing with them:
•
Firstly, by making your existing home more manageable, with the help of
equipment or some modifications to the structure of the house.
•
Secondly, by moving to alternative more appropriate accommodation
which would better suit individual needs.
How Do I Get Help?
The Housing Executive, Health and Social Services Trusts and Housing
Associations are the main organisations who work together to help you.
Help is available if you are a Housing Executive Tenant, a Housing Association
Tenant, a private Tenant or if you own your own home.
If you contact your local Housing Executive, Housing Association or Health and
Social Services Trust, someone there will advise you.
What Happens After I Make Contact?
In most cases, you will need to talk to an Occupational Therapist, who is based
within a Health and Social Services Trust.
Whichever organisation you contact, they will help you make the appropriate
arrangements to discuss your problems with an Occupational Therapist, where
necessary.
The Therapist’s role is to assess the overall needs of people with disabilities and
their carers. Assessment is an ongoing process used to identify each person’s
ability to carry out normal everyday activities.
It will look at areas such as your physical and mental needs, your living
environment and your social and vocational needs.
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If you are a tenant of the Housing Executive there are many minor adaptations,
such as handrails, lighting, raising electric sockets or lowering switches, which
can be carried out without assessment by an Occupational Therapist.
These items can be carried out directly by the Housing Executive. If you have
difficulties managing your current form of heating and you live in a Housing
Executive house, the Housing Executive will decide whether your heating system
should be adapted.
What Will Happen After I Have Seen An Occupational Therapist?
The Occupational Therapist may offer advice on how you, and any person
looking after you, can assist you in carrying out your normal everyday activities to
the best of your ability. If your difficulties persist it may be necessary to discuss
other available options with the Occupational Therapist.
These include:
•
•
•
the loan of equipment
the possibility of making alterations to your home
moving to another house which is more suitable for your needs
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Equipment/Minor Alterations
Health and Social Services Trusts can provide equipment on loan to assist with
your everyday activities. In private property the local Health and Social Services
Trust will consider minor alterations such as grab rails to the bath or an extra
handrail to the stairs where the cost of the work is low. Many minor alterations
can be carried out directly by the Housing Executive in their own properties.
The works listed below can be carried out by the Housing Executive District
Office directly.
External
•
•
•
•
•
•
•
Handrail at front or rear entrance of dwelling.
Provision of whirly clothes line or path leading to clothes line.
Widening of garden paths for wheelchair users or persons with walking
aids.
"Defining steps" for people with visual impairment.
Replacement or re-siting of coal bunkers.
Outdoor lighting for elderly/disabled clients with visual or mobility
difficulties.
Paved areas for wheelchair users.
General Internal
•
•
•
•
•
•
•
•
•
Additional continuous handrail to staircase (or other parts of dwelling
where necessary).
Changing door knobs to lever handles as required.
Lowering of Yale locks.
Re-siting of socket outlets at a convenient level.
Provision of rocker light switches.
Provision of adequate internal lighting.
Accessible window openings where technically feasible.
Relocation of clothes hanging rails.
Provision of letter cages or delivery shelves in entrance hall.
Kitchens and Bathrooms
•
•
•
•
Provision of additional cupboards for storage.
Lowering of cooker mains switch.
Accessible window openings or, if not feasible, installation of extractor fan
with accessible controls.
Provision of lever taps at wash hand basin in kitchen or bathroom.
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Making Alterations to your Home
If, because of your needs or those of a disabled family member, your home
requires alteration, an Occupational Therapist will discuss with you, and if
appropriate, your landlord, the adaptations required.
These can include:
• altering the house to allow you the use of the living, sleeping, bathing and
toilet facilities
• providing a ramp at the front or back door
• re-arranging a kitchen to suit a wheelchair user
Housing Executive Tenants
If you are a Housing Executive Tenant and you need to have your home altered
to accommodate the needs of a person with disabilities, the Housing Executive
will make arrangements to have these alterations completed as quickly as
possible and will keep you informed of the progress.
The Housing Executive has set target times for commencing adaptations to your
home. Where severe hardship would be relieved by earlier commencement, the
Housing Executive has procedures in place to deal with urgent adaptations.
Housing Association Tenants
If you are a Housing Association Tenant and you require housing alterations due
to the effects of disability the Housing Association will normally carry out any
adaptation work that is recommended by an Occupational Therapist.
In these cases you will be directly involved in the process and can expect to be
kept informed in all stages.
Owner-occupier or Private Rented Tenant
If you are an owner-occupier or live in the private rented sector the Housing
Executive can advise you how you can pay for alterations through the grants
system, and get professional help.
If you rent your accommodation, you will also need to discuss your situation with
your landlord, whose consent is required before alterations can be considered.
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How long does it take to have my home altered?
This will depend on a number of factors depending on whether or not the
adaptation required is a minor or a major one and also whether or not your needs
have already been assessed or are awaiting an assessment by an Occupational
Therapist (where this is required). Minor adaptations may take as little as one to
two weeks e.g. fitting a hand rail or up to a year or more, in certain circumstances
such as where a major adaptation is needed and is of a complex nature e.g. the
adaptation includes a range of works to be undertaken or there are other
constraints that have to be taken into consideration.
Basically, there are five key stages in the process:
First Stage - An Occupational Therapist will carry out an assessment of your
needs (except in the case of Housing Executive tenants who can approach the
Housing Executive District Office directly regarding certain minor works and also
heating adaptations which are classified as major adaptations).
Second Stage – Where Occupational Therapy input is needed and your needs
are not already known to them, an Occupational Therapist will carry out a
detailed assessment of your needs, taking into account all the necessary details.
The time to complete these first two stages will depend on how urgent your
needs are and how well your circumstances are already known to the
Occupational Therapist.
Third Stage - Is when the decision on the best way of adapting your home needs
to be made. This may include consideration of moving home. The time required
is fairly short for minor alterations but takes longer if the work is complex and a
number of solutions have to be considered. You will be involved in decisions
about these more complex situations and regularly informed of progress.
Fourth Stage - Is the time required to work out the proposal in detail. For
Housing Executive and Housing Association Tenants, the detailed work will be
prepared on your behalf and you will be kept advised of progress. For an owner
or private tenant applying for a Disabled Facilities Grant, much of the time will
depend on how quickly you (or an agency if you have engaged one) can do the
necessary paperwork. The Housing Executive has indicated the time it will take
for each stage once it receives the correct paperwork.
Fifth Stage - Is the time taken to carry out the works and pay the builder. For
Housing Executive and Housing Association Tenants, this process is straight
forward and does not require your involvement unless you are dissatisfied. For
people getting help with a Disabled Facilities Grant, the Housing Executive and
Occupational Therapist must inspect the work before payment is confirmed.
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How much will it cost to alter my home?
Housing Executive or Housing Association Tenant
If you are a Housing Executive or Housing Association Tenant, your rent is
unlikely to be increased unless substantial structural additions are made to your
house. Your local Housing Executive District Office or Housing Association will
be able to advise you.
Owner Occupier or Private Sector Tenant
The aim of the Grants system is to provide financial help for those who can least
afford to pay for having their home altered or improved. There are several types
of grant which may be available to you, the main one being the Disabled
Facilities Grant
.
The amount of Disabled Facilities Grant you get will depend upon the cost of
adaptations and your ability to pay for them. Therefore the amount of grant you
will be given will be calculated by a test of resources or 'means test'.
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What is a Disabled Facilities Grant ?
A Disabled Facilities Grant is available to provide facilities that will make it easier
for you, or the person you look after, to manage within the home, for example, to
use your living room, bedroom, bathroom, and toilet. Grants may also contribute
to creating a safe play area for a child with a disability, or altering a room so that
a person with a disability can work from home.
Things you will need to do to be eligible for a Disabled Facilities Grant
There are a number of tasks that you will be required to do at key stages in your
grant application. These include filling in the preliminary enquiry form, obtaining
the certificates about the ownership of the property, drawing up the plans,
obtaining the necessary permission from your local Council or Planning Service,
and finding a builder.
Can I get help with this?
If you require assistance help is available. The Housing Executive Grants Office
will work out how much you are able to pay towards the cost of the works. The
amount of grant you receive, if any, will be the difference between the amount
you need to pay and the total cost (as assessed by the Housing Executive) of the
work eligible for grant.
If you want a rough idea of what you might need to pay a ‘ ready reckoner’ can
be obtained from your local grants office which may be able to do the calculation
for you. The maximum grant you may be given is £25,000 (Renovation) and
£20,000 (Disabled Facilities).
Do not start doing any building work before the grant is approved; if you do, you
may find that you cannot have a grant. Your local Housing Executive Grants
Office and the Occupational Therapist will be able to assist you. It is advisable to
get all the professional help you can, particularly if the work is complex. There is
a lot of paper work to be completed before work can start but there are a number
of agencies that can help, depending on where you live.
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Agency Services
These agencies are able to advise you, help you organise the work that needs to
be done, sort out finances, advise on surveyors, architects or builders and keep
an eye on progress. This service is normally free. If there are charges for
technical help, they may be covered by a grant or loan.
These agencies are:
Fold Housing Trust,
3 Redburn Square, Holywood,
Co. Down BT18 9HZ
Tel: 028 9042 8314
Shelter (NI),
1-5 Coyles Place,
Belfast BT7 1EL
Tel: 028 9024 7752
Other help with costs in the Private Sector
Minor Works Assistance Grant
Minor Works Assistance Grants are intended to complement the main grants, in
that they are designed to assist with repairs and improvements and minor
adaptations.
The following are appropriate for persons with a disability:
(a)
(b)
(c)
Staying Put;
Elderly Resident Adaptation;
Disabled Adaptation Grant.
To get help, you need to be in receipt of Income Based Job Seekers' Allowance,
Family Credit, Housing Benefit or Disabled Personal Tax Credit. In addition you
must be at least 60 years old if you want to apply for the Staying Put and Elderly
Resident Adaptation grant, the Housing Executive’s Grant Officer will explain
such details on site.
The Housing Executive Grants Office works closely with Health & Social Services
and will require a specific recommendation from an Occupational Therapist if you
apply for a Disabled Adaptation Grant. Grant is available up to £1,080 per
application, with a maximum of £3,240 over a three-year period.
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Renovation Grants
These grants are for making a house fit for habitation; for example where there is
extensive dampness, a sub-standard kitchen or lack of basic amenities e.g.
bathroom fixtures, or the house is in serious disrepair, this can contribute to the
cost of addressing the problem.
If you live in an unfit house that requires major improvements and repairs as well
as adaptations to meet the needs of a person with disability, the Housing
Executive Grants Office may be able to help with Renovation Grant aid to make
your home fit for living in.
You should contact your local Housing Executive Grants Office who will be
pleased to give you advice.
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Moving to a More Suitable Dwelling
You may wish to move home to be nearer a relative or friend if they are your
main carer or because your house cannot be satisfactorily adapted to meet the
needs of an occupant with a disability.
Similarly if you have a child with a disability and you think it may become very
difficult for you to manage in your existing house as the child gets older you may
prefer to move to a more suitable house or to a different area. Depending on
where you live now, you and your main carer may have a number of options.
Housing Executive or Housing Association Tenants
If you are a Housing Executive or Housing Association Tenant, it may be possible
to move to another more suitable Housing Executive or Housing Association
property.
Alternatively, it is possible to consider moving your carer nearer to you, if this is
desired. You should get in touch with your local Housing Executive Office or
Housing Association to discuss what possibilities there might be for a move and
how long this could take.
If there is no suitable property it may be possible to consider building a house to
meet your needs or to purchasing a property and adapting it to suit your needs if
this is required.
Owner-occupiers or Private Rented Tenants
If you are an owner-occupier or rent privately, a more viable option where major
structural alterations may be required, could be to move house. One option is to
apply to the Housing Executive or Housing Association for a more suitable house
and they can advise you of your options and how long it may take.
If you are an owner-occupier and you decide to sell your home in order to
purchase a more suitable one, please remember to seek financial advice from a
bank or building society. If you are buying or renting another house, you can
apply for a Disabled Facilities Grant.
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Complaints
Why Complain?
The Housing Executive, Health & Social Services Trusts and Housing
Associations endeavour to provide a quality service to you as the end user of our
services. If you are not receiving the standard of service that we aim to provide
then your input will help us to determine exactly where we need to examine our
service delivery.
If you are dissatisfied in any way with the service you have received you may
wish to make a complaint. Your dissatisfaction may be because your case is not
progressing as quickly as you think it should, or you may be unhappy with the
proposals that have been suggested.
Who should I complain to?
Processing your work requires the Housing Executive or Housing Association to
work closely with the Health and Social Services Trust. If you are not sure which
organisation has caused your dissatisfaction you can contact either one to clarify
responsibilities.
How do I complain?
You may wish to have an informal talk about your complaint. This can often
resolve the problem quickly and can be arranged by the Housing Executive
Office, Housing Association or Health and Social Services Trust you have been
dealing with.
If you are still unhappy, both the Housing Executive and the Health and Social
Services Trust have formal complaints procedures which are easy to use.
Housing Associations also have their own formal complaints procedures.
These procedures require the organisation to investigate your case and respond
to you within set timescales. At each stage you will be told how to take your case
further if you are not satisfied.
If you have gone through all stages of the formal complaints procedure and are
still not satisfied you can ask the Ombudsman to investigate your case. The
Housing Executive and the Health and Social Services Trusts will tell you how to
contact him. It should be noted that the final resort for Housing Association
Tenants is the DoE Housing Associations Branch, rather than the Ombudsman.
Although you can contact the Ombudsman at any time, he will not usually
investigate a case which has not first been through the complaints procedure. If
you wish, you can get a relative or friend to complain on your behalf.
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HOUSING ASSOCIATIONS – ROLES
AND RESPONSIBILITIES
Though a few existed earlier, the majority of Housing Associations in Northern
Ireland were formed soon after legislation was introduced in 1976 to provide
more generous government funding in the form of Housing Association Grants
(HAGS). To obtain HAGs, Associations must register with the Department for
Social Development (DSD), accept regulation from the Department and are
separately registered as Industrial and Provident Societies.
Most Associations are registered with the DSD and have charitable status. The
purposes of a small minority, however, are better served through remaining
unregistered.
Northern Ireland Federation of Housing
Associations (NIFHA)
NIFHA is the representative body for Housing Associations in Northern Ireland
and all Associations which are registered with the Department are affiliated to it.
Members of its Council are put forward and elected by the Associations.
NIFHA provides services to its members and represents them in discussing and
agreeing policy matters with government departments, the Housing Executive
and other bodies.
Structure
Housing Associations are independent organisations and there are 44, 39 of
which are registered, in Northern Ireland. Most simply provide rented
accommodation for those who need it.
Some have other particular initiatives, notably Co-Ownership Housing which,
through ‘shared equity’, helps people who cannot become home owners in the
usual way. Associations are controlled by voluntary, unpaid management
committees and most also have paid staff to carry out day to day work.
Membership of an Association is open to any person who is both approved by the
management committee and purchases a £1 share. Members have voting rights
at General Meetings and may serve on the management committee if nominated
and elected. Housing Associations are non profit making which means that
financial surpluses are retained within each Association and not distributed to
shareholders.
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Funding
Registered Housing Associations receive government funding to help build and
refurbish dwellings and may obtain some assistance with major repair work when
that becomes necessary.
Until 1992, the funding regime encompasses HAG meeting most of the Capital
costs, with the remaining costs met by a residual loan, repayable to the DSD.
In 1992 Mixed Funding was introduced, under which grant is paid at a lower rate
and Associations have to obtain loans from the private sector to cover the
balance (However, supported housing schemes still attract 100% HAG funding).
Different schemes attract different grant rates. Currently, a scheme to build new
family houses would receive about 60% grant and thus require 40% loan.
Rental income has to cover loan repayments, ordinary repairs, a fund for most
future major repairs and administrative expenses.
Accountability
The management committee of each registered Housing Association is
responsible for the way its Association is run.
Annual financial audits are required and accounts have to be put before
shareholders and submitted both to the DSD and the Registry of Companies,
Credit Unions, and Industrial and Provident Societies.
The DSD has considerable legal powers to regulate and monitor all activities of
registered Housing Associations.
By virtue of their powers, the DSD also expects these Associations to be
accountable to the wider community, by encouraging broad based membership
and consultation of Tenants on present service provision and proposed housing
management changes.
Associations must also make available to Tenants and other interested parties an
extensive range of information on their policies and performance.
As part of the government’s initiative to obtain Best Value from publicly funded
services, Housing Associations are likely to place more emphasis on reporting
performance to their tenants and seeking their views on service quality.
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Accommodation Provided
While they have common factors in their structure, in other ways Associations
can be very different, such as varying in size from a few properties to over four
thousand. Most have particular purposes to the accommodation they provide, for
example:•
•
•
•
•
•
•
Sheltered and other housing for older people
Accommodation for single people
Renewing or refurbishing houses in a particular city area or a town
Housing people with special needs, for example a learning disability, often
in partnership with other groups
Refurbishing property of architectural merit
Accommodation in rural areas
Helping first time buyers by enabling them to partly buy and partly rent
their homes.
The accommodation can be self-contained houses or flats, or rooms with other
facilities being shared. Names and addresses of Housing Associations are given
at the rear of this section, together with brief descriptions of where their
accommodation is located and the housing needs they aim to meet.
Allocating Housing Association Tenancies
Each Housing Association is responsible for its own lettings, though a registered
Association participating in the Common Selection Scheme (CSS) will make
allocations according to the rules of that scheme. All registered Associations,
excluding NICHA, are on the CSS. Each Housing Association must be able to
justify every allocation which it makes.
From 1st November 2000, a new Housing Selection Scheme approved by the
Department of Social Development became effective. It applies to
Accommodation owned by the Housing Executive + 38 registered Housing
Associations.
Applicants applying to the Housing Executive or one of the Associations
participating in the Common Selection Scheme arrangements, need complete
only one application form. Applicants may choose more than one social landlord,
(if applicable), in their areas of preference. All housing assessments for
applicants are carried out by the Housing Executive. Offers of tenancy are
decided upon and made by each individual body according to the rules of the
Housing Selection Scheme. Staff at Housing Executive Districts Offices or
Association offices can provide further details on Associations participating in the
Common Selection Scheme, or those providing housing on a temporary basis.
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Rents
The Housing (NI) Order became law on 16 September 1992 and this is a key
date for Housing Association rents. Where a tenancy commenced before this
date, the rent is calculated on the same basis as the Housing Executive and will
increase in April each year.
If a person’s tenancy began after this date, each Housing Association sets the
rent level itself according to its own criteria. It cannot raise this rent within 12
months of the last increase, though rates and any service charge are not
governed by this 12 month rule.
In more recently developed housing where Associations have to pay back
substantial loans, there can be understandable financial pressure to set rents
higher than comparable Housing Executive accommodation. However, the
government expects Associations to ensure that their rents can be afforded by
those in low paid employment.
Tenants’ Rights
Tenants in self contained dwellings owned by registered Housing Associations
have ‘secure’ tenancies with similar legal protection to Housing Executive
Tenants.
These include such rights as a family member in certain circumstances being
able to succeed to the tenancy on the death of the Tenant, the right to take in
lodgers and eviction only being permitted with a court order and on certain
defined grounds.
The ‘Tenants’ Guarantee’ issued by the DSD, sets out minimum standards of
rights, information and service that Associations should give their secure Tenants
and applicants for accommodation. Where a tenancy is for shared housing, the
tenancy is not ‘secure’ and rights may not be as extensive.
House Sales
Housing Association Tenants do not have the statutory right to buy their homes.
This is currently under review through the new Housing Bill, but detail has yet to
be agreed. Each individual Association should have a policy explaining to
Tenants whether it is prepared to sell property to sitting Tenants, and if so, on
what terms. Normally discounts are the same as those available to Housing
Executive Tenants. The DSD has introduced financial policy changes to assist
Associations in selling to sitting Tenants.
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Complaints
All registered Associations must have a complaints policy. If a person has
worked through this and is still dissatisfied, he or she can then contact the
Housing Associations Branch in the DSD and staff there will investigate the
matter.
The Future Role of Registered Housing
Associations
Just as Associations have adapted to changing housing needs and legislation in
the past, further changes can be expected in the future.
Initiatives currently applicable to England, Scotland and Wales may be adapted
and introduced in Northern Ireland.
New associations are not normally being formed now and the financial pressures
of development are encouraging mergers among existing ones. If new initiatives
and opportunities arise however, the current situation could change.
Further Information
Because each Housing Association is independent, each has its own particular
policies. There will of course be considerable similarities in may areas and some
things, such as the ‘Tenants’ Guarantee’, legislation and circulars, apply to all.
Since the Housing Association movement is diverse, interested parties are
advised to obtain general information and policy statements from individual
Associations.
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List of Housing Associations
Housing Association lists are regularly updated as required and can be obtained
from any Housing Executive District Office. You can also get up to date contact
details at www.nifha.org
HOUSING ASSOCIATIONS REGISTERED WITH THE DEPARTMENT OF THE
ENVIRONMENT UNDER THE HOUSING (NI) ORDER 1992
Name
Address
Housing Provider
Abbeyfield (NI Dev)
Society
3 Grand Parade
Belfast
BT5 5HG
Tel: 028 90402045
Fax: 028 90703776
Hostels for older people
throughout N.I.
Abode
1st Floor
2a Wesley Court
Carrickfergus
BT38 8HS
Tel: 028 93360973
Fax: 028 9331472
Housing for elderly
people and some special
needs accommodation.
Province wide.
Ark
9 Stranmillis Road
Belfast
BT9 5AF
Tel: 028 90681808
Fax: 028 90664524
Housing for general and
special needs and elderly
people. Province wide.
Ballynafeigh
70 Kimberly Street
Belfast
BT7 3DY
Tel: 028 90491569
Fax: 028 90643068
Housing for general
needs and some for older
people.
Ballynafeigh/Upper
Ormeau Road, Belfast.
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Belfast Community
131 Ravenhill Road
Belfast
BT6 8DR
Tel: 028 90457300
Fax: 028 90460788
Housing for general
needs and some for older
people. Lower Ravenhill
Road, Woodstock Road
and Botanic areas,
Belfast.
BIH
Russell Court
Claremont Street
Lisburn Road
Belfast
BT9 6JX
Tel: 028 90320485
Fax: 028 90330402
Wide range of general
needs, special needs and
older persons’ housing
mainly in Greater Belfast.
Broadway
The Office
Bedeque house
3 Annesley Street
Belfast
BT14 6AU
Tel: 028 90742984
Fax: 028 90751854
Housing for single people
in scheme at Carlisle
Circus/Antrim Road,
Belfast.
Choice
95A Finaghy Road South
Belfast
BT10 0BY
Tel: 028 90308140
Fax: 028 90306929
Housing for elderly
people and some special
needs accommodation.
Province wide.
Clanmil Housing
Northern Whig House
3 Waring Street
Belfast
BT1 2DX
Tel: 028 90876000
Fax: 028 90 876001
Housing for elderly
people plus some for
those with physical
disabilities. Also some
general needs housing.
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Clonard
88 Clifton Street
Belfast
BT13 1AB
Tel: 028 90 311156
Fax: 028 90311264
General needs housing,
Clonard, Belfast.
Connswater
2 Severn Street
Belfast
BT4 1FB
Tel: 028 90456596
Fax: 028 90466539
General needs housing,
Severn Street/Mersey
Street area, Belfast.
Coral Crescent
The Old Shop
Old Admiralty Estate
Randalstown Road
Antrim
Tel: 028 94428364
Fax: 028 94428364
Tenant control and
management of former
MOD houses in Antrim.
Corinthian
95A Finaghy Road South
Belfast
BT10 0BY
Tel: 028 90308019
Fax: 028 90306929
Housing for elderly
people. Province wide.
Covenanter
Cameron House
98 Lisburn Road
Belfast
BT9 6AG
Tel: 028 90664875
Fax: 028 90664875
Sheltered
accommodation at
Ballymoney and singles
hostel near Queens
University, Belfast.
Craigowen
Glencraig Village
Community
Craigavad
Holywood
BT18 0DB
Tel: 028 90423396
Fax: 028 90428199
Accommodation for
disabled and
handicapped people at
specialist education
centres near Omagh,
Kilkeel and Holywood.
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Donacloney
38 Main Street
Donacloney
BT66 7LR
Tel: 028 38881307
Fax: 028 38820677
Housing for general
needs and some for older
people, Donacloney
Dungannon &
District
27 Market Square
Dungannon
BT70 1JD
Tel: 028 87722121
Fax: 028 87753870
Accommodation for
families, older persons
and people with special
needs. Dungannon area.
Filor Housing
Association
282-290 Crumlin Rd
Belfast
BT14 7EE
Tel: 028 90351131
Fax: 028 90741755
General needs housing
around Tennent Street,
Belfast.
Flax
Unit 9 Flax Centre
Ardoyne Ave
Belfast
BT14 7DA
Tel: 028 90592110
Fax: 028 90594440
Housing for general
needs and some for older
people, Crumlin
Road/Antrim Road,
Belfast.
Fold
Fold House
3 Redburn Square
Holywood
BT18 9HZ
Tel: 028 90 428314
Fax: 028 90428167
Housing for elderly
people and some special
and general needs
accommodation.
Province wide.
Gosford
6 Georges Street
Armagh
BT60 1BY
Tel: 028 37528272
Fax: 028 37528272
Housing for general
needs and some for older
people in and around
Armagh.
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Grove
171 York Road
Belfast
BT15 3HB
Tel: 028 90773330
Fax: 028 90776661
Housing in York
Road/Shore Road area,
Belfast.
Habinteg
22 Hibernia Street
Holywood
BT18 9JE
Tel: 028 90427211
Fax: 028 90428069
Integrate schemes for
accommodating people
with and without
disabilities. Also
accommodation for other
special needs. Province
wide.
Hearth
66 Donegall Pass
Belfast
BT7 1BU
Tel: 028 90530121
Fax: 028 90530122
Rehabilitation of listed or
other property of
architectural merit.
Province wide.
Larne & District
First Floor
93-97 Main Street
Larne
BT40 1HJ
Tel: 028 28276431
Fax:028 28279481
General housing and
accommodation for
elderly people and those
with special needs. Larne
area.
Newington
300 Limestone Road
Belfast BT15 3AR
Tel: 028 90744055
Fax: 028 90747624
Housing for general
needs and some for older
people. Antrim Road
area, Belfast.
Wesley (formerly
North Belfast
Mission)
2 Wesley Court
Carrickfergus
BT38 8HS
Tel: 028 93363558
Fax: 028 93355319
Shared and selfcontained older persons’
accommodation. Greater
Belfast area.
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North & West
Housing Ltd
18 Magazine Street
Londonderry
BT48 6HH
Tel: 028 71 263819
Fax: 028 71 263362
Range of general needs,
special needs and older
persons’ housing. North
and West of province.
Oaklee
Leslie Morrell House
37/41 May Street
Belfast
BT1 4DN
Tel: 028 90441300
Fax: 028 90239161
Housing for older people
and those with special
needs. Some general
needs accommodation.
Province wide.
Open Door
10-14 Commercial court
Belfast
BT1 2NB
Tel: 028 90243785
Fax: 028 90235336
Housing for single
homeless people
including those with
special needs. Province
wide.
Presbyterian
7A Weavers Court
Linfield Road
Belfast
BT12 2NB
Tel: 028 90507755
Fax: 028 90507756
Accommodation for
elderly people. Province
wide.
Rural
64A Derry Road
Omagh
BT78 5DY
Tel: 028 82246118/9
Fax: 028 82246120
General needs housing.
Short Strand, Belfast.
St Matthews
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58 Harper Street
Belfast
BT5 4EN
Tel: 028 90451070
Fax: 028 90454205
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General needs housing.
Short Strand, Belfast.
SHAC
29 Bedford Street
Belfast
BT2 7EJ
Tel: 028 90246811
Fax: 028 90333724
Housing for single
students and other single
people. Province wide
South Ulster
20-22 Carleton Street
Portadown BT62 3EN
Tel: 028 38 339795
Fax: 028 38350944
Housing for general
needs and some for older
people. Craigavon area
Triangle
60 Eastermeade Gardens Housing for people with
Ballymoney
special needs. Province
BT53 6BD
wide.
Tel: 028 27666880
Fax: 028 27662994
Ulidia
20 Derryvolgie Ave
Belfast
BT9 6FN
Tel: 028 90382288
Fax: 028 90382738
Housing for one parent
families and women at
risk of domestic violence.
Province wide.
Woodvale &
Shankill
93 Woodvale Road
Belfast
BT13 3BP
Tel: 028 90741618
Fax: 028 90351922
General needs housing
and some for older
people.
Shankill/Woodvale,
Belfast
NI Co-Ownership
Murray House
Murray Street
Belfast
BT1 6DN
Tel: 028 90327276
Fax: 028 90330720
Purchase of new and
existing houses for sale
on equity sharing basis.
Province wide.
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SUPPORTING COMMUNITIES
NORTHERN IRELAND (SCNI)
Vision Statement: “To empower local people in addressing their housing related
needs”.
Aims and Objectives
SCNI exists as an independent voluntary organisation to assist social housing
providers in achieving meaningful community participation by:
•
•
Developing and supporting community groups.
Encouraging individuals to participate in the development of policies,
programmes and services.
SCNI’s origins date back to 1979, when it was involved with just one community
group. Today, SCNI provides a comprehensive development service to
community groups and statutory and voluntary agencies throughout Northern
Ireland. SCNI realises that these three sectors have a special role to play in the
improvement and regeneration of neighbourhoods and estates. SCNI also
encourages the development of partnerships between these sectors to tackle
local problems by providing support, advice and expertise in community
development.
SCNI recognises that by enhancing relationships and partnerships at a local level
greater progress can be made from a strategic point of view. It is therefore at the
local level that SCNI focuses its resources, and this is why development staff are
deployed in areas most in need of assistance.
SCNI believes that well co-ordinated fieldwork, with the back-up of specialist
support staff, will significantly increase the ability of local communities throughout
Northern Ireland to have a greater impact on their own neighbourhoods and
prepare them for a self-supported future.
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Organisational Structure
SCNI is a company limited by guarantee with charitable status. SCNI business is
directed by a management committee made up of representatives from Voluntary
and Community Organisations, with the two funding bodies NIHE/DSD taking on
an observer role.
Director
Area
Manager
Liaison
Officers (5)
Head of
Administration
Administrators
(3)
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Support
Services
Funding
Officer
Information
Officer
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Training
Officer (2)
Area
Manager
Liaison
Officers (6)
Project Referral & Assessment Procedure
Referral
SCNI is willing to accept referrals from a range of organisations and individuals.
These include:
•
•
•
•
•
•
NIHE
Tenants/Residents
Statutory Bodies
Local Councils
Community Workers (Full/Part Time)
Community/Voluntary Groups
Referrals to SCNI, from whatever source, should be channelled to the Director.
Assessment
Assessment of new referrals is the responsibility of the senior staff team. The
senior team will consider a number of issues before agreeing the level of support
given to any project or group. These include:
1. Existing SCNI workload;
2. The role an SCNI worker would be expected to take;
3. Existing or potential resources available to the organisation to fulfil
responsibilities arising from the referral;
4. The potential for promoting or increasing the developmental potential of
SCNI.
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Key Areas of Work
SCNI's work focuses upon seven main areas:
Development Work
SCNI’s role is to help communities become more involved in all aspects of
community development by providing support to residents to enhance their skills,
knowledge and expertise to enable them to be full participants in matters which
impact on their communities. SCNI assists groups to form, constitute themselves
and become sustainable and productive.
SCNI encourages community groups to reach wider community development
objectives through building partnerships with other community groups and the
voluntary/statutory sectors.
SCNI’s objectives are to assist groups in the development of projects relating to
economic, environmental, social and housing issues
Information/Advice
SCNI provides a wide range of information and advice to many community
organisations.
SCNI distributes a quarterly News Sheet entitled "Routes" to community groups
and Northern Ireland based voluntary/statutory agencies, which combines
information on good practice in community development whilst informing the
community of changes in policy which may affect them.
SCNI provides and promotes information fact sheets and booklets to assist
community group development and also to encourage good practice.
A summary of SCNI fact sheets can be found on SCNI website
www.supportingcommunitiesni.org under Support Services / Information or
alternatively contact SCNI headquarters 028 25645676
SCNI's comprehensive information bank is maintained and regularly updated with
staff receiving monthly reviews of new material which is made available to
community groups on request.
Policy
SCNI assists relevant voluntary/statutory agencies to develop policies on models
of community participation, suited to the particular needs and circumstances of
Northern Ireland.
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SCNI conveys informed views to statutory and voluntary agencies which reflect
the concern of their consumers. SCNI is also represented on other relevant
statutory/voluntary agencies, Working Groups and Partnerships which help to
influence policy relating to community development in Northern Ireland.
Training
SCNI offers a training service to community groups and staff of
statutory/voluntary agencies. This training is designed to assist individuals and
organisations by providing support and development in the form of:
• Organising Training Programmes on models of community involvement
and participation.
• One to one practical training.
• Short skills based training.
For more details on courses available check out Training section on SCNI
website www.supportingcommunitiesni.org under Support Services / Training
Funding
SCNI offers a comprehensive funding advice service providing practical
information, advice and assistance on opportunities for community development
projects.
Fact sheets and booklets on numerous methods of fundraising are available free
of charge, and include:
•
•
•
•
•
•
•
•
•
•
•
Preparation for Fundraising
Local Fundraising Ideas
Fundraising strategy
Council Funding
Trust Funding
Lottery Grants
Statutory Funding
A Guide to Business Funding
Business Support Funding
Banks & Building Societies
Health & Social Care Trusts
For further details please check SCNI website www.supportingcommunitiesni.org
(Support Services / Funding)
SCNI also provides three alternative computer packages; Grantfinder,
FunderFinder and Grant Tracker. Each package is designed to access
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information on a database and produce details of potential funders based on the
information provided.
A quarterly Community Funding Bulletin, with monthly updates, is also circulated
by SCNI, in association with the Housing Executive, to all community groups
involved in the Community Involvement Framework. This bulletin provides up to
date information on various funding sources, their respective closing dates and
contact points.
Administration
As well as providing for the internal administration needs of SCNI, the
Administration Section can also provide support to external groups as resources
permit. The Administration Section also provides support to all levels of the
Housing Community Network.
Good Practice
SCNI encourages the sharing of community development experiences from
community, voluntary and statutory organisations to highlight models of good
practice.
SCNI's Role Within the Housing Community
Network
In 1991, the Estate Action Project merged with the Tenant Participation Advisory
Service to form Northern Ireland Tenants Action Project (NITAP). As part of this
process, a Province wide Community Advisory Group (CAG) was formed to act
as a sounding board to NITAP on matters of policy as well as to appoint
nominated members to NITAP's Management Committee.
In 1993, CAG’s role was extended to act as the Consumer Panel to the Housing
Executive. As the result of consultations, and in association with NITAP and CAG
in 1996, the Housing Executive set up the Community Involvement Framework,
details of which are outlined in Information Paper 1.1.
At the Community Annual Conference on 16th October 2003 the title of
Community Involvement Framework was officially updated to Housing
Community Network, with Consumer Panels and CAGs changing to:
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District Housing Community Network.
Area Housing Community Network.
Central Housing Community Network.
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On a three year cyclical basis SCNI undergoes a rigorous evaluation with the key
recommendations paving its direction. The most recent evaluation conducted
recommended renaming the organisation from Northern Ireland Tenants Action
Project (NITAP) and restructuring the management committee. At a staff
residential in September 2007 the new Management Committee along with all
staff agreed on a name change. On January 1st 2008 Supporting Communities
Northern Ireland (SCNI) came into effect.
In relation to SCNI's role in the Housing Community Network, it currently:
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administers and facilitates Central Housing Community Network
provides administration and other support to Area Housing Community
Networks.
assists in the formation of District Housing Community Networks and
provides development and training support on request.
assists with the compilation of District Community Participation Compacts,
where requested.
assists and encourages the compilation of Community Participation
Compacts.
encourages the sharing of good practice between Districts.
SCNI Home Contents Insurance Scheme
From research carried out by the Housing Executive’s Research Department, it
has been found that approximately 70% of all Housing Executive Tenants do not
have any form of home contents insurance
In response, SCNI has, in consultation with Central Housing Community Network
and the Housing Executive, examined ways in which this gap could be met.
A leaflet on a Home Contents Insurance Scheme that is both affordable and
competitive is available at Housing Executive District Offices and SCNI.
Contact SCNI
The contact number for SCNI is 028 2564 5676. To find your nearest office visit
the SCNI website at www.supportingcommunitiesni.org
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COMMUNITY FUNDING
Most Community Associations realise the need to raise funds soon after they
have formed, as they begin to incur expenses such as rent, postage and
telephone charges.
In addition, planned projects will need money at some stage, whether it is to pay
for advice, materials, employees or premises. If you intend to develop a project,
you are likely to need to raise funds to meet its costs.
Local fund raising events should take care of miscellaneous running costs.
However, to undertake a project extra financial help will usually be required.
There are two main ways in which this can be obtained. You can persuade
people to lend or give you things that would otherwise cost your group money.
This is known as contributions in kind. You can also apply for a grant from the
various funding sources.
This section suggest ways in which funds may be raised by Community
Associations. They provide guidance on who to approach for advice on funding
sources and/or help with the application process. Some funding sources will
require groups to have completed a number of steps before they can apply, for
example, adopting a Constitution.
Effective Fundraising
Whatever your project, you will need to raise money to make things happen.
Funding may be available to your group from a variety of sources. However, to
be successful you must be able to convince funding bodies that you are worth
supporting and that the project is led by the needs of the community. Research
the project well in advance by considering the following questions and
suggestions.
What are the reasons behind your work?
Can you convince a funding body that your work is needed? Have you obtained
statistics from local councils or Noble Index or other sources on the levels of
deprivation in your area? For example. ‘...in the estate, unemployment stands at
65% amongst young people under 25 years...’ Illustrate your figures with a
description of how people are affected. Also, define where your project is
located. Is your work limited to a certain geographical area, such as an estate,
an electoral ward or village?
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What are you trying to do?
What is your group hoping to achieve in the long-term? Is there a problem that
you are trying to eradicate or prevent, such as unemployment, substance abuse
or vandalism? Think about what you are aiming to change or to happen, for
example ‘...eradicate vandalism in the local estate...’
How will your group achieve this?
How are you going to reach your long-term aims? Have you a plan for what your
group will be doing in the first, second and third years? Do you know who will be
carrying the work out, for example, volunteers or a member of staff, and what
their responsibilities will be? Try making out a monthly and annual timetable for
your work to ensure that you are on track.
What will the benefits of your project be?
Funders will want to know that their money is being well spent and is making
something happen in your area. How can you measure that your project is
working? Can you talk to people to find out if they feel better about themselves
and their area? Could you measure the levels of certain activities, for example
‘...we estimate that our project will reduce new incidences of graffiti in the estate
by 35%...’?
How much money do you need?
It will be difficult to convince funders to part with their money if you are unsure of
how much you need yourself. A detailed and realistic budget will show that you
can use the money wisely and have thought your project through. If you are
applying for a project which will last a couple of years, remember to include
inflation costs at around 3% approx.
Have you got permission?
Some projects might need permission from landowners, landlord, or the local
authority before they can start. A funding body will want to see permission has
been given, where necessary e.g. Council Permission for a Play Park. You may
also need proof of leasing the land for a number of years.
Have you got support?
Support from your local community, local authority or other agencies will give
your project credibility. You may wish to ensure that all sections of the
community are involved from the outset, as this will encourage community
participation and ownership. Funders will want to see that there is a high level of
community involvement in the project, or what is sometimes called self-help.
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Local Fundraising
Whatever sort of group you are, it is likely you will have to do some fundraising
yourselves. For example, there may be no other way of raising money, or in
some cases a funding body will only give a proportion of the amount required.
You need to find ways of making up the difference.
Local fundraising gives you credibility with potential funders and should also:
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Give you credibility within your community;
Generate additional publicity;
Help members of the group to feel part of something, to feel they are doing
something about a problem, and to gain skills and confidence in
themselves.
There are all sorts of things you can do to raise money, such as, organising
dances, discos, jumble sales, fashion shows and raffles. Remember a Police
Permit is required to undertake a street collection and, for certain types of
raffles/ballots, you will need to register with the local council.
SCNI has fact sheets on "Local Fundraising Ideas" which are available free of
charge to community groups.
Tel: 028 2564 5676
The Northern Ireland Council for Voluntary Action (NICVA) has a Charity Advice
Service which provides information on lawful functions of a charity, lotteries and
organisation structures.
Tel: 028 9087 7777 E-mail:- info@nicva.org
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Applying for Funding
There are various sources of funding available to community groups. Grants are
one of the best ways. Before applying, the following points should be
considered.
Fit the criteria
Most grants are made available for specific projects. Make sure that your project
fits the criteria before applying. Do not be tempted to distort your activities to fit
into new funding opportunities. If you do, your organisation may lose its direction
and future stability may be threatened.
Complete application carefully
Read the application form and answer all questions accurately. Good
presentation is important. Support your application with additional information
such as photographs plans, newspaper clippings, statistics (etc if requested).
Meet the deadlines
Most funders will have deadlines for receipt of applications, make sure you meet
the deadline. In addition, some grant awards impose time constraints on project
completion, or the money must be returned. Make sure you can do the work in
the time expected by the funding body.
Provide feedback
Develop a good relationship with those funders who do support you and keep
them aware of your progress. Some funders may insist on a formal report. A
Development Plan with in-built monitoring and evaluation procedures will help
you respond to these challenges.
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Who to Approach
Advice on identifying suitable funding sources and how to approach them can be
obtained from the following agencies:
Supporting Communities Northern Ireland (SCNI)
34-36 Henry Street
BALLYMENA
BT42 3AH
Tel: 028 2564 5676
Fax: 028 2564 9729
E-mail:- info@supportingcommunitiesni.org
Web: - www.supportingcommunitiesni.org
SCNI’s Liaison Officers provide advice on funding to Community Associations
and those involved in housing related projects throughout Northern Ireland.
SCNI produces a quarterly Community Funding bulletin and supplements which
is mailed directly to community groups who are members of the District Housing
Community Networks throughout the province (SCNI has agreed the mailing list
with the Housing Executive).
“Successful Fundraising” and Money Matters are two of SCNI training courses
which relate to funding issues (see training section on SCNI website
wwwsupportingcommunitiesni.org/support services/funding).
SCNI has developed 10 funding fact sheets on a diversity of topics relating to
fundraising which groups can access free of charge (see factsheet summary on
wwwsupportingcommunitiesni.org/support services/funding.
SCNI employs a Funding Officer who will provide comprehensive funding
information on a vast range of subjects from a diversity of funding bodies. They
also provide three alternative computer packages, Grantfinder, FunderFinder and
Grant Tracker. Each package is designed to access information on a database
and produce details of potential funders based on the information provided.
Groups can access information from the computer packages by completing a
‘funder finder’ enquiry form available from SCNI.
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Northern Ireland Council for Voluntary Action (NICVA)
61 Duncairn Gardens
BELFAST
BT15 2GB
Tel: 028 9087 7777
Fax: 028 9087 7799
E-mail:- info@nicva.org
Web: - www.nicva.org
The Funding Advice Service provides assistance to community and voluntary
groups including research into potential funding sources. NICVA also provides
an outreach programme on fundraising throughout the year.
The European Unit will provide advice and information on how to access
European Funding.
NICVA’s database of funders called Grant tracker can be obtained by
subscription on C.D Rom or via the website
The Northern Ireland Housing Executive
The Housing Executive has a Community Liaison Officer in each District Office.
The role of the Community Liaison Officer is to provide support, advice and
assistance to Community Associations or those interested in forming one. The
Community Liaison Officer can also advise on the various funding sources
available and will be aware of the network of statutory and voluntary agencies
who may also lend support.
Grantfinder
Funding information can also be provided through the Grantfinder computer
package which is updated monthly, is Northern Ireland specific and covers
funding from statutory bodies, companies, businesses, European funding and
trusts.
Grantfinder provides information on application guidelines, closing dates and
what issues funding bodies are currently addressing in specific geographical
areas.
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