DEVELOPMENT REPORT

Kingsholm Tenants Consultative Committee
(Kingsholm Estate Management Ltd)

Produced by
Tony McBarron for
English Churches Housing Group
Section 16 Advice Agency

August 1997

CONTENTS

1. Introduction
2.
The Development Programme
3.
The Management Agreement
4.
The TMO’s Competence
5.
Relationship with the Local Authority
6.
Concerns and Unresolved Issues
7.
Conclusions and Recommendations
Appendix 1 - Development Programme


1. INTRODUCTION

Kingsholm Estate covers an area of approximately 260 secure tenancies and 35 leasehold properties in the City of Gloucester. The estate was built in the mid 1960s and is situated close to the city centre, between two busy main roads: London Road and Kingsholm Road.

The original Residents’ Association was set up in June 1966, and has been active ever since. In September 1993 the committee of the Association, after consulting with residents, decided to explore the various Tenant Management options through the ‘promotion’ and ‘feasibility’ stage. Three advice agencies were interviewed and English Churches Housing Group were chosen to proceed and work with the group.

During this period the options for getting more involved were fully explored which included visits to other estates which had set up Estate Management Boards, and Open Days on the estate where residents could come and see displays and information on Tenant Co-ops, Estate Management Boards, Housing Action Trusts and The Tenant’s Choice Options.

In 1994 the then Resident’s Association set up a Tenants’ Consultative Committee with support and encouragement from the local authority housing department, again consulting the residents. The Tenants’ Consultative Committee (TCC) took over from the Residents’ Association and this gave the group more opportunity to get involved and with access to an increased ‘Estate Budget’.

During the Feasibility phase a comprehensive Estate Survey was undertaken by the TCC with the help of ECHG, and the results of this survey which had an 80% response rate set down the future priorities for the future work of the TCC committee. At the end of the Feasibility phase, an estate ballot was held to ascertain if there was enough support to enter into the next phase ‘Development’ and then to eventually set up a TMO (Tenant Management Organisation).

The vote took place in April 1994 there was a 79% turnout and of 253 votes cast 181 voted to go on and try to develop a TMO, and 72 of the votes cast wanted to ‘Stay as they were’ and continue to develop the TCC. The voting process was overseen by the City Council Electoral Registration Office. It should be noted that the City Housing Officer was in agreement with the way the two questions on the voting papers were phrased prior to the ballot. However, following the ballot he expressed reservations.

However, those directly involved in the process (including a ward councillor who was also a party spokesperson on Housing Committee) were convinced that the vote and procedure were carried out in an honest and democratic way.

Of course it is fair to say that not every person on the estate was fully aware of the variety and range of options available to them and the eventual consequences of each. Yet the common feeling on the estate at the time was that the best way forward was in being able to exercise more control over the management of the estate.

The majority of people living on the estate were more than happy to let the existing committee just get on with the day to day work and the negotiations with the housing department. This was the ‘normal’ way of doing things on the estate – over the past 30 years or so, the number of residents serving on the committee has never been great, but they have invariably had the support of the estate.

The majority of the committee have lived on the estate for a number of years, some since it was first built: so they are certainly well known by residents and would soon know if they did not have the support of their fellow neighbours. "Estate" meetings to keep people informed during this period were fairly well attended, and a regular newsletter was produced and distributed to every property on the estate explaining in detail the progress, and outcomes of the Feasibility Phase. A detailed Report was also produced by ECHG at the end of this phase.

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2. THE DEVELOPMENT PROGRAMME

2.1 AIMS AND OBJECTIVES

Having been given a mandate to develop a Tenant Management Organisation, the next step was to decide how to do it. The objectives of the Development Programme were based on the New Right to Manage Guidelines. The idea was for the committee to follow a programme which would enable them to:

  1. Gain an understanding of the Modular Management Agreement (MMA)

2. Choose options appropriate to the needs of the estate and capabilities of the committee.

3. Negotiate the MMA

4. Receive training and prove competence in those areas that the Board would be responsible for.

5. Become incorporated as a non profit making body (IPS Registration)

6. Develop good working relationships with the local authority and other bodies

7. Open an office on the estate.

8. Consult and communicate with other tenants on the estate

9. Monitor and review progress and make changes where necessary

10. Receive a yes vote at the end of the development phase

An open meeting decided to continue to use English Churches Housing group as the advice agency. It was also decided that the existing committee would be the steering group for the development phase along with the local ward councillors, although originally nominees were also invited from the Housing Committee, but there was no response from the Committee. The group then invited a ward councillor and she was involved in the early months of the Development phase.

2.2 THE WORK PROGRAMME AND TRAINING

The initial work programme submitted and approved by the Department of Environment can be found in Appendix 1

The structure of the programme was designed to enable the committee to gain a basic knowledge of Housing Management functions as well as concentrating on other important issues such as Health and Safety, Equal Opportunity Issues, Financial Procedures, Running an office, and Understanding the IPS Rules.

The actual negotiation on the Management Agreement did not start until well into the Development phase.

The majority of the items in the original programme (see Appendix) have been covered although not all items were undertaken by the development agent. The local authority has provided training in a number of areas of housing management which was part of general training for tenants, especially during the Housing Management Compulsory Competitive Tendering process. Outside training also took place. Group members have attended several PEP (Priority Estates Project) and a Tenant Participation Advisory Service (TPAS) weekend courses on managing the money, leadership, newsletter production and other subjects.

Other training attended by group members included the following: Sharing Experience, Management Skills for Residents, Advanced Information, Advanced Financial Control, Local Housing Management (I Week ), Responsible Leadership. The group also have members on the HMCCT Working Party, Housing Repairs CCT, and one group member is on the Tender Selection Panel.

Quarterly reviews of training helped the group to reassess what they wanted in the following quarter. After each training session carried out by the Advice Agency participants were given a Certificate of Attendance which also stated how that particular session linked into the ‘Test of Competence’

Evaluation sheets were also used whenever there was a formal training session. There were no adverse comments. Other evaluation also took place including one to one meetings and ‘fun’ quizzes and informal feedback.

The main problems encountered with the training was the lack of time available to train people in and turnover of committee members. Although some individuals had the time to attend weekend courses most had to rely on the 4 hours a fortnight sessions delivered to the whole group. While a lot was learnt, the time input cannot hope to compare with what housing professionals spend on study. The turnover of committee members also hampered progress at times. There are only three people who have stayed with the committee since the start of the Development Phase. It should be noted that two tenant members died and another two tenant members who were Council employees were told by their employer to resign because of possible "conflict of interest", especially over employment of staff/TUPE.

The group has also managed to establish an office on the estate with help and financial assistance from the Housing Department (see also page 16). This office has been established in an old store room as the group were insistent that a dwelling should not be used as an office. However, the Housing Department were somewhat slow in providing the office which was handed over to the group in the spring of 1996, almost two years after the formal exercising of the Right To Manage following the vote. The group did have the use of a "committee room" in a disused laundry on the second floor of a low rise block, but this was considered unsuitable for a TMO.

The group are now registered as an Industrial and Provident Society and have begun to sell shares to residents. The Company ‘Seal’ has been obtained, and the Shares Sales Drive started well with about one third of the residents subscribing. Because of the current problems, the Share Drive is "on hold"..

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3. THE MANAGEMENT AGREEMENT

3.1 THE NEGOTIATION PROCESS

The process of negotiating the MMA is now well under way, and both the group and local authority representatives feel that much has so far been accomplished. Gloucester City Housing Department were supportive and so the negotiation process went smoothly. The process was completed in a few months.

However, the parts of the MMA appendices that the local authority said that they would complete are still awaited. The desktop publishing skills of one group member meant that he was responsible for compiling the MMA. All the parts for completion by the group were undertaken.

3.2 SUMMARY OF THE PROPOSED TERMS OF THE AGREEMENT

As with many new Tenant Management Organisations Kingsholm has elected to start small. If the ballot proves positive the TMO will be responsible for: Caretaking Services, Grounds Maintenance, and Car Park Management. The eventual Agreement will also cover Tenant Participation, but here the group may well want to work alongside the Local Authority or their Housing Management Contractor. Early meetings to develop the MMA have begun to agree approximate figures for the Estate Budget, although no firm decisions have yet been reached on either side.

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4. THE TMO’S COMPETENCE

4.1 OVERVIEW

Attempting to assess the group against the list of competencies as laid down in Preparing to Manage has not been an easy task. Though the overall view expressed in this report is that the Kingsholm group are competent enough to set up and run the Tenant Management Organisation. The rest of this section attempts to discuss competence in more detail and where further improvement is needed.

4.2 ORGANISATIONAL COMPETENCE

Competence has been assessed against the organisational checklist found in Preparing to Manage as follows:

 

TMO Committee Structure

 

 
1. Does the TMO have a list of the names and addresses of committee members which indicates whether members are tenants or leaseholders?

YES

2. Has the committee structure (including sub-committees) been agreed?

YES

3. Is the structure in line with the TMO constitution and the responsibilities which the TMO plans to take over?

YES

4. Are the roles and responsibilities of officers (Chairperson, Treasurer and Secretary) clearly defined and available in writing?

YES

5. Not applicable  
6. Are committee meetings held regularly, in line with the TMO constitution ?

YES

7. Are adequate agendas and minutes produced and sent out in advance of meetings?

YES

8. Are adequate minutes kept of committee meetings?

YES

9. Is there an adequate and written policy on training for committee members?

YES

 

Registration

 
1. Has the TMO registered as an Industrial and Provident Society

YES

2. Are the Rules held on file?

YES

3. Is there an up-to-date share register?

YES

 

Management Agreement

 
1. Has an Equal Opportunities Policy, which complies with legal obligations and requirements for a TMO been agreed?

YES*

2. Have all policies and procedures relevant to the agreement been drawn up and included in the management agreement?

NO*

3. Has the management agreement been negotiated and agreed with the local authority?

NO*

4. Have appropriate performance standards been agreed for the first year?

NO*

 

Finance

 
1. Have financial policies, delegation and authorised signatories been approved by the TMO committee?

YES

2. Are adequate and up-to-date records kept of invoices paid, payment advice notes, cheque stubs, bank statements and bank reconciliation?

YES

3. Are payments authorised and cheques signed according to procedures laid down?

YES

4. Are regular and adequate financial statements made to TMO committee and general meetings?

YES

5. Are audited accounts available for inspection together with the auditor’s letter to the TMO and the TMO response?

YES

6. Is there a set of banking procedures for handling money received?

YES

7. Is the TMO operating and adequate petty cash system which includes a list of payments made from petty cash?

YES

8. Have management and maintenance allowances been negotiated in line with Calculating allowances for TMO’s

NO*

9. Has the TMO drawn up a budget and cash-flow forecast for its first year of operation which shows that the TMO is financially viable?

NO*

10. Has the TMO registered with HM Customs and Excise for VAT?

YES

 

Tenant Involvement

 
1. Is there a policy on tenant consultation and involvement, in line with the management agreement and legal responsibilities?

NO*

2. Does the policy have specific regard to equal opportunities issues, including race, gender, sexual orientation and disability?

N/A

3. Are public meetings and general meetings widely advertised?

YES

4. Are general meetings and annual general meetings held in accordance with the constitution?

YES

5. Are newsletters and information to residents produced regularly and in a clear and readable style?

YES

 

Repairs and Maintenance

 
  Will the TMO take any responsibilities for housing repairs and maintenance?

NO

 

Rent Collection

 
  Will the TMO have any responsibility for Rent Collection?

NO

 

 

Rent Arrears

 
  Will the TMO have any responsibility for dealing with rent arrears?

NO

 

Allocations

 
  Will the TMO have any responsibility for the allocation of properties?

NO

 

Caretaking and Cleaning

 
  Will the TMO have any responsibility for Caretaking and Cleaning?

YES

 

Employment

 
  Will the TMO be directly employing any staff?

NO*

 

Contracted Work

 
  Will the TMO be contracting services?

YES

* Many of those items marked with a star should be covered by the ‘Business Plan’ which is being drawn up at the moment. It will include a training policy for committee members and targets for the coming year. Targets will include those which relate to Board’s activities other than those as prescribed in the Management Agreement. Some areas have not yet been covered in the negotiation process for the MMA

The group are also in the process of drawing up an Induction and Training Pack for new members, and an Equal Opportunity Policy, and Service Charter.

Explanations regarding some other starred items are as follows.

* Equal Opportunities policy

Although this has been answered as a Yes the group have used the existing Equal Opportunity Policy as drawn up by the local authority. It may well prove useful to eventually draw up their own in consultation with members of the Board and their local authority contact.

* Policies and Procedures

Several Policies are still being produced.

* Management Agreement

The Management Agreement is still being negotiated. Good progress is being made. However the Agreement will need to be ready to be sent off with this report to the Department of the Environment.

* Performance Standards

These will be negotiated as part of the Management Agreement

* Management and Maintenance Allowance

These allowances are being negotiated as part of the process of drawing up the Management Agreement, at the present time there is some common agreement between the group, and the local authority representative, as to the amount of allowances to be ‘paid over’ to enable the group to carry out those functions that they will eventually manage.

* Cash flow Forecast

Until the allowances are formally agreed this can’t be done.

* Policy on Tenant Consultation

Although ‘The Rules’ of the group will legally dictate how they must conduct their business with regards to elections, and meetings etc, the group will eventually need to draw up a separate policy for Tenant Consultation.

4.2 INDIVIDUAL COMPETENCE

Individual competence has been assessed against the competencies laid down in Appendix 5 of Preparing to Manage. The relevant competencies relating to Kingsholm are as follows:

 

 

The following are general comments which relate the ‘competencies’ to the overall ability of the group.

D1 Ability to Run Effective Meetings

There are few issues of concern with this competence. The current Chairman has been with the association since its inception and has been Chairman for about 2 years. Everyone is given the opportunity to contribute in meetings and by and large meetings run very smoothly. There are other members of the committee who could run meetings if the Chairman were not present. The committee has received training in the rules of the association, and appreciate that eventually meetings will be governed by ‘The Rules’

An area where improvements could be made is in attendance at Estate Meetings. The group do need to attract more residents to these meetings. Some progress has been made in this area by the introduction of modest "door" prizes and trying to structure an Estate Meeting to an "issue".

D2 Ability to Plan and Evaluate Training

Up until now the group have mainly followed the training programme laid down at the beginning of the Development Phase. Although the committee had no prior experience of setting up a Tenant Management Organisation., they have, taken part in regular reviews of training and made many suggestions for improvements.. The committee has also made decisions about which external training courses to send members on. These decisions have taken account of individual training needs and the group’s overall training requirements. The Chairman also now has experience of drawing up a Training Brief and inviting Tenders for Training. Two members of the group are currently being taught computer skills by the Chairman.

It is important that the group does not become complacent about what training is needed. Plans are being put into place at the moment to draw up an Induction Pack for new committee members. A training plan for the coming year is also being drafted. This exercise will ensure that training remains high on the agenda. The group has several new committee members who have not been through the whole training programme and it is vital that they have the opportunity to catch up. This ‘catching up’ process is well in hand, though its continuation is subject to a sufficient Training Budget Allowance made available to the group in Year 1 of operation.

D3 Ability to Develop Housing Policies

Although Kingsholm is taking on very few functions several members of the group have been involved in HMCCT and other Working Parties. The committee have taken care to think about how policies will affect members on the estate. And the group have taken an active part in drawing up the Management Agreement and other policies. Members of the committee are also active members of the Tenants’ Forum, and for several years the committee’s Treasurer had been the Treasurer of The Tenants Federation. Group members are also involved in The Benefits Forum, The Anti-Poverty Alliance and the Environmental Forum.

The group has a good working relationship with the local authority and has taken on board their opinion when making decisions.. The group does have members with the capability to think through issues and discuss viable options.

The process of drawing up the Management Agreement is still continuing it is along drawn out process, and did get off to a late start because of various pressing engagements of members, and the Housing Department having to spend much of their time preparing for HMCCT.

D4 Ability to Plan, Control and Negotiate Budgets

The group has been well aware of the need to retain financial control. They have seen the problems that other associations have got into and have worked hard not to fall into the same traps. The experience of handling the Section 16 grant has given the committee plenty of experience in planning and controlling budgets. They have also been involved in negotiating their management and maintenance allowance. I am satisfied that the expertise exists within the committee to continue good financial practice, although new members need to be trained up in these financial procedures, and the financial aspects of the Management Agreement.

A sub committee has been involved in negotiating the management and maintenance allowance for their first year as a TMO. Negotiations have been conducted with the Council in a professional and appropriate manner. In drawing up the budget for 1997/8 the group will have assess to information on costs and resources and will certainly look at obtaining value for money. As the negotiation process nears completion I would recommend that as soon as is practically possible new members attend the next PEP course on ‘Managing the Money’

D5 Ability to Present Information - Written and Spoken

The way information is presented by the group is very good, especially through the circulation of the Newsletters which are produced by the Chairman who has a journalistic background. All of the committee are able to express themselves well, though perhaps some are not as confident as others about speaking at meetings and other open forums. I would suggest that eventually all of the members attend a Presentation Skills course which would include public speaking, and the use of visual aids etc.

D6 Ability to Establish and Maintain Working Relationships with Other Organisations

This is the area in which the Kingsholm group are certainly competent. Many TMOs and residents associations fail to continue because they are unable to deal with conflict or work with other agencies. Kingsholm has done very well at developing relationships with other groups and agencies especially other City Council Departments. Most recently the Chairman Andrew Harley, and a committee member Paul Lewis produced a report on Tackling Anti-Social Behaviour this has been made available to other Tenant groups and is also available on the Internet.

The committee also continue their support for other tenants and residents across the City in their work on the Tenants Forum, and other Working Parties.

D7 Ability to Negotiate and Monitor Housing Services

Negotiations on the Management Agreement are now nearing completion. This in itself is evidence that the committee can negotiate Housing Services. These negotiations were conducted in a professional and appropriate manner.

The negotiations to draw up the Agreement will include more work on how to monitor the services, and eventual contracts.

Training sessions have included practical examples of monitoring, and the members have attended sessions provided by PEP, and Tony Lowry, and Norman Thomas both Senior Officers in the Housing Department.

Some of these sessions have taken place quite recently (Dec 1996) though they must be followed up on a regular basis. Support from the local authority can help this process.

O3 Ability to Control Budgets and Finance

Much of this was covered under D4. I am happy that the group are competent in this area. Perhaps at least one other committee member should become fully conversant in bookkeeping and managing money. I would also recommend that the local authority conducts quarterly checks on financial procedures in line with the DOE’s financial health check for developing TMOs. Training in the committees financial regulations should be essential for any new committee member.

O4 Ability to Provide Information for Customers

Kingsholm have had an office open on the Estate for almost a year now. It is staffed by the committee and the Housing Management Contractor all day on Wednesday. The committee ‘staff’ the office on Mondays 12-2pm on Thursdays 7-9pm, and on Fridays 3-5pm.

The committee have built up a good selection of reference materials to help them refer customers to the appropriate department or organisation. They have also received training from the Advice Agency in how to run an office which included such items as confidentiality, customer care and which department does what.

The office is well used for informal housing advice, and housing issues, general information, including bus and train timetables, the issue of ‘Poop-scoop’ bags etc. Even other City Council Departments have begun to see the office and group as a resource. Most recently The Environmental Health Department asked the group to see what information was available on the Internet regarding E COLI OI57!

Further training in providing information for customers should be provided if committee members request it. It should also be a requirement for new members who intend to staff the office.

4.3 GROUP COMPETENCE

Again the criteria used to assess competence in this area have been taken from the guidelines in "Preparing to Manage"

The questions to be answered are as follows;

 

By and large the answer to all of these questions is yes. Particularly as the group will only take over limited functions to start off with. Concerns and comments not raised under the individual competencies section are raised below.

Control

Control is sufficient at the moment and the group realise the importance in being vigilant in this respect. I would recommend that the group undertakes a regular review of its control procedures e.g. are the financial regulations being adhered to?, Is the group adhering to the Management Agreement and the IPS Rules?

Commitment

The committee members have shown that they are committed to making the TMO succeed. They have been working towards the development of the TMO for over 4 years, alongside other involvements, including the HMCCT process and other Tenant Participation work.

As far as time commitment goes this is a problem facing any voluntary organisation. TMOs are no different. At present there are enough people involved without daytime commitments to be able to open the office. If this altered the situation could become difficult.

The group is actively seeking new group members but this again proves to be a constant problem, and in this respect Kingsholm are no different from any other voluntary community group.

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5. RELATIONSHIP WITH THE LOCAL AUTHORITY

As has been stated throughout this report Gloucester City Council Housing Department have been very supportive of the Kingsholm group and have been able to provide assistance in a number of ways including the following:-

It must be noted that all this has been done at a time when the local authority was preparing for HMCCT and dealing with the potential reorganisation into a unitary authority.

The local ward councillors have also been very supportive. Ward councillors will eventually sit on the Board.

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6. CONCERNS AND UNRESOLVED PROBLEMS

Some concerns regarding competence have been expressed in other parts of this report. This section will look at concerns about the Right to Manage in general and the pressures which the group have had to work under.

Kingsholm has spent the last three years working towards the setting up of a Tenant Management Organisation.

It has been a long and arduous process and has involved a lot of commitment from individual members. They have now reached the stage where they can proceed to ballot residents on whether they should continue to set up the TMO.

This final ballot must prove that there is a majority of support for the setting up of the TMO.

Whilst the committee have been involved in the development stage they have had to follow many new rules and regulations laid down by the Department of Environment.

Although it is appreciated that some degree of control has to be exercised, the bureaucracy seems to have hindered rather than helped the process. It has also taken up considerable amounts of time which could have been spent on resolving estate problems.

Examples of this include complicated grant return forms which have often not been understood by the officers of The Tenant Participation Branch let alone by the committee members.

Explanations surrounding the Management Agreement have also taken up a considerable amount of time and left little time for other training.

The group needs to understand what they are taking on but, in the main, the Management Agreement has also been about introducing yet more unwieldy bureaucracy

Many Tenants and Residents Associations who started to explore the possibilities of setting up the original Estate Management Boards and Tenant Management Co-operatives did so because they wanted to be more fully consulted before decisions were taken about their estate.

They did not necessarily want to take over from the Council or take on the responsibilities of management. The introduction of the Right to Manage seems to have forced many developing Tenant groups to take on more responsibility than they really want.

If the Right to Manage is to continue then there should be a thorough review of the amount of responsibility that tenants are expected to take on and the time they are expected to contribute.

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7. CONCLUSIONS AND RECOMMENDATIONS

7.1 CONCLUSIONS

After a lot of hard work from all involved, with a lot of support and despite many setbacks Kingsholm have reached a stage where the ballot of residents on whether to continue with the Tenant Management Organisation can now take place. With the continued support of the local authority and having implemented the following recommendations the group should be competent to carry out the responsibilities laid down in the Management Agreement

7.2 RECOMMENDATIONS

Kingsholm Estate Management Ltd should now undertake the ballot of tenants as defined in the Right to Manage Regulations. If successful they should proceed to sign the Management Agreement and commence working as a Tenant Management Organisation.

If the ballot is successful the local authority and the TMO should implement the following recommendations

The TMO should:

  • Adherence to Equal Opportunities requirements

    Adherence to financial regulations

    Adherence to the Business Plan

    Health and Safety procedures

    The effectiveness and structure of meetings

    Adherence to other legislative requirements, and to IPS Rules

    Review how far these recommendations have been met 6 months from the ballot result

  • The local authority (Housing Department Client side) should:

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    APPENDIX

    Development Programme and other Training

    November 1994

    Training: Officer Roles

    Begin Registration Process

    Training: Housing Management Overview

    Meeting

    December 1994

    Committee Meeting

    Grant Administration

    Training: Office Practice

    Training Rules Registration

    January 1995

    Full TCC Meeting

    Training: Accounts Procedure

    Visit to TMO

    Training: Repairs Part1

    February 1995

    Training Accounts Procedure

    Training: Introduction to Local Government

    March 1995

    Training: Rents

    Training: Allocations Procedure and Policy

    Open TCC Meeting

    April 1995

    May 1995

    Training: Employment Practice

    Open TCC Meeting

    June 1995

    Training: Repairs

    Review Competencies

    Open Meeting

    July 1995

    Training: Tenancy Management

    Training: Employer’s Legal Obligations

    Training: Equal Opportunities Part 1.

    August 1995

    Training Equal Opportunities Part 2

    September 1995

    Training: Allocations Part 2.

    Training: The Management Agreement

    Management and Maintenance Allowance

    October 1995

    Day to Day Repairs

    Housing and Other Benefits (Gloucester City Council)

    November 1995

    Training: Rents Part2

    Training: Empolying Staff

    December 1995

    January 1996

    Training: Housing Management

    February 1996

    Training: Housing Finance

    Training: Rent Arrears Procedure

    Training: Understanding the Options

    March 1996 to January 1997

    Training Reviews

    Rent Arrears Procedure

    Training from other Providers:

    Managing the Money

    Responsible Leadership

    Local Housing Management (1 week)

    Housing Repairs

    Managing Contractors

    Advanced Financial Control

    Newsletter Production

    Advanced Information

    Introduction to CCT

    Team Building Training

    TMO’s a Background and Overview

    Anti-Social Behaviour

    Managing Contracts

    In addition, members of the Group played an active part (including training) in the Housing Management Compulsory Competitive Tendering process and are currently involved in the Response Repairs CCT selection process.

    Please note that some of the dates for Training may not be accurate as one Training Log File could not be located.

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