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NWIEP SUB REGIONAL PROGRAMMES DELIVERY PLAN TEMPLATE AND GUIDANCE
1. Partnership Details
Sub Regional Partnership:
Programme Manager:
Accountable Body:
CIEP
Don Faichnie, Housing Team Leader 01229 876385 adfaichnie@barrowbc.gov.uk
Cumbria County Council, The Courts, Carlisle, CA3 8NA
Lucy Hewson, CIEP Program Manager, lucy.hewson@cumbriacc.gov.uk
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2. Description/Overview & Strategic Focus
CUMBRIA PRIVATE SECTOR HOUSE CONDITION SURVEY (PSHCS)
The outcome of this project is to undertake co-ordinated private sector house condition surveys in each of Cumbria’s six District Council areas.
This will also allow a county-wide assessment of housing conditions to be made.
The impact of these surveys is to enable the data to be used to inform local and sub-regional policies in relation to private sector housing,
especially with regard to Decent Homes, Energy Efficiency and Fuel Poverty.
This programme is for the Building Research Establishment (BRE) to assist each Local Housing Authorities (LHA) in Cumbria with technical
expertise to procure a Private Sector House Condition Survey (PSHCS) from an external contractor, which is fit for purpose and best suits their
needs.
The service will help with the commissioning, setting up and evaluation of the survey.
This proposal comprises two parts. The first is for the BRE Housing Stock Modelling team to produce the BRE housing stock model estimates
describing housing conditions in Cumbrian Districts based on 2001 EHCS (English House Condition Survey) data. The models are enhanced
by the inclusion of more recent data sets to provide information on key housing variables at authority, statistical ward census output area levels.
The service to be provided will include model outputs for non decent homes and the four components of non-decent homes (including the
Housing Health and Safety Rating System), dwellings which are estimated to have a Category 1 hazard for excess cold (using Standard
Assessment Procedure (SAP) ratings as a proxy measure in the same manner as the EHCS), vulnerable households and households in fuel
poverty. It also includes outputs on the percentage of non-decent dwellings occupied by vulnerable occupiers.
The second part of this proposal details how this information will be used to inform a sample design for the forthcoming house condition survey
in each of the six participating authorities. This will include a short report on the sample design for each authority.
The cost to the authorities of the housing stock models including the sample design is based on the size of the private sector housing stock.
In the past, LHAs have undertaken surveys in isolation, with the consequence that outcomes have been specific to each District, lacking the
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option to compare and contrast the needs of adjoining Districts. This has also led to the duplication of resources in the commissioning and
administration of individual surveys.
The strategic focus of this project recognises that private sector housing has both a local and regional context.
LHAs have the responsibility for delivering frontline services which are intended to combat poor quality housing, especially where such housing
is occupied by vulnerable households. This project will enable each LHA to promote measures which are appropriate to local demands.
By undertaking co-ordinated surveys using a common methodology and reporting mechanism, significant efficiencies will be delivered both in
terms of human and financial resources.
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3. Description of Governance Arrangements
The Cumbria Housing Executive Group has declared that the PSHCS is a key document of the Community Strategy and has
agreed to co-ordinate surveys in order to provide robust data to inform the Housing Strategy.
In researching the most effective way to undertake this, it was recognised that current best practice is to fully utilise existing data
related to housing conditions and deprivation in order to achieve samples which are likely to return robust data. The BRE are in the
forefront of this method of sampling and have already undertaken similar work for other consortia of LHAs. Use of the BRE service
avoids the sampling costs otherwise included in the cost to individual authorities when employing contractors to undertake
fieldwork. BRE have provided detailed proposals for the provision of this service, which the Districts have agreed as being fit for
purpose.
Barrow Borough Council has agreed to act as lead authority for this project, and will be responsible for both the administration of
this programme of work with the BRE and also for tendering of the contract for the fieldwork. It is anticipated that, due to the need
to follow European tendering rules, fieldwork will be commence in March 2011 and be completed in August, with final reports
presented in October.
Progress on the project will be reported to the CIEP Program Board
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4. Communications Plan
A brief statement of how you will communicate the findings from your project. What key messages are you going to distribute about your work? Who do
these messages need to go to? What communication methods are you going to use to reach these audiences?
Communicating the findings from your project for the benefit of others is an important element of sector-led improvement. i.e. Letting others know what works
(and what doesn’t!). NWIEP is therefore particularly interested in external communications rather than your internal project management processes.
The Communications Plan does not need to be long. It can be presented in a table a suggested format for which appears below
Key Messages
Key headline areas of activity
Detailed submission re outcomes and
outputs achieved, exceptions; cashable &
non cashable efficiencies, actual spend
and variance
Exception reporting; Spend; Cashable &
Non cashable efficiencies; deliverables
Recipients of Message
Wide distribution list of elected
members and senior officers
across Cumbria Local
Government network
NWIEP (also placed on CIEP
website)
CIEP Program Board
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Method of
Communication
Frequency
CIEP Communiqué
Bi-monthly
Performance Framework
Quarterly
Red Amber Green (RAG)
report
Bi-monthly
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5. Outcomes, Actions and Measures
A&B
Project Titles &
Outcomes
Strategic view of private
sector housing conditions
and across the subregion
C
Actions
Appoint BRE as
consultants to
provide technical
input to tendering,
monitoring and
evaluation of
fieldwork
consultants.
Reduce duplication in
commissioning and
administration of Housing
condition surveys
D
Outputs
Written agreement
based upon
proposal submitted.
Successful
appointment of
fieldwork
consultants.
E
Lag indicators
Efficiency Savings
Individually tailored Stock Modelling Programme
for each district produced.
No comprehensive surveys conducted
across Cumbria in 2016
All data continuously uploaded into one
easily accessible place
Receipt of
satisfactory survey
reports.
Appoint BRE as
consultants to
produce stock
models for each
LHA and samples
for fieldwork.
F
Lead indicators
Written agreement
based upon
proposal submitted.
Stock models and
samples prepared.
Co-ordinated
private sector
house condition
surveys in each
District Council
area.
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Actions and Outputs
A&B
Project Titles &
Outcomes
C
D
Outputs
Actions
Output
Quarter
Cumbria Private Sector
House Condition Survey
Written agreement based upon proposal submitted
Strategic view of private
sector housing conditions
and across the sub-region
Reduce
duplication
in
commissioning
and
administration of Housing
condition surveys
Appoint BRE as consultants to provide
technical input to tendering, monitoring
and evaluation of fieldwork consultants.
Appoint BRE as consultants to produce
stock models for each LHA and samples
for fieldwork.
Successful appointment of fieldwork consultants.
Q2 2010/11
Q3 2010/11
Receipt of satisfactory survey reports.
Q2 2011/12
Written agreement based upon proposal submitted.
Q2 2010/11
Stock models and samples prepared.
Co-ordinated private sector house condition survey in each district council area
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Q4 2010/11
Q4 2010/11
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Lag Indicators, Baselines & Targets Table
A&B
E
Lag Indicators
Project Titles &
Outcomes
Indicator
Baseline
Date
Target
Date
Cumbria Private Sector
House Condition Survey
Strategic view of private
sector housing conditions
and across the sub-region
Efficiency Savings
Reduce
duplication
in
commissioning
and
No comprehensive surveys conducted across
administration of Housing Cumbria in 2016
condition surveys
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Survey
completed at
each authority
approximately
costing £50k
per authority
Survey
completed in 6
authorities
every 5 years
Nov 2010
Saving of £300,
000 across
Cumbria
2016
Nov 2010
No
comprehensive
surveys
conducted
2016
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Lead Indicators, Baselines & Targets Table
A&B
Project Titles &
Outcomes
F
Lead Indicators
Indicator
Baseline
Date
Target
Quarter
Cumbria Private Sector
House Condition Survey
Strategic view of private
sector housing conditions
and across the sub-region
Reduce duplication in
commissioning and
administration of Housing
condition surveys
Individually tailored Stock Modelling Programme for each
district produced.
All data continuously uploaded into one easily
accessible place
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Districts do not
have any
programme
Nov 2010
Districts
conduct survey
approx every 5
years
Nov 2010
All authorities
have
individually
tailored
programme
All authorities
have access to
continuously
updated data
reducing need
for
comprehensive
surveys every
5 years
June 2011
June 2011
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6. Finance
The financial plan needs to convey how RIEP expenditure will be spent and defrayed on the project each quarter up to end of March 2011(the end of NWIEP
capital funding). It needs to distinguish between RIEP capital and RIEP revenue funding.
The financial information should be presented in tabular form as illustrated below.
Spend Profile
Project Costs
Cumbria Private
Sector House
Condition Survey
NWIEP Revenue
Q1: July-Sept
2010
Q2: Sept-Dec
2010
Q3: Jan-March
2011
Q4: April-June
2011
£0.00
£0.00
£0.00
£0.00
£0.00
NWIEP Capital
£50,300.00
£0.00
£25000.00
£0.00
£25300.00
TOTAL
£50,300.00
£0.00
£25000.00
£0.00
£25300.00
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7. Efficiencies
These should be stated for each project in a table as set out below.
Cashable Savings – Detail specifically what ‘cashable’ savings will be derived (in simple terms – how much money will be released as a result of this project
that can be spent on other priorities).
Non-cashable benefits – Detail specifically what non-cashable benefits will be derived (in simple terms what measurable improvements will there be in
efficiency or effectiveness but which will not release money to be spent elsewhere e.g. doing more for same cost.)
Cashable and non-cashable figures should be based on CLG’s guidance for local authorities submitting NI 179 savings see
www.communities.gov.uk/documents/localgovernment/pdf/965855.pdf. All reported efficiency savings and/or benefits must be verified by the project’s
Accountable Body. As Mietool is now available across the region, projects over £30,000 are encouraged to use this to forecast their cashable and noncashable efficiencies. Another similarly substantial reporting process would also be acceptable.
Forecast efficiency savings can include cost-avoidance savings, for example, where a rising cost (e.g. from an increase in demand) is avoided and total costs
do not increase and the effectiveness of services to users is maintained.
Ongoing savings should take into account what the saving would be against the projected spend in the future if the work had not taken place.
For our reporting to CLG we are required to indicate where efficiencies have been delivered through a project receiving additional, leveraged funding from
other sources. Therefore, please state the nature of the additional funding, and the source in the case of each project as set out below.
Additional Funding
Project
Additional Funding
Source
Name
Type of Additional Funding
e.g. funding contribution, officer time FTE etc.
Project Title
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Amount
£0.00
£0.00
£0.00
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Efficiencies Profile
In-Year Project Efficiencies
Project Title
Project Title
Project Title
Programme Total
Cashable Savings
Q1: July-Sept
2010
Q2: Sept-Dec
2010
Q3: Jan-March
2011
Q4: April-June
2011
£92,965.00
£0.00
£46,482.00
£0.00
£46,482.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Efficiencies Profile
Forecast Project Efficiencies
Project Title
Project Title
Project Title
Delivered by
July 2012
Delivered by
July 2013
Delivered by
July 2014
Delivered by
July 2015
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.00
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
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Programme Total
Cashable Savings
£0.00
£0.00
£0.00
£0.00
£0.002
Non-Cashable Benefits
£0.00
£0.00
£0.00
£0.00
£0.00
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Forecast savings will first be recognised in 2016 when the districts for the first time will not have to conduct the Housing Condition Survey, At approx £50,
000 per district (this is a conservative estimate) this is a savings of £300,000 every 5 years.
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8. Risk Management
A brief statement of the main risks to your project delivering its projected outcomes to the stated timescale and how these risks will be managed.
Responsibility for managing the risk could be with an individual (e.g. the project manager) or with a group in your governance structure (e.g. project board).
A table format is set out below:
Potential Risk
Likelihood of
Occurrence
(Low, medium,
high, very high)
Potential
Impact on
Project
(Low, medium,
high, very high)
Inability of LHAs to fund costs of PSHCS
Medium
Very High
Unexpected loss of key personnel
Low
Medium
Project over-runs and funding cannot be
accessed
Low
Medium
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Action being taken to avoid and/or
manage risk
Each LHA being required to confirm
funding confirmed for 2010/11, with
commitment to carry over any
underspend to 2011/12
Barrow Borough Council has a
contingency plan for loss of personnel.
The NWIEP funding is part of a larger
project with additional funding. All is on
track for the NWIEP funding to be drawn
down in plenty of time.
Responsibility
for Managing
the Risk
Each District
Project Lead
Project Lead
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9. Return on Investment
The project can be shared with other sub-regions as an example of efficient working in 2-tier authorities.
Could be used as an example of managing other projects across the County where joint procurement would be advantageous.
Robust data is produced, used to inform housing strategies, meaning that future costs are saved in the Cumbrian Local Authorities as comprehensive surveys
are not needed to be carried out when data is required.
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10. Sustainability
This project will enable robust data to be collected, using methodology which will itself allow for regular review and updating without the need for a repetition
of a similar exercise in future years.
This data will be useable by all districts and will be maintained and kept up to date by each district continually feeding in data. There is capacity for this at
each district and no additional funding would be needed.
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