Resident Engagement Officer Recruitment Pack

The Royal Borough of Kensington and Chelsea
Tenant Management Organisation Ltd

A Meeting of the TMO Board will be held on Thursday 27th of March 2014, 6.30pm 8.30pm in
the 3rd Floor Boardroom at 346 Kensington High Street, London W14 8NS
Apologies (phone 020 7605 6399)

Refreshments available from 6pm
PART A FOR CONSIDERATION / DECISION

Agenda Report Name Presenter Enclosure
Item
1 Welcome and apologies for absence Chair
Declarations of Interest
2 Minutes of Board meetings held on 7th of Chair
January 2014 & matters arising
3 Chief Executives Report Chief Executive
4 Parking Review (decision item) Executive Director

of People and
Performance
5 Governance update on changes to the Company
constitution (decision item) Secretary
6 Business Plan and Performance Update Executive Director
of People and
Performance
7 Financial Report Executive Director
of Financial
Services & ICT
8 Feedback from the Committees Company
Secretary
9 AOB
Date of next meeting: 22nd of May 2014

Agenda Item 2
THE ROYAL BOROUGH OF KENSINGTON & CHELSEA
TENANT MANAGEMENT ORGANISATION
TMO Board
Meeting held on 7th January 2014
Present:
Ms Fay Edwards, Resident Board Member (Chair)
Mr Tony Annis, Resident Board Member
Ms Anne Duru, Resident Board Member
Ms Deborah Price, Resident Board Member
Mr Iain Smith, Resident Board Member
Mr Brendan Tracey, Resident Board Member
Councillor Judith Blakeman, Council appointed Board Member
Mr Peter Molyneux, Council appointed Board Member
Mr Jeff Zitron, Council appointed Board Member
Mr Simon Brissenden, Appointed Board Member
Mr Peter Chapman, Appointed Board Member
Mr Anthony Preiskel, Appointed Board Member
Ms Mary Benjamin, Resident Board Member
In attendance:
Mr Robert Black, Chief Executive

Ms Yvonne Birch, Executive Director of People and
Performance
Mrs Angela Bosnjak-Szekeres, Head of Governance and
Company Secretary
Ms Sacha Jevans, Executive Director of Operations
Mr Andy Marshall, Managing Director, KCTMO Repairs Direct
Mr Anthony Parkes, Executive Director of Financial Services
and ICT
Mr Peter Maddison, Director of Assets and Regeneration
Mr Steve Mellor, RBKC
Ms Wendy Thomas, RBKC
Miss Clare Lees, Governance Officer
Apologies:
Mr Kush Kanodia, Resident Board Member
Councillor Maighread Condon-Simmonds, Council appointed
Board Member
Action
by
1. Introduction
The Chair welcomed Board members to the meeting, and

apologies were given.
Declarations of Interest
There were no declarations of interest.
2. Minutes of Board meeting held on 21st of November 2013
The minutes were agreed as a correct record.
Matters Arising
Mid-Year review on TMO Performance
The Chief Executive explained that work will be undertaken with

regards to the cost comparison and added value and a response
will be provided by the end of the year.
Test of Opinion
We are working on the communications strategy and a report on

the test of opinion results will go to RBKC Housing and Property
Scrutiny Committee in March 2014.
Health and Safety -
Anthony Parkes explained that only one leaseholder is un-

contactable regarding fire doors, we are working on addressing
this matter.
3. Chief Executives Report
The Chief Executive introduced the report which focused on the

Hidden Homes opening at Holmefield House, annual party for
sheltered schemes, test of opinion, Board workshops on the
Asset Management Strategy, Repairs Direct, Home for London,
treating Council Housing fairly and Labour to launch a Housing
Commission.
The Chief Executive had met with the Leader twice and the
Leader may be attending the Board meeting in March.
The Board noted the report.
4. Rent Report
Steve Mellor from RBKC was welcomed and introduced the

report on the proposed rent increase.
Board Members asked the following questions:
1. The role of the Board with regards to the rent report was
discussed. It was requested that in future the report
reflects more clearly the role of the TMO Board. SM/APa
2. It was queried whether the target rent for each property
was fixed. It was explained that it is worked out based on
the national formula.
3. It was asked if the percentage increase could be included
in future presentations when comparing average rent and
target rent across boroughs. It was confirmed that this
could be included in future reports. SM/APa
4. A Board Member enquired about the increase in recharge
from housing services. It was explained that this was due
to a new post being formed in the Assets and
Regeneration team working on Housing Revenue Account
recharges.
The Board had a discussion about historic rent levels. The Chief
Executive confirmed that RBKC has charged rents consistently
below target rent and this has resulted in insufficient rent being
brought in to pay for investment. It was explained that the
increase in rent allows for increase in capital investment.
The Board also had a discussion about the impact of the target
rent system for housing associations. Although this matter has
not progressed it was asked whether in a situation where if
housing associations stop rising under the proposals but council
rents continue rising would it ultimately pose a problem that
council properties cannot be let because the rents are higher
than housing associations rents. Steve Mellor responded that this
is not likely to happen under the current regime.
The Board noted the report and the Chair expressed support
for the proposed rent change as it would mean that more
money could be invested into residents homes.
5. Tenancy Policy
The Board welcomed Wendy Thomas from RBKC who

introduced the report on the Tenancy Policy which came into
force on 1st January 2014. The policy sets out the approach to
issuing and re-issuing tenancies by the Council to the housing
stock which is owned by the Council and managed by KCTMO
under the new legislation.
The Board enquired about the renewal of tenancies and the

severity of breaches that need to occur for a resident to lose their
home. WT explained that the policy is flexible and
Neighbourhood Officers would look into each case on its own
merit.
The Board queried the resourcing implications for the TMO and
whether these have been considered. It was explained that the
TMO is aware of the risks and has been preparing for 6 months
with a workflow being developed to identify tenancy review
periods. Initially the changes will only affect new tenants so
resources will be considered further over the next 18 months.
The Board requested that a report on resources be brought to the
Board in a years time. SJ
6. Budget 2014/15
Anthony Parkes introduced the report. The report was sent to the
Finance, Audit and Risk Committee meeting on 11th December
2013, where Members recommended the budgets to the Board
for approval subject to changes in the background information so
it would tie in with the schedules.
A question was asked about the increase in the security costs. It

was explained that the increases were due to increases in the
security firms rates and one off security activities.
The Board congratulated officers for their effective budget

management.
The Board enquired about the cash position and whether it would
change significantly. It was explained that there shouldnt be any
significant changes and it should remain positive whilst RBKC
continue to pay on account.
The Board agreed the Budgets 2014/15.
7. Draft Asset and Regeneration Strategy
Peter Maddison introduced the report which gave an update on

the draft Asset Management Strategy and asked for approval of
the same in principle, with the final report and action plan
returning for approval at the Board meeting in May.
The purpose of the asset management strategy is to sit alongside

the Housing Revenue Account (HRA) Business Plan, and to
provide a framework which determines the priorities and
timescales for investment in the stock, how decisions will be
made about where to invest and a clear standard for investment.
The asset management strategy is not the investment
programme.
It was explained that work will be carried out over the next 6
months to identify what needs to be done to the housing stock.
By the end of the calendar year the TMO and RBKC will have a
better idea of what would needs to be done.
An enquiry was made about energy costs, It was explained that

energy standards have been built into the strategy and we are
simultaneously developing an energy strategy too.
Officers were congratulated on an excellent report and strategy.
A question was raised regarding the issue of accessibility and

ageing population and whether there is a scope at the planning
stage to consider how this could be addressed. It was explained
that the sheltered housing stock is already been looked at and
we are also looking at residents satisfaction with their homes,
layout of their homes and socioeconomic factors in order to
address this issue.
The Board agreed that the strategy was fine but the detail of the
strategy will still need to be worked out. Officers explained that
the strategy is building on the work done during the last two
years and also is using the opportunity that has come along with
the change of the housing revenue financing regime. The TMO is
a key part in working jointly with the council to invest in and
regenerate the homes, making intelligent asset decisions instead
of doing reactive work.
The Board queried the funding of the new build housing

development and whether the option to increase rents means
charging market rents. The Chief Executive explained that
charging market rents is an option open to the council but the
prerogative is maintaining and developing new social housing
and also find ways of meeting future demands.
The Board discussed the benefit of having a joint asset strategy

with RBKC.
The asset strategy and approach to regeneration will be part of

the business plan and the Board was invited to the business
planning session that will take place on 21st January 2014.
The Board agreed in principle the draft Asset Management

Strategy.
8. Repairs Direct Progress Update
Andy Marshall introduced the report which provided the board

with an update on the progress made with Repairs Direct since
its launch on the 2nd September 2013, and to advise the board on
any operational challenges encountered in the first 3 months of
operation.
The Board was informed that the productivity is fairly low for the
first quarter but it is reasonable and we are looking for ways to
improve productivity.
The average number of jobs is slowly decreasing from 126 to 118

jobs per day as an average but this is still high. Customer
satisfaction surveys show 95.2% of residents contacted were
satisfied with the service.
Michael Lyon has been appointed as Health and safety Manager

and he commenced employment on the 2nd December 2013.
9. Feedback from the Committees
The Company Secretary introduced the report and asked the

Board to note the matters discussed and agreed at the Finance,
Audit and Risk Committee meeting on 11th December 2014 which
included the minutes, an internal audit update and the draft
budgets 2014/15.
10. AOB
- Reappointment of Independent Board Member
The Company Secretary explained that Anthony Preiskel had

served on the Board for 3 years and would like to continue to
serve on the Board. The Appointments Panel met before the
Board meeting to discuss Anthonys contribution and
attendance at Board meetings and events. The Panel was
happy to recommend the reappointment of Anthony Preiskel
as an Independent Board Member of the Board.
The Board agreed to reappointment Anthony Preiskel to

serve as an Independent Board Member for a further 3
years.
Date of the next meeting
The next Board meeting would be held on Thursday, 27th March

2014.
Agenda item 2
Appendix 1 BOARD ACTION RECORD / MATTERS ARISING
NO. MEETING MINUTE ACTION BY BY WHEN UPDATE

DATE NUMBER WHOM
1 07/01/2014 4 The Board requested that in future SM/APa This will be reflected in the
the annual rent report reflects more next annual rent report.
clearly the role of the TMO Board.
2 07/01/2014 4 It was requested that the percentage SM/APa This will be included in the
increase could be included in future next annual rent report.
presentations for the annual rent
report when comparing average rent
and target rent across boroughs.
3 07/01/2014 5 The Board requested that a report on SJ A report will be sent to the
resource implications of the new Board in 2015.
tenancy policy be brought to the
Board in a years time.
Agenda Item 3
THE ROYAL BOROUGH OF KENSINGTON AND CHELSEA
TENANT MANAGEMENT ORGANISATION LIMITED
Open
For Information
TMO Board 27th March 2014
Report title: Chief Executives update report
Authority for decision: The Board has ultimate responsibility

for monitoring the performance of the
organisation.
Recommendations: For information
Regulatory/legal requirements: None
Business Plan link: Keeping abreast of performance

initiatives within the organisation, and
external developments affecting social
housing.
Equality Impact Assessment/comment: Equality and diversity issues are taken

into consideration.
Resident consultation: Ongoing
Resource implications/VFM statement: Keeping up to date on the latest

developments in social housing is
important for shaping the business.
Improved performance within the
organisation will help the TMO to
achieve its VFM objectives.
Risk: Failure to engage with the external

housing sector could have an adverse
effect on the TMO in keeping abreast of
developments within the sector. There
is also reputational risk if performance
fails to improve across the TMO.
Appendices: 1
Total number of pages including 7

appendices:
Name, position and contact details of Robert Black, Chief Executive

author: 020 7605 6311
Chief Executives Report
1. Your Credit Union
The TMO continues to work closely with t he Credit Union with their office based in
our offices on the second floor of 346 Kensington High Street, and Anthony Parkes
is treasurer on their board.
Membership
Currently membership of the Credit Union stands at 318 active members, which
compares favourably with 149 members last September. Therefore, membership is
growing at around 30 new members per month, and membership recruitment is
continuing.
Loans
The number of loans has also increased to 75 with a total value of 174k compared
with a value of 23k last September. Since November 2013, we have added an
average of 30k in new loans each month, and hope to increase lending to 50k
per month. The average loan is over 2k with an average term of between 2 4
years. Marketing has increased demand for loans, and requests for loans from
TMO tenants has increased after recent publicity in the Link magazine.
Approximately 40% of applications are turned down for various reasons, and failure
to maintain repayments is around 5% of loans.
Marketing activities
Activity in this area has resulted in both membership and loan growth. Three
weekly pop up sessions are held at Beethoven, Dalgarno and Worlds End) as well
as ad hoc speaking engagements, political sign ups (councillors, MPs, MEPs etc).
A Members Stories newsletter was produced recently which has gone down very
well with members and potential members, and shows how people can use the
Credit Union in different ways (small and large loans, payroll and lump sum
savings).
AGM
The Credit Unions AGM was held on 11th March. Members at the AGM approved
the boards dividend recommendation of 1.60%. All savers with the credit union
who had savings balances as at 30 September 2013 will get a 1.60% dividend on
those savings for the preceding 12 months or pro rata deposit period. The
members also approved an Increase to the Credit Unions common bond area
taking in the City of London and adjoining boroughs.
2. Office of Fair Trading Review
The Office of Fair Trading (OFT) has launched a market study into the provision of
residential property management services to leaseholders in England and Wales.
Having sought views on the scope of the study, the OFT has decided to widen its
investigation to include resident property management services for properties where
local authorities and housing associations are the freeholders, as well as those with
private sector freeholders. These have been brought within the scope because of
similarities in the concerns expressed by respondents in relation to the provision of
property management services to former local authority properties.
Estimates vary but there may be as many as five million leaseholders in England
and Wales.
The OFT will look at whether the residential property management services market
is working well for leaseholders and freeholders, including:
Whether managing agents and freeholders have the same interests as

leaseholders in keeping down costs for maintenance work or building
insurance
Whether leaseholders have sufficient influence on decisions taken by
freeholders or others on the appointment of managing agents and the supply
of residential property management services
Whether there are barriers to switching and whether competition between
property managers more generally is working well
Whether managing agents and freeholders choice of contractors and
services may be influenced by links with associated companies and the
availability of financial commissions
Whether it works well in practice when leaseholders exercise their right to
manage their own properties.
In April 2014, the Competition and Markets Authority (CMA) takes on the existing
competition and some of the consumer protection functions of the OFT . The CMA
will publish the final report before the end of the year.
Rachel Merelie, Senior Responsible Officer for the study said:
Service charges for the maintenance of a building can be substantial and we want
to make sure that leaseholders are getting a fair deal.
We are concerned that management agents and freeholders may not be

incentivised to keep maintenance costs down and that leaseholders may not
receive value for money.
We will look at whether there is sufficient competition in the market generally as well
as taking a close look at specific areas which have been brought to our attention,
including services provided to retirement properties.
Since the issue of the above press release, the TMO has been contacted by the
National Federation of ALMOs (NFA), who have been contacted by the OFT to
discuss any ALMO issues in connection with this review, and the NFA are now
inviting individual ALMOs to contribute towards this study.
3. Resident Engagement
Map out your future (MOYF): employment and training roadshows

In keeping to its commitment to work with the Council and other local agencies to
help residents find employment and training opportunities, and as a signatory to the
Pathways to Work Charter, the TMO held a series of quarterly Employment and
Training Roadshow events during 2013/14.
Three out of the four events were joint events, and were held in partnership with
Catalyst Gateway in July, Viridian Housing in October, and Network Stadium
Housing Association in February. Invitations for each event were sent to all
residents in receipt of welfare benefits. The events were very successful, and in
total 10% of invited TMO residents attended the roadshows.
A total of 23 local agencies and businesses supported the TMO at the roadshows
including the Volunteer Centre for Kensington and Chelsea (VCKC), Portobello
Business Centre (PBC), Kensington and Chelsea College (KCC), Clement James
Centre, Nova New Opportunities, Open Age, the Nucleus Legal Advice Centre,
Campden Charities, Your Credit Union and MACE. The Mayor of the Royal
Borough of Kensington and Chelsea also attended to support this initiative.
Feedback from residents has been very positive, with approximately 99% of
residents saying that they found the event useful. In addition all residents
requesting assistance are currently being supported along their requested
employment and training pathway.
The roadshows have also contributed to successful outcomes for a few TMO
residents. Four TMO residents have secured permanent work, one resident is on a
training course, and one resident is on a work placement.
The 2014/15 series of MOYF roadshows are currently being planned, and the first
event is scheduled to be held in June 2014.
BAME Outreach Project (2014/15)

Recent research has shown very little engagement from our BAME (specifically
Somali and Arabic speaking) and a reluctance to access TMO services. The TMO
have, therefore, agreed to establish a partnership with an organisation called
MIDAYE (Somalian for unity), to run a pilot project, the aims of which are:
To promote and improve access to KCTMO services through proactive and

outreach engagement with KCTMO BAME residents
To provide opportunities for engagement with BAME residents through the
provision of quarterly drop-in surgeries.
To strengthen links between KCTMO and BAME residents
To increase BAME representation on KCTMO committees, forums and
working parties
To develop stronger links with local voluntary sector projects/organisations.
MIDAYE has appointed a multi-lingual project co-ordinator, who will be responsible

for recruiting bi-lingual volunteers to undertake outreach work. The volunteers will
also act as communicators for these residents. In addition quarterly surgeries will
be held with TMO staff for all our black, Asian and minority ethnic residents.
This joint venture starts on 1 April 2014, and will run for 12 months.
4. Food for Thought lunches
A series of staff lunches are being held this year, hosted by individual sections,
which will give staff an opportunity to meet their colleagues in other sections, and
find out more about what the section does, and individual responsibilities. The first
lunch was held on 27th February, and was hosted by Assets & Regeneration. There
was a quiz with prizes, and handouts on the capital programme and the set up for
technical information, and the event was well attended, and a great success.
Another lunch is planned at the Blantyre office which will be hosted by
Neighbourhood Management (North and South), on 20th March. Transport is being
arranged for staff in the Network Hub office.
5. Hitting the Gold Standard
Both Whitchurch House and Silchester Resident Associations in Notting Barns won
the coveted Gold Standard in this years Royal Boroughs Gold Standards awards.
They were both recognised by judges as having robust management, a
commitment to seeking out a wide range of residents needs and views, and
procedures in place to ensure those views are heard. Janet Edwards, Resident
Engagement Manager, said this is fantastic recognition for our associations and
shows that our residents lead the way when it comes to building community spirit.
They received their awards at a reception in the Mayors Parlour on Wednesday,
19th February.
6. RBKC Community Safety Programme Board
The Chief Executive is a member of the RBKC Community Safety Programme

Board which has responsibility for setting the strategy, and monitoring the delivery
of objectives in this area for the borough. These include monitoring the Police,
youth work, probation services and other statutory agencies.
Recently, anti-social behaviour has become a key priority for the Community Safety
Programme Board, and the Chief Executive has been asked to work with RBKCs
Chief Safety Officer to develop a key action plan. Further legislation is also going
through Parliament which will result in new responsibilities for landlords. It is
expected that the Parliamentary Bill will receive Royal Assent in April, and following
this, the TMO will work with the Police and the Council in ensuring that we have the
right policies and procedures in place. Residents will be kept informed and updated
on developments in this area.
7. Lancaster West Estate
The Royal Borough of Kensington and Chelsea has written to all residents on
Lancaster West Estate, and to the Lancaster West Estate Management Board
(EMB) that following the breach notice served on the EMB in November 2013, the
Management Agreement between the Council and the EMB will come to an end on
31st May 2014.
The housing management services will continue to be delivered by the TMO, and
there will no change in the day to day service that the residents receive. We are
fully committed to delivering a good service to the residents of Lancaster West
Estate, and involving them fully in the resident engagement and governance
processes of the TMO.
8. Repairs Direct
Repairs Direct has now completed its first six months of operation. The level of sub
contract work was initially higher than anticipated due to unexpected increases in
volumes at the start of the contract. This has now been reduced to 20% and the
focus remains on driving up the productivity of our direct workforce. Further
development work on the operatives hand held devices has been undertaken which
will improve the communication of information back to the Customer Contact
Centre. The team continue to work on monitoring and improving the quality of work,
and refining processes to increase efficiency.
9. Test of Opinion
The results of the Test of Opinion carried out last year were reported to the Housing
and Property Scrutiny Committee on 13th March. The report was warmly received
by the Scrutiny Committee, and is attached for information as an appendix to this
report.
Agenda Item 4
TMO BOARD
27TH March 2014
1. Purpose
1.1 To agree a new parking policy which will enable a Traffic Management Order to
be created by RBKC in order to enforce estate parking restrictions which will
protect our income
FOR DECISION
2 Background
2.1 Enforcement of estate parking restrictions via our current contractor, Wing
Parking, is not proving effective. Payment has only been received on 39% of the
1,649 tickets issued in 2012/13 and Wing are not pursuing unpaid debts through
the courts because they will only succeed if they can demonstrate who was
driving the vehicle at the point it was parked.
2.2 This issue arises from the Protection of Freedoms Act 2012, which banned
clamping on private land. Whilst the act established statutory procedures
allowing landowners to enforce Parking Charge Notices against the registered
keepers of vehicles parked on their land, it also specifically excluded these from
applying to local-authority owned land. Whilst the exclusion is presumed to be an
inadvertent effect of the wording of the legislation, rather than the intent of policy
makers, the Department of Transport has nevertheless issued guidance of all
local authorities confirmed it is the legal position.
2.3 A Traffic Management Order enabling the local authority to adopt statutory
controls is therefore the only robust mechanism for enforcing parking restrictions
on private land owned by local authorities. This approach is recommended by
London Councils and most London Boroughs are either now preparing to
introduce such orders on their housing estates or have already enacted them.
2.4 Without such an order, KCTMO will be unable to restrict estate parking to
residents, their visitors and contractors, resulting in our estates effectively
becoming areas of free parking available to the general public. This would likely
generate considerable resident dissatisfaction and presents a significant threat to
the current HRA income of c.700k pa from sale of parking permits, given that
holders would be likely to cancel their permits in the event of increasing
enforcement problems.
3 Policy Implications
3.1 In order to be able to enforce Transport and Highways required some changes in
the current parking practice and the main changes are:
Removal of allocated bays This is a formalisation of the existing

arrangements since currently we do not take enforcement action against
vehicles displaying a valid permit but parked in a different bay to the permit (
due to the domino effect where one vehicle in an incorrect bay creates a
chain of vehicles outside their bays).
Change to visitor permits We will no longer issue everyone with 2 permits.
The secondary permit was for use of visitors but could only be used when the
main permit holders vehicle was not on the estate. The proposal is for the
issue of a single permit with visitors being able to use newly designated visitor
bays. This will also eliminate the alleged misuse of the secondary permits. We
have consulted on how this could be managed and it is now likely that the
permit holders will receive free scratch card to enable visitors to park in
addition to the main vehicle. Bays in each area will be created as designated
visitor bays.
3.2 The full parking policy is attached at appendix 1
4 Resident Consultation
4.1 We provided all residents (and non residents who have parking permits), with
multiple opportunities to review the proposals and give us their comments.
Details were provided via written mailings to all residents, online information, five
public meetings arranged by officers, attendance at Resident Association
meetings and individual telephone/email discussions with a further 79 residents.
4.2 In total, 818 responded to the survey and the majority of these were already
permit holders. The key aspects of the consultation findings were:-
Enforcement via RBKC only 27% of respondents disagreed with this

proposal and many welcomed the change as they felt controls by our current
contractor, Wing Parking, were failing.
Removal of secondary permit only 33% of residents disagreed with this
proposal and some respondents specifically supported it due to alleged
misuse
Removal of allocated bays 37% of respondents disagreed with this proposal
despite our explanation that the current allocation of specific bays is not
enforced. By clearly stating that a permit entitles parking in any available bay,
the new policy will actually clarify the current practice
5 Next steps
5.1 If the policy is agreed by the Board the next steps will be for RBKC Transport
officers to carry out the statutory public consultation on the Traffic Management
Order, which we anticipate will begin in May 2014. The actual order will only be
enacted via key decision of the Cabinet Member for Planning, Transport and Arts,
on conclusion of the 4 week statutory consultation period
5.2 Our officers have already worked with Transport officers to map estates, draft
traffic orders, specify signage and line-marking works, specify IT systems
integration requirements and agree variations to the NSL enforcement contract.
5.3 The Director of Housing has agreed an additional project budget of 205,000
outside of the MMA to cover project costs and we are currently forecasting to
complete all project spend well within this budget. The majority of this
expenditure is associated with signage and line-marking works, which will only be
instructed if the policy is approved by Board.
5.4 The Traffic Management Order cannot extend to estates managed by KCTMO
but located outside the Royal Borough and the new parking policy will not apply
until such time as traffic orders can be introduced in these areas.
6 Recommendation
6.1That the Board agree the parking policy as attached at Appendix 1

Kensington and Chelsea Tenant Management Organisation
(KCTMO)
Parking Policy
October 2013
1. Purpose of Document
This policy provides information and guidance on:
Permitted areas for parking on KCTMO estates

Eligibility for parking permits
Allocation of annual permits
Allocation of visitors permits
Annual permit charges
Termination of accounts
Parking enforcement and the handling of illegally parked vehicles
2. Introduction
2.1. KCTMO manages parking on estates owned by the Royal Borough of

Kensington and Chelsea for the benefit of residents.
2.2. All vehicle owners parking on KCTMO estates must ensure that they comply
with this policy and all vehicles must display a valid KCTMO parking permit.
2.3. There are currently 3 types of permit issued:
Annual purchased parking permits, issued yearly.

Visitors temporary permits, issued subject to availability.
Contractors temporary permits, issued to KCTMO contractors only.
2.4. We have 3 types of parking space:
Bays on external hardstanding.

Bays in enclosed car parks.
Individual lock-up garages.
2.5. Our Customer Service Centre manages the allocation of permits and aims to
maximise usage of the available parking facilities.
3. Distinction from Street Parking
3.1. KCTMO permits are not valid outside KCTMO estates and the parking
permits issued by the Royal Borough of Kensington and Chelsea are not
valid on the estates managed by KCTMO.
3.2. KCTMO does not exercise any control over the street parking which is
managed by the Royal Borough of Kensington and Chelsea. KCTMO permits
are not valid outside KCTMO estates and the parking permits issued by the
Royal Borough of Kensington and Chelsea are not valid on the estates
managed by KCTMO.
4. Permitted Parking Areas
4.1. The areas in which parking is permitted on each estate will be clearly
indicated via signs and line-markings. Parking is only permitted within marked
bays, for vehicles displaying a valid permit or badge entitling them to park
within that bay type, and not in any other area.
4.2. Annual permits are issued on an estate-wide basis for parking on external
hard standing or in enclosed car parks. Annual permit holders are entitled to
park in any available bay within the estate that their permit is valid for except:
Bays designated as disabled parking

Bays designated to motorcycle parking
Bays designated for visitor parking
4.3. Permits for parking in a lock-up garage entitle the permit holder to park within
that individual garage only and not in any other area.
4.4. Permits only entitle the permit holder to park on the individual estate
specified. They do not allow for parking on any other estate, except with
written permission from KCTMO for a limited period (for example, if a parking
area is withdrawn for works, we may grant permission for temporary use of
parking areas on another estate).
4.5. KCTMO has a limited number of designated disabled parking spaces on

external hard standing. Vehicles parked in a designated disabled space must
display a valid KCTMO permit as well as a purple disability badge issued by
the Royal Borough of Kensington and Chelsea.
4.6. We will consider creating a designated disabled parking space where a

KCTMO tenant or leaseholder (or other permanent member of their
household) holds a valid purple disabled badge and a reasonable location
can be identified which meets their mobility needs. We will reserve the right
to remove any designated disabled space if it is no longer required.
4.7. Blue disability badges are not valid in any parking bay on KCTMO estates.
4.8. Motorcycles, scooters or mopeds can be parked in designated motorcycle

bays on the following estates:.
Silchester Estate (no permit required)

Lancaster West (no permit required)
Tavistock Crescent (no permit required)
Warwick Road Estate (no permit required)
Worlds End Estate (no permit required)
Warwick Road (permit must be displayed)
If there are no designated motorcycle bays, the standard vehicle bays must
be used for motorcycle, mopeds and scooters and a valid permit must be
displayed.
4.9. Visitor parking spaces are only to be used with a valid KCTMO visitor permit.
4.10. This policy supersedes historic parking agreements from 2013 or

earlier, which specify that the permit holder is entitled to exclusive use of an
individual bay and not permitted to park elsewhere in the estate. Please see
4.2 for details of where you can park.
Note: Enforcement action may be carried out against any vehicle

parked in contravention of these principles on any KCTMO Estate.
5. Annual Permits
5.1. Eligibility and Application
5.1.1 Permits are offered subject to availability. Information on available

parking spaces is displayed on our website, www.kctmo.org.uk, or can
be provided on request from our Customer Service Centre
5.1.2 No parking permit is sold, transferrable or automatically allocated with

any KCTMO property (regardless of whether the property is bought,
rented or swapped through a mutual exchange programme).
5.1.3 Application forms will only be processed if the applicant does not have
arrears on their rent, service charge or other account managed by
KCTMO.
5.1.3 Residents who have a payment arrangement plan in place with their
KCTMO Income Officer may still be able to apply for a permit, subject
to the Income Officers approval. Please contact the Customer Service
Centre for advice.
5.1.4 Vehicle registration and insurance documents are required showing the
applicants name and address in the borough are required before any
application can be made.
5.1.5 Priority is given to applicants in the following order:
(i) KCTMO tenants and leaseholders who hold purple disabled

badges
(ii) Other KCTMO tenants and leaseholders - Only a named person
on the tenancy agreement and lease agreement will be eligible
for KCTMO rates. Proof of residency will be required for sub-
tenants or, family members who live at the property as their
permanent address. A copy of Housing Benefit letter, council tax
statement, BT telephone, bank statement or letter by the named
person on the lease will be acceptable as proof of residency.
(iii) Non-KCTMO residents Owners or tenants of freehold
properties, private tenants of leasehold properties or properties
managed by another housing organisation and businesses.
5.1.6 A maximum of three parking permits can be applied for.
5.1.7 KTCMO must be advised of any change of details, such as name,

address and vehicle registration details.
5.2. Allocation
5.2.1 Parking permits are offered in order of priority from date of receipt of an
application form and are allocated in accordance to the priorities listed
above.
5.2.2 Application forms will be processed in 10 working days. The aim is to

offer a parking permit in the applicants preferred area or for parking on
an alternative estate as close as possible to the preferred area.
5.2.3 KCTMO will make a maximum of two offers per application form. If the
applicant refuses both offers, then their application is cancelled and the
applicant must wait a period of 6 months from the date of the last offer
letter before making a new application.
5.3. Purple Disabled Badges
5.3.1 KCTMO residents who hold a purple disabled badge issued by the
Royal Borough of Kensington and Chelsea can be allocated one
hardstand permit only free of charge. This concession does not apply
to garages or bays in enclosed car parks due to accessibility issues.
5.3.2 Purple badges are only valid from the date of receipt and any charges
applied before the TMO receives a copy of the badge will still apply. It
is the responsibility of the purple badge holder to ensure that the TMO
has a valid and up-to-date copy of the permit at all times in order to
prevent charges from being applied.
Note: The blue disabled badge does not provide any entitlement
to free parking on KCTMO estates
5.4. Charges
5.4.1 There is a weekly charge for the annual parking permits. All charges
must be paid three months in advance. This also applies to parking
spaces that were let before 2005, should the parking agreement advise
of weekly or monthly payment.
5.4.2 Charges are set by the Royal Borough of Kensington and Chelsea
Tenants Management Organisation and increase annually in line with
the rents on residential properties managed by KCTMO. A full list of
charges is available on request from the Customer Service Centre.
5.4.3 Private tenants (as defined in above section 5.1.5, Annual Permits
Eligibility and Application) are charged at a different rate from KCTMO
tenants and leaseholders. This higher rate will also apply to former
KCTMO residents who vacate their property but continue to rent a
parking space.
5.4.4 VAT applies to all parking permits rented by non-KCTMO residents and
to KCTMO residents who rent more than two parking permits. The
maximum number of car parking spaces that can be rented per
household is three.
5.4.5 Some service requests, such as amendments to data, re-opening

accounts that have been closed due to rent arrears or the change of
parking permit requests, may incur an additional administration charge
of 45 plus VAT. This will be confirmed in writing before any changes
are undertaken.
5.4.6 A 7 deposit must be paid for any keys to entry gates and garage
doors issued before the parking permit is used. KCTMO reserves the
right to recharge for any keys or permits not returned following the
cancellation of a parking agreement.
5.4.7 Garages must be returned to a lettable standard and KCTMO reserves

the right to recharge the cost of clearing a garage in these
circumstances. Photographs of garages will be taken before they are
let.
5.5. Vehicle Registration
5.5.1 In most cases, the annual parking permit will be issued to a single
vehicle. The permit will state the vehicle registration number, proof of
which must be supplied with the parking application form and on
annual renewal thereafter.
5.5.2 In exceptional circumstances, the annual permit can be used for

multiple vehicles if there is a demonstrable need for this service (for
example, if used for the vehicles of carers visiting the resident to
provide personal support). In such cases, MULTI-REG will be
displayed on the permit.
5.5.3 Only one vehicle will be allowed to use the MULTI-REG permit at any
one point in time. We will maintain an electronic record of registration
numbers for all vehicles that are allowed to use the permit and
enforcement action will be taken against any vehicles displaying the
permit that are not on the electronic record.
5.5.4 In order for additional vehicles to be added to the MULTI-REG

electronic permit record, you must notify us of the vehicle registration
number no later than 4pm on the previous working day, by contacting
KCTMOs Customer Service Centre on 0800 137 111 or 0203 617
7080, or by visiting any KCTMO reception.
5.6. Termination of Accounts
5.6.1 A parking permit account will be terminated by KCTMO if the applicant

has any arrears on their KCTMO property or parking account.
5.6.2 If an account is terminated due to arrears, electronic fob keys will be

cancelled and garage locks will be changed within seven working days
of the termination. Using an invalid parking permit is illegal and may
result in enforcement action.
5.6.3 If an account is terminated due to arrears the former account holders

can apply to keep the parking permit if they clear all arrears within five
working days. This will be subject to an administration fee being paid in
advance.
5.6.4 If a parking permit account is terminated a second time due to arrears,

then the former account holder cannot apply to keep the permit and
can only submit a new application form 6 months after the date the
arrears have been cleared.
5.6.5 Individual lock-up garages are rented for the sole purpose of storing
vehicles. Dangerous items such as petrol, bottled gas or other
flammable items must not be stored in the garage, nor can the garage
be used for general storage or in connection with a business. This will
result in the parking permit account being terminated.
5.6.6 Misuse of permits may result in termination of account.
5.7. Visitor parking permits
5.7.1 Visitor permits can only be used in a specific parking space that are
marked or signed visitor parking only. Vehicles displaying annual
estate permits are not permitted to park in these designated visitor
spaces and doing so may result in enforcement action.
5.7.2 Visitor permits will be issued for a maximum of three days, subject to
availability, and are only available to KCTMO tenants and
leaseholders.
5.7.3 Each household is eligible for a maximum of two visitor permits within
any 30 day period. If there is a demonstrable need for regular and on-
going visitor parking (for example, if used for the vehicles of carers
visiting the resident to provide personal support), an application for an
annual MULTI-REG permit should be submitted. Please refer to
section 5.5.2 for further details.
5.7.3 To request a visitor permit, a full working days notice must be given
and a vehicle registration number must be supplied. This can be
requested through the KCTMO Customer Service team on 0800 137
111 or 0203 617 7080, or from any KCTMO reception.
Note: Any household that has misused or tampered with a visitor

permit will not be entitled to apply for any further permits.
6. Parking Enforcement
6.1. Parking controls are necessary to ensure parking areas are reserved for use
by residents and legitimate visitors to the estate, to ensure access for
emergency and service vehicles and keep estate roads safe for pedestrians
and cyclists.
6.2. From 2014 onwards, parking controls will be administered in accordance with
traffic management orders as defined by the Road Traffic Regulation Act
1984.
6.3. The Royal Borough of Kensington and Chelseas parking enforcement

contractors will conduct daily patrols and carry out enforcement actions to
any vehicle parked in contravention on KCTMO estates.
6.4. A valid KCTMO permit must be clearly displayed in the front windscreen of
the relevant vehicle at all times. Photocopied, damaged or tampered permits
are considered invalid and a penalty charge notice will be issued.
6.5. As defined in section 4 above, signs and markings will indicate where
vehicles can be legally parked, including motorcycles, mopeds and scooters.
Vehicles must be parked within a demarcated bay. Any vehicle parked
outside of a defined area will be issued with a penalty charge notice,
regardless of whether they have a valid permit.
6.6. KCTMO parking permits do not provide an entitlement for parking any
untaxed or un-roadworthy motor vehicle, or commercial vehicle, caravan,
boat, trailer etc. Such vehicles may be issued with a penalty charge notice.
6.7. Vehicle owners have a right to appeal against any penalty charge notice
issued by the Royal Borough of Kensington and Chelseas contractor. Details
of how to do so are available on-line at
http://www.rbkc.gov.uk/environmentandtransport/parking/parkingtickets/howt
ochallengeafine.aspx. Challenges can be made in writing to Royal Borough
of Kensington and Chelsea, PO Box 4294, Worthing, BN13 1WW.
6.8. Vehicles with multiple unpaid penalty charge notices may be removed and
relocated to The Royal Borough of Kensington and Chelseas vehicle pound.
Once the owner has provided proof that they own the vehicle, paid the
release fee and the applicable penalty charge notice fees, the vehicle will be
returned to the owner.
6.9. Vehicles which appear to have been abandoned, in obvious disrepair and
without valid road tax disk, will be served a 15 day warning notice. If no
contact is received within the 15 day period, the vehicle may be removed by
the Royal Borough of Kensington & Chelsea Environmental Services team
and destroyed.
7. Data Protection
7.1 Under the Data Protection Act 1998 residents have the right to access their
personal data held by KCTMO. We will respond to a subject access request
within 40 calendar days. We may charge a fee of up to 10 for the
information. There are some exemptions within the Act which might limit the
extent to which we will comply with your subject access request in certain
circumstances. These will be explained to you when we respond to your
enquiry.
7.2 Under the Freedom of Information Act 2000 residents have the right to
request information about KCTMO. We will respond to a freedom of
information request within 20 working days. There are certain exemptions
within the Act which could allow us to refuse to comply with your freedom of
information request in certain circumstances. These will be explained to you
when we respond to your enquiry.
8. Equality and Diversity
8.1 KCTMO will make every effort to make information available on request in any
language and in accessible formats. Please contact the Customer Service
Centre to make a request.
9. Formal complaints
9.1 If a motorist is dissatisfied with the service they have received from the
KCTMO or contractors carrying out work or services on behalf of KCTMO,
they need to refer to the KCTMO complaints procedure which can be found
on our website www.kctmo.org.uk
10. Monitoring and Review
10 Monitoring, reviewing and evaluation are ways in which we will measure our
performance against our objectives and make changes and improvements
where there is a need. The Customer Services Centre will monitor this policy
and make revisions as appropriate.
Version Control
Version Policy changes since Revision Date Owner

final version (or version)
Draft V 1 13.05.2013 Customer Services
Draft V2 12.06.13 J. Picot, Assistant Project Manager
Draft V3 14.10.13 Nick Rendle, Project Manager
Agenda Item 5
BOARD
27 MARCH 2014
CHANGES TO THE CONSTITUTION
REPORT BY COMPANY SECRETARY & HEAD OF GOVERNANCE
1 PURPOSE
The purpose of this report is to inform the Board on changes needed to the
TMO Constitution, due to the legislative changes and local circumstance.
The Board is asked to agree in principle to the changes to the Constitution
as proposed in this report and to agree the text of the revised and changes
articles at its meeting in May.
FOR DECISION
2. Constitutional changes driven by legislative changes
The introduction of fixed term tenancies from the start of 2014 necessitates
the updating of the constitutional provision prescribing eligibility for
membership.
Under the envisaged changes to the constitution fixed term tenants would be
eligible to become members of the TMO on the same principles as secure
tenants and leaseholders. Fixed term tenants will gain same membership
rights as the existing categories of residents (voting rights, rights to stand for
elections).
In addition, the TMO manages a site where residents are granted licenses
from the Council. It is proposed that the revised article on membership
incorporates membership rights for these residents as well.
Updating the constitution will keep us in line with the recent legal
developments and protect the company from any possible challenges under
the equalities legislation that might arise from the introduction of fixed term
tenancies.
3. Constitutional changes driven by local circumstances

The constitution prescribes that all members in the employment of the Council
are disqualified from standing for Board elections. The feedback during the
last two election campaigns from our members centered on the unfairness of
the exclusion, bearing in mind that many local people work for the Council.
The Board will be asked to consider the exclusion and changing it to only
exclude Council staff that work in areas/departments closely related to the
TMO activities.
The second proposal under this heading is around reduction to the time
before a member could stand for elections for the TMO Board. The current
time is 2 years after their residency started. The feedback from the previous
elections was that it was a long time and acts to exclude newer residents. It
was also felt that with the capacity building training in place before the
elections, all resident standing could make an informed decision about serving
on the Board irrespective of the length of tenure.
This change would also enable tenants on fixed term tenancies and licenses
to stand for the Board in the first two years of tenure and ensure that the
constitution is inclusive in granting membership rights to residents with
different tenures.
4. Next steps
We are currently working on identifying the clauses that will require revision.
Provided that the Board agreed to the proposal to change the relevant
sections of the Constitution, work will commence on the drafting of the new
clauses. The drafts will be sent to our company solicitors before they are
presented in full to the May Board meeting. Provided that the Board agrees
the text of the revised clauses, we will be carrying out a consultation with the
members on the proposed changes and liaising with RBKC with the view of
obtaining their agreement. The members will then be asked to vote on the
proposed changes at the September Annual General Meeting.
5. Recommendation
The Board is asked to agree in principle the changes to the Constitution as

set out in this report.
REPORT PREPARED BY
Angela Bosnjak-Szekeres
Head of Governance & Company Secretary
Agenda Item 6
Open
For information
Board
Report title: Performance Update 2013/14 Quarter 3
Authority for decision: The Board has ultimate responsibility for

the performance of the organisation.
Recommendations:
Regulatory/legal requirements: Monitoring of the organisations

Performance Indicators is good practice
Business Plan link:

Keeping our resident and customers
centre stage
Equality Impact Assessment/comment: None required
Resident consultation: The TMOs Performance Indicators and

Business Plan have been developed with
the full involvement of staff, management
and the Board, and in consultation with
residents, key stakeholders, and partners,
of which the Royal Borough is paramount.
Resource implications/VFM statement: Existing resources
Risk: If targets are not met there is a high

reputational risk and the TMOs core
business could ultimately be affected.
Appendices: 2

appendices:
Name, position and contact details of Yvonne Birch

author: Director People & Performance
020 7605 6478
TMO BOARD 27/03/2014
REPORT BY DIRECTOR OF PEOPLE & PERFORMANCE
PERFORMANCE INDICATORS AND BUSINESS PLAN UPDATE

QUARTER 3 (2013-14)
1. PURPOSE
1.1 The purpose of this report is to advise the TMO Board of the TMOs
performance for the period April December 2013, and to update on the
progress of the Business Plan Strategic Priorities.
FOR INFORMATION
2. INTRODUCTION AND BACKGROUND
2.1. This report and the attachments give an overview of the performance
of the TMO in key business areas during the reporting period,
together with an update on the progress of the Business Plan
Strategic Priorities.
3. PERFORMANCE INDICATORS
3.1. The traffic light indicator uses the usual colours to indicate the
status of the annual target.
4. OVERVIEW OF KEY BUSINESS AREAS
4.1. Detailed below are summaries from managers of the progress in their
area up to the end of the third quarter of 2013-14.
5. REPAIRS & MAINTENANCE
5.1. Following the launch of Repairs Direct in September it was agreed

that we would not formally report on performance for the first three
months of operation; therefore, the Quarter 3 KPI report shows
performance for December only.
5.2. The key performance indicators shown as the headline indicators

taken from the KPI Contract Framework.
5.3. Post Inspection information is not available for December. Following a
restructure within the Repairs Team, reporting for this PI will be
resumed formally in Quarter 4.
5.4. Performance for void completions within target, recall levels and
customer satisfaction achieved the set targets for December.
5.5. The percentage of emergency repairs completed within target was

96.2%, outside the target of 99% but within tolerated limits. This figure
represents eight repairs completed late.
5.6. The percentage of non-emergency repairs completed within target

was 95.8%, outside the target of 98% but again within tolerated limits.
5.7. The TMO continues to work closely with Repairs Direct on improving
work processes, identifying trends in operational performance, and
improving data quality.
6. CAPITAL WORKS AND GAS SAFETY
6.1. Gas servicing compliance as at the end of December was 99.86%

against a target of 100%, with nine properties without a Landlords Gas
Safety Record (LGSR).
6.2. The new consultant, GCS who were appointed in September, have been
fully embedded in their role and are now effectively assisting in the
administration of the gas safety contract and further improvements in
performance are anticipated. At the end of January there were just 2
properties without a valid LGSR.
6.3. With regard to the capital programme, the programme value for 2013/14
is 7.34 million. It is confirmed that the current anticipated outturn will
fully utilise the capital allocation.
7. CUSTOMER SERVICES
7.1. December saw a downturn in our performance, both for the percentage
of calls answered and the average call waiting time.
7.2. This was partly due to the seasonal weather conditions, but also due to
having exhausted our bank of casual staff owing to their individual
circumstances. This impacted on our ability to respond to both increases
in call volumes and staff absences due to leave and sickness.
7.3. We have since sourced outside assistance in the form of additional

temporary staff who will be available to assist us in the answering of
phone calls in to the centre during busy or short staffed periods.
8. RENT COLLECTION & ARREARS
Current Tenant Arrears
8.1. All targets for arrears and current tenant rent collection were exceeded
at the end of December. Arrears stood at 1.066 million, compared to
1.203 million for the same period in 2012-13.
8.2. Collection (excluding arrears brought forward) was 100.34%, an

improvement on the December 2012 figure of 99.74%.
Rent Collection (excluding arrears brought forward)

103.00%
102.00%
101.00%
100.00%
99.00%
98.00%
97.00%
96.00%
95.00%
Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar
% Rent Collected Previous Year Target
Former Tenant Arrears
8.3. We have achieved 64,094 in cash collection of former tenant arrears,

below our target of 67,284 but an improvement on the same period in
2012-13.
8.4. As well as cash collection, we have also collected 10,510 in

outstanding housing benefit payments for former accounts.
Welfare Reform
Social Sector Size Criteria (Bedroom Tax)
8.5. Since September there has been a further drop in the number of
households impacted by the social sector size criteria, down to 355 from
361.
8.6. Rent collection rates for the group remain above average at 101.59%,
with the groups total combined arrears having decreased since April;
however, 75 households have seen their arrears increase in the year, at
an average of 285.00.
DWP Update
8.7. The Department of Work & Pensions (DWP) issued a circular late in
2013 advising that in cases where tenants had had a continuous claim
for Housing Benefit since 1996 the size criteria riles should not have
been applied.
8.8. This meant that affected tenants were able to receive their deducted
payments backdated to April 2013. The DWP has said that it will amend
the regulations so that any award will only last up to the point that new
regulations come into effect, anticipated to be no later than April 2014.
8.9. In early 2014 RBKC confirmed that this loophole affected 86 TMO
households who have since received backdated payments to their rent
accounts.
8.10. Those households who had applied for and received discretionary
housing payments (DHP) in the year did not have to pay these funds
back, therefore resulting in arrears reductions/credits on these rent
accounts.
Benefit Cap
8.11. At the end of December a total of 20 households were subject to housing

benefit deductions due to the benefit cap, with an average weekly
deduction of 50.79.
8.12. The TMOs Welfare Reform Officers have made contact with all
households affected by the cap, and at the end of December sixteen of
the 20 households were in receipt of DHP.
8.13. Discretionary Housing Payments are paid for a fixed period of time,
therefore our Welfare Reform Officers will continue to work with these
households, including referring residents to the Pathways to Work
programme.
9. LEASEHOLD COLLECTION
9.1. All collection targets up to the end of Quarter 3 have been exceeded.
10. NEIGHBOURHOOD MANAGEMENT
10.1. ANTI SOCIAL BEHAVIOUR (ASB)
10.2. A total of 173 new ASB cases have been reported for the year to date.
This figure is almost identical to the same period last year.
10.3. The types of ASB being reported remain steady, with noise nuisance the
predominant issue (45.1% of all new cases).
10.4. The number of live cases at the end of December was 69, compared
with 135 in 2012.
10.5. Return rates for ASB satisfaction questionnaires remain low and cannot,
at the present return rate, be guaranteed to be an accurate reflection of
resident opinion on the service.
11. RESIDENT ENGAGEMENT
11.1. During Quarter 3 two residents associations were re-established

following AGMs St Thomas More and Talbot House. One new compact
was set up for the residents of Wiltshire Close.
11.2. A further seven expressions of interest are being followed up by the

Resident Engagement Team.
11.3. In October the TMO held the third Employment & Training road-show at
the Chelsea Theatre. The event was jointly run with Viridian Housing and
was supported by a number of local agencies and businesses offering
training advice, job support and CV writing tips to assist residents in
securing employment. A total of 140 residents attended the event.
11.4. The last road-show of the financial year was held on the 22nd February at
the Harrow Club on Freston Road. A total of 91 residents attended.
12. COMPLAINTS
12.1. During Quarter 3 we closed 48 Stage One complaints, of which 7 were

answered outside the target, resulting in a failure to meet our target of
90%. Our year to date performance remains in target at 93.1%.
12.2. The complaints received in Quarter 3 were predominantly about repairs

and maintenance. This is reflective of general long term trends; however,
the launch of Repairs Direct and changes within the TMO has led to
specific issues.
12.3. The Repairs Direct service commenced in September following the wind
down of the Willmott Dixon Partnership (WDP) interim contract, during
which time non-urgent work orders were put on hold. This resulted in
some customers having to wait longer for repairs. A number of pre-
inspections also had to be repeated where information was unavailable
from WDP.
12.4. During the same period there was a restructure within the TMOs
Repairs Team which resulted in a temporary lack of resources to
investigate customer complaints, subsequently creating a backlog of
outstanding complaints. A new interim Repairs Manager was appointed
on the 6th January and a short term action plan established to process
the remaining backlog complaints swiftly.
12.5. The TMOs Complaints Manager has met with Repairs Direct staff to
review the lessons learnt so far from complaints made by residents. This
has resulted in discussions and a number of agreed actions regarding
the booking of customer appointments and adherence to the No Access
procedure.
13. GOVERNANCE
13.1. A total of 361 new members have been signed up since April 2013,
exceeding the year to date target of 342.
13.2. We are confident that we can achieve the annual target of 460 new
Members by the end of March 2014.
14. TARGETS 2014-15
14.1. The KPIs and targets for 2014-15 have recently been reviewed to ensure
continuous improvement and development. Proposed changes for the
Board Level KPIs are detailed on the KPI Quarter 3 report (Appendix A).
15. BUSINESS PLAN MONITORING 2013/2014
15.1. The progress against targets for the Corporate Business Plan at the end
of Quarter 3 is as follows:-
Status No.
Items on target for completion 15
Completed items 9
Target for completion of item 2
scheduled for later in the year
Total 26
15.2. The detail of the Corporate Business Plan is attached in Appendix B.
16. EQUALITY IMPACT ASSESSMENT
16.1. There are no particular equality impacts in terms of ethnicity, gender,

religion, and other equality issues although we aim to provide a fair
service for all residents.
17. CONCLUSION
17.1. The Board is asked to note the contents of the report.
APPENDICES
A) KPI REPORT April to December 2013

B) BUSINESS PLAN OBJECTIVES Quarter 3
BOARD KPI REPORT
QUARTER 3: 2013-14
BOARD KPI REPORT - QUARTER 3: 2013-14
DASHBOARD LEGEND
Upper quartile benchmark. In most cases this is obtained from the HouseMark report for London ALMOs and
UQB Local Authorities 2011/12. Where that is not available, it is obtained from the HouseMark National or ASB
report.
Status
PI within target range
PI outside target range
PI significantly at variance from target
21/03/2014 14:21
Repairs & Customer Service Centre
Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target 14/15 UQB
Responsive repairs
Emergency repairs completed in target 98.6% 96.0% 97.5% - 96.2% 96.2% 99.0% 99.0%
Non-emergency repairs completed in target - - - - 95.8% 95.8% 98% 98%
Void repairs completed in target - - - - 96.4% 96.4% 90% 90%
Satisfaction with completed repairs 86.8% 86.8% 87.1% - 95.2% 95.2% 95% 95%
Post inspection pass rate 23.6% 25.2% 19.3% - - - 90% 90%
Recalls as a % of completed orders 4.8% 3.6% 5.6% - 2.8% 2.8% 5% 5%
Gas servicing
Properties with valid LGSC 99.9% 99.9% 99.8% 99.95% 99.86% 99.86% 100% 100% 100%
Properties without LGSC 7 7 15 3 9 9 0 0
Without LGSC > 3 months 0 0 0 0 0 0 0 0
Customer Service Centre

Calls received 20,975 83,337 19,141 19,955 24,184 63,280 - -
Calls answered (%) 94.3% 89.1% 95.9% 96.4% 89.7% 93.7% >=90% >=95%
Average waiting time (secs) 22 24 26 24 61 38 <=40 <=25
Void performance
Number of re-lets 33 168 44 43 44 131
Re-let time (calendar days) 20.7 22.65 20.90 19.30 23.20 21.20 <=24.0 <=23 22.8
% rental loss 0.59% 0.62% 0.73% 0.77% 0.93% 0.80% <=0.75% <=0.75% 0.84%
Voids being prepared for letting 28 28 43 38 44 44 <=40 <=40
Voids unavailable for letting 20 20 13 15 17 17
21/03/2014 14:21 Page 1
Commentary on 2014/15 proposed targets
Responsive repairs: Targets remain the same as per the Contract Framework.
Gas Servicing: Targets remain the same as per compliance requirements
Customer Service Centre: More challenging targets set for 2014/15 to reduce the average waiting time to no more than 25 seconds, and to increase the percentage of calls answered to
95%.
Void Performance: More challenging target set for average re-let. Performance for the period to December is lower than the proposed target of 23 days, this is to allow for recent changes
in Quarter 4 regarding the lettings process to be fully embedded and any issues addressed and resolved.
Rent Collection & Home Ownership
Target for Target

Q4 2012-13 Q1 Q2 Q3 YTD Status Target period 2014/15 UQB
Rent collection
Rent collected as a % rent due (inc arrears b/f) 97.71% 97.71% 97.57% 98.09% 98.18% 98.18% >=97.69% 97.6%
Rent collected as a % rent due (excl arrears
b/f) 100.25% 100.25% 99.71% 100.24% 100.34% 100.34% >=99.57% 99.7%
Current arrears (million) 1.056 1.056 1.105 1.050 1.066 1.066 <=1.258 <=1.209 less 50k
Arrears as % rent roll 2.35% 2.35% 2.33% 2.20% 2.23% 2.23% <=2.67%
% of arrears over 7 weeks 5.23% 5.23% 5.31% 5.14% 5.20% 5.20% <=6%
Former Tenant Arrears

Cash Collection year to date 85,439 85,439 19,275 25,122 19,697 64,094 >=89,711 67,284 +5%
Write Offs year to date 190,144 190,144 14,744 4,337 75,283 94,364
Home Ownership
Service Charges collection rate 26.6% 107.5% 25.4% 27.7% 25.5% 80.4% 97.46% 72.31% TBC
Major Works collection rate

48.4% 208.9% 17.9% 44.0% 31.4% 150.1% 60.79% 42.28% TBC
Asset Management
% Non-Decent Homes 9.0% 9.0% 8.0% 8.0% 8.0% 8.0% <=10% -
Average SAP rating 66.5 66.5 66.5 66.5 66.5 66.5 >=65 -
% Capital Programme Delivery Spent of Annual
Budget 98.1% 98.1% 1.8% 11.6% 45.4% 45.4% >=99% 41.4% >=99%
21/03/2014 14:21 Page 2
Rent collection: Proposed arrears reduction of 50,000. Collection targets will be calculated at year end following confirmation of the week 52 position
Former Tenant arrears: Proposed target will be to increase cash collection by 5%. Actual target to be confirmed at year end following confirmation of the week 52 position.
Home Ownership: Targets to be confirmed in late March following receipt of legal advice.
Asset Management: Decency KPI will be replaced with information on the number of homes achieving the Investment Standard (targets to be confirmed). SAP will be replaced with KPI for % of Homes
with an Energy Performance Certificate, and the percentage of these with a rating of E and below (targets to be confirmed).
Neighbourhood Management
Target
for Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target period 2014/15
Grounds maintenance
% Inspections achieving required standards 97.4% 96.9% 96.9% 96.4% 97.9% 97.1% >=95% >=95%
Cleaning
Callbacks 48 136 43 47 31 121 <20p/m <20p/m
QA failures 0 2 0 0 1 1
ASB
New cases 61 233 69 57 47 173
Live cases 132 132 88 73 69 69
Satisfaction with handling 80.0% 85.0% 42.9% 63.6% - 55.6% >=76% >=76%
Satisfaction with outcome 80.0% 90.9% 42.9% 78.6% - 66.7% >=81% >=81%
Community Alarms Service

Total Calls Received 28,967 103,247 22,149 23,886 23,736 69,771
Answered within 60 seconds 98.4% 97.9% 98.5% 97.7% 98.4% 98.2% 90% 90%
Emergency visits attended within 45 mins 94.2% 95.9% 98.5% 95.5% 93.8% 95.9% 90% 90%
Customer satisfaction 100% 99.6% 98.7% 98.0% 98.0% 98.3% 90% 90%
Resident involvement
No. residents engaging in all TMO events,
activities and involvement opportunities 753 2049 740 1644 952 3336 1440 920 -
No. new residents signing up to become involved

in decision making involvement activities 12 122 31 17 56 104 144 108 -
Attendance at Residents' Conference - 182 - 240 - 240 150 250
No. Members voting in AGM - 90 - 681 - 681 515 749
Number of new RA or Compacts 0 5 2 1 3 6 7 4 8
21/03/2014 14:21 Page 3
Grounds Maintenance & Cleaning: Retain as per contract.

Anti Social Behaviour: Existing targets retained, but an additional PI will be monitored for the percentage of closed cases with a completed survey. Target will be to increase participation by
>=10%. This will improve the reliability of satisfaction results.
Community Alarms Service: Retain as per CAS industry standard
Resident Involvement: Targets increased for AGM voting, Resident Conference attendance and the number of new RAs or Compacts. New PI for membership of the Youth Forum, a new initiative
for 2014/15.
Complaints & Correspondence
Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target 2014/15 UQB
Complaints
Stage 1 complaints answered 49 226 39 29 48 116
% answered in target 100.0% 83.6% 100.0% 96.6% 85.4% 93.1% 90% 90%
Stage 2 complaints answered 2 9 0 0 0 0
% answered in target 50% 56% - - - - 90% 90%
Appeals answered 0 0 0 0 0 0
% answered in target - - - - - - 90% 90%
Correspondence
W2 correspondence actioned 2486 8084 2408 1936 2342 6686
% answered in target 97.6% 96.8% 98.1% 96.6% 96.3% 97.0% 90% 90%
21/03/2014 14:21 Page 4
Complaints: Existing targets will be retained. Additional information on the number of new complaints received will be provided.
Correspondence: Existing targets will be retained.

Human Resources & Governance
Target
for Target
YTD Q1 Q2 Q3 YTD Status Target period 2014/15 UQB
Human resources (quarterly)
Total establishment 192 198 192 193 193 - -
Sickness days absence per employee 5.2 5.5 4.95 5.34 5.34 6.6 5.5 8.2
Governance (quarterly)
Percentage attendance at Board meetings 79.5% 76.9% 83.3% 93.3% 84.5% - -

No. new TMO Members signed up 535 124 182 55 361 460 342 +10%
21/03/2014 14:21 Page 5
Human Resources: Target for the average number of sickness absenses per employee will be reduced to 5.5 days.
Governance: The target for the number of new Members for 2014/15 will be to increase year end membership by >=10%.
Corporate Business Plan 2013/14
November 2013
Priority Service Plan Objective Task Lead Service Plan Target date Dependancies Status Comments
Increase resident satisfaction and put Repairs Direct (also included in Managing
Ensure that Repairs Direct is rolled-out on time and fit-
1 customers at the centre of everything Grow our business and protect Director - Q2 Completed item Repairs Direct went live 2nd September.
for-purpose.
we do our assets) Repairs Direct
361 members signed-up this year (55 at
Maintain a 10% increase on final 2012/13 membership ADNM Item on target for
2 Customer Loyalty Co Sec Co Sec Q1-4 end of Q3) against an annual target of
figure REM completion
460.
The fourth and final Map Out Your
Future Road Show for 13/14 was held on
22nd February. February = 90 residents
attended/ October = 140 residents
RBKC attended/132 residents attended the
3 Worklessness Implement Worklessness Project DDP&P REM Q1-4 Completed item first two shows). The Welfare Reform
SMT
Officers have made contact with all
those affected by a 25% reduction in
their Housng Benefit entitlement and all
those affected by the Benefit Cap.
Residents Conference held on 21st
September.
4 Residents' Conference Hold Residents' Conference REM REM Q1 All Completed item
The Resident Capacity Building Training

REM
took place between 30th April and 29th
5 Resident Capacity Training Introduce a programme for 13/14 Co Sec Co Sec Q1-4 NM+CSC Completed item
May 2013. 80 residents took part.
CoM
Make information and services more accessible for TMO on-line service launched on 14th
6 Intranet CoM CoM Q2 Completed item
residents and staff October.
RET Target for Letter sent out to all RA Chairs and
Review of Community Rooms to ensure that they are
Better use of Community NM completion of resident survey being prepared.
7 being used to their full capacity and for the general PrM PrM Q4 2015
Facilities R&M item scheduled Community Centres Officer appointed
good of the area
RBKC for later in the March 2014.
Target for Initial meeting with managers to
completion of discuss what other departments want
8 Customer Services Resolve 80% of customer enquiries at CSC ADCC&A ADCC&A Q4 2015 All
item scheduled the CSC to do for them held on 13th
for later in the March 2014.
Currently the welfare reform changes
have had no effect on the TMO's rent
Raise Housing Service Standards by
Welfare Reform (also included REM Item on target for arrears. This can be attributed to: 165
9 Delivering Quality and Accessible Implement Rent Assurance project PrM PrM Q1-4
in Maintain Financial Viability) PIM completion households (42.75%) have received DHP
Services
payments, staff have worked closely
with households to manage their rent.
The strategy was presented to the

Co Sec Board in a workshop and formally at
Deveop Asset Management Strategy to be defined by DA&R
10 Asset Management Strategy DA&R Q1-4 RBKC Completed item Board meeting for approval. It has also
ET and DA&R and ADHO ADHO
E&D Officer been approved by RBKC's scrutiny
committee.
TMO are working with RBKC on looking
Develop a five-year Capital Works plan including more at the long-term investment and the
Deliver the Asset accurate programming of major works; review the Item on target for benefits and opportunities arising from
11 DA&R DA&R Q1-4 ADHO, DFS
Management Programme stock through Keystone in order to achieve above; completion HRA self-financing. Anticipated that 5
achieve accurate five year estimates year programme will commence
2014/15.
Health & Safety Review completed.
Grow our business and protect our Item on target for
12 Fire Risk Assessments (FRAs) Comply with FRA process HS&FM HS&FM Q4 A&R Consultant employed to complete Fire
assets completion
Risk Assessment action plan.
Work with RBKC on Asset Management and Item on target for
13 Asset Management Strategy ET Q1-4
Regeneration Strategy completion
Hidden Homes project for Greaves
DA&R &PA
Deliver on Hidden Homes inititive at Greaves Tower Tower completed and produced 3 x
14 Hidden Homes DA&R (WORKS AND Q3 DFS Completed item
and Holmefield House on time and in budget homes. Holmefield House launch due in
SERVICES)
December.
DA&R &PA
Deliver on Grenfell Tower initiative on time and in Item on target for
15 Grenfell Tower DA&R (WOKS AND Q4 DFS Work on Genfell Tower being tendered.
budget completion
SERVICES)
First commercial leases set-up with a
CSC Item on target for value of 7.6m over 25 years. Other
16 Car spaces/Parking Project Make better, more efficient VFM use of space PrM PrM Q1-4
NM completion sites have been identified and are being
investigated.
Collect Service Charges and reduce legal costs and Item on target for
17 Maintain financial viability Service Charge Collection ADHO Q1-4 This is ongoing.
ensure that collection meets or exceeds the target completion
Collect HRA Rent Income collection
Ensure collection meets or exceeds targets Item on target for
18 Rent Income Collection DFS All Q1-4 This is ongoing.
Continue to promote Direct Debit completion
Monitor effect of Welfare Reform legislation
19 CAS Income increase Increase CAS chages by 4% HHSS HHSS Q1-4 Completed item Implemented from 1st April.
Currently as at 11th March, complaints
turnaround reduced to 90.4%. This is
attributable to the increase in
Item on target for
20 Improve organisational capability Complaints Performance Achieve turnaround of 90% in target PIM PIM Q1-4 complaints due to the bedding in of
completion
Repairs Direct and the reorganisation of
the repairs team in Q 3.
Workflows in progress: The following workflows were launched:

Estate Inspections leasehold disputes
CSE Parking mutual exchanges
FOI Requests fire risk inspection reports
Item on target for Pathways to Work
21 W2 Workflow Company Invoice Authorisation
completion welfare reform case work
Fixed Term Tenancies
Health & Safety inspectIon reports on line registration for See My Data
Property based data amendments
CAS installation packs
See My Data (also included in
Raise Housing Standards by TMO on-line service launched on 14th
22 Implement customer accessible web tool HICT HICT Q2 Comms Completed item
Delivering Quality and October.
Accessible Services)
Corporate Social Build-up Corporate Social Responsibility strategy to be SMT Item on target for Managers' Forum is developing an
23 MF Q4
Responsibility agreed by SMT, ET and the Board ET completion action plan.
5 x Board champions appointed.
Meetings held in November and
Item on target for
24 Business Plan 14-18 Develop a new Business Plan PIM PIM Q4/Q1 14/15 All January to dicuss Business Plan further.
completion
2013/14 Service Plans will be extended
until new Busienss Plan agreed.
Induction package rolled out on 18th
July. Training & Development
Programme completed. A set of core
Ensure that all staff have competencies to deliver their
workshops to deliver the training needs
Organisational Training & role. Renew and implement organisational training Item on target for
25 ADHR ADHR Q1-4 SMT identified within the PDR process and to
Development and development to include corporate induction completion
support the TMOs focus on customer
process
service. Have been set-up.
System will be able to deal with leave

Enusre that system delivers on efficient service for Item on target for and sickness. PDRs will be on line from
26 Select HR ADHR ADHR Q1-4 SMT
users completion next year. Potential for recruitment on
line will be reviewed.
Service
Plan Staff
key
Assistant
Director of Organisational
ADCC&A Customer ODM Development
Contact & Manager
Access
Assistant
Director of Principal
ADHO PA
Home Accountant
Ownership
Assistant
Director of
Performance
ADNM Neighbourho PeM
Manager
od
Management
Assistant Policy &
ADP Director PIM Improvement
Partnering Manager
Chief Principal Project
CE PPA
Executive Accountant
Company
Co Sec PrM Project Manager
Secretary
Resident
Communicati
CoM REM Engagement
ons Manager
Manager
Director of
Other
DA&R Assets &
Abbreviations
Regeneration
Director of
DFS Financial ET Executive Team
Services
Director of Managers'
DO MF
Operations Forum
Director of Royal Borough
DP&P People & RBKC of Kensington &
Performance Chelsea
Head of
Information Senior
HICT Communicati SMT Management
ons Team
Technology
Head of
HSH Supported
Housing
Service Plan Staff key Progress key Description
ADCC&A Assistant Director of Customer Contact & Access Completed item
ADHO Assistant Director of Home Ownership Item on target for completion
ADNM Assistant Director of Neighbourhood Management Item delayed but there is a robust plan for completion
ADP Assistant Director Partnering Item delayed and there are serious concerns regarding its completion
CE Chief Executive Target for completion of item scheduled for later in the year
Co Sec Company Secretary Risks to the organisation reviewed by the Finance & Audit Committee quarterly.
CoM Communications Manager
DA&R Director of Assets & Regeneration
DFS Director of Financial Services
DO Director of Operations
DP&P Director of People & Performance
HICT Head of Information Communications Technology
HSH Head of Supported Housing
ODM Organisational Development Manager
PA Principal Accountant
PeM Performance Manager
PIM Policy & Improvement Manager
PPA Principal Project Accountant
PrM Project Manager
REM Resident Engagement Manager
Other Abbreviations
ET Executive Team
MF Managers' Forum
RBKC Royal Borough of Kensington & Chelsea
SMT Senior Management Team
Agenda Item 7

Open
For information
TMO Board 27th March 2014
Report title: Budget monitoring April February 2014
Authority for decision: The Board has overall responsibility of

monitoring the outturns against the annual
budget.
Recommendations: The Board to note the report.
Regulatory/legal requirements: The Board have legal responsibility of

ensuring the organisation resources are
used in accordance with the budget and
business plan.
Business Plan link: Being competitive and increasing our

income.
Equality Impact Assessment/comment: None required.
Resident consultation: None required.
Resource implications/VFM statement: This is the subject of the report.
Risk:
Appendices: 1

appendices:
Name, position and contact details of Rupa Bhola

author: Assistant Director of Financial Services

TMO BOARD 27th March 2014
REPORT BY THE ASSISTANT DIRECTOR OF FINANCIAL SERVICES
BUDGET MONITORING 2013/14
(PERIOD 11 February 2014)
1. Purpose of the Report
1.1 The purpose of this report is to advise the TMO Board of the financial position
of the TMO Company Budgets, TMO Repairs Direct and the HRA Managed
Budgets for 2013/14 Financial year based on the budget monitoring for
February 2014.
FOR INFORMATION
2. Introduction
The TMO Company budgets reported in this paper are based on the
2013/14 company budgets. This report includes the financial position of the
Lancaster West Estate.
This report shows a 36k surplus, the current forecast projecting a 6k

positive variance from the overall budget of 30k surplus.
3. TMO Company Budgets
3.1 Lancaster West Break-even forecast and budget.
The Lancaster West out-turn is expected to be break-even, this is in line

with the budget set for the year.
3.2 CEO (33k) adverse variance to budget.
This is a small adverse variance to budget, however savings have been

identified in other areas to offset the costs.
3.3 Operations (23k) adverse variance to budget.
Legal costs recovery is 140k ahead of budget based on the higher costs
to ensure collection targets are being met in light of recent legislation
changes. The costs are being monitored closely to ensure that wherever
possible they are recovered and based on the actual costs incurred to
date, a significant proportion has already been recovered via a recharge to
RBKC.
Consultants costs are (50k) higher than budgeted in the division. This
reflects the expertise brought in to manage and process map for the
Customer Contact and Access centre with a view to streamline the
processes between the client side and Repairs Direct.
Legal costs are (90k) adverse variance to budget. This reflects the current
spend but the extra costs are offset by increased recovery.
3.4 People and Performance 40k favourable variance to budget.
Other income is forecast to be 47k ahead of budget. This is mainly due to

the recharge of services provided to Repairs Direct by the TMO of 38k
and the balance of income generated from club room hire this year.
3.5 Financial Services (Includes Home Ownership) 22k positive variance to

budget.
Income for the finance division is forecast to be 57k above budget.
The recharge for services provided by TMO to Repairs Direct is of 98k.

This is offset by the additional staff recruited within the directorate to
provide the services. Additionally increase in Leasehold enquiries has
generated more income and the forecast for commission payable to TMO
by Thames water to manage the individual water rates has a positive
impact on the forecast, thus Other Income is higher by 167k to budget. In
contrast Legal costs recovered in relation to Home Ownership is below
budget by (110k) but this is also reflected by lower than budgeted legal
costs for the division.
People costs are forecast to be (109k) above budget. The variance is

attributed to the additional staff required for the services being provided to
Repairs Direct from the beginning of September. As mentioned above this
extra cost is offset by the recharge being made to Repairs Direct.
Depreciation is expected to be 65k below budget. This reflects the ICT

expenditure on hardware taking place in the later part of this financial year.
The delay is due to the heavy involvement of the IT team in the
mobilisation of Repairs Direct. Further to this ICT services costs are above
budget by (47k) reflecting the additional expense incurred for replacing
small hardware like display monitors and Wyse terminals and the costs of
consultancy required to undertake upgrades during the year.
Legal Costs within the division are forecast to be 75k below budget
reflected the lower number of cases having to be passed for legal advice or
intervention.
4 Balance Sheet on 28th February 2014.

4.1 Trade debtors Decrease of 76k. This reflects the collection of most
charges by direct debit and next quarterly billing due in March 2014 for the
new financial year.
4.2 Cash at bank and in hand Increase of 307k. The increase reflects that
timing of the final payment run for the month of February 2014. As
reflected by the current balance of Trade Creditors.
4.3 Trade creditors A decrease of 63k since 31st March 2013.
4.4 Defined benefit pension scheme liability The value is based on the
FRS17 report dated 31st March 2013.
5. Kensington & Chelsea TMO Repairs Direct.
5.1 The current position for the investment from KCTMO in Repairs Direct is at
606k against a budget of 713k. This amount is split between capital of
515k and revenue of 91k. Some further costs are expected to go
through by the end of this calendar year.
5.2 Operational Position of Repairs Direct.

5.2.1 The reports attached have the budget figures on the basis of the approved
Financial Plan and the actuals and forecast have been updated to reflect
the current position of Repairs Direct.
We have invoiced 8,651 individual jobs to RBKC. The time period of the
jobs is spread from September 2013 to February 2014. The average job
cost for Responsive repairs is 118 after reclassifying the jobs with a value
of 1k or more under Major Works.
5.2.2 The current forecast stands at 61k surplus against a revised budgeted
surplus of 67k, an adverse variance of (6k) excluding Capital Works.
5.2.3 There is a 300k positive variance to budget for overall income excluding
Capital Works. Responsive repairs has a positive variance of 123k due to
a small increase in the number of jobs received since the launch of
Repairs Direct. In addition to this, Voids has addition income of 200k
reflecting both the increased number of jobs and some significantly high
value voids which included works for replacing kitchens, bathrooms and
rewiring.
There has been no undertaking of Capital works. In the financial plan, the
impact on the net surplus is of (11k) if no Capital works are undertaken at
all in this financial year up till 31 March 2014.
The current income reflects actual income from 8,651 jobs (1,775k) and
accrued income of 596k for outstanding jobs relating to the months
September February.
A new sub-contractor portal is also being procured for the start of the new
financial year. This portal is expected to reduce the administrative time for
the processing of the jobs to completion and include all variations. This will
eliminate high proportion of work currently being undertaken by the back
office staff to enable accurate invoicing of the completed jobs.
5.2.4 People costs are forecasting a positive variance of 114k.
The business plan included oncosts for employers pension costs on a

similar basis to TMO pension costs for every individual employee.
However the actual employers pension costs for Repairs Direct is
significantly lower and there has been a less than 50% uptake on the
pension benefit.
5.2.5 Other costs are currently forecast at (419k) adverse variance to budget.
Subcontractor costs are (880k) ahead of budget. In the initial months the
number of jobs subcontracted has been higher than anticipated. This
percentage is now dropping more towards the 20% target. The increase
has been to support Repairs Direct settle its new staff and cover for any
staff changes that has been experienced in the period so far. There has
also been higher demand for certain trades due to the extreme wet
weather, and this demand could only be managed with the help of the
subcontractors.
5.2.6 The actual spend to date for Materials are lower than expected. The
budget has also been revised downwards to reflect the reduced costs. This
is a direct impact from the number of jobs sub-contracted which include
materials used by sub-contractors for the respective jobs.
6. HRA Managed Budgets (Revenue)
Introduction
The revised forecast for the year is projecting a net income of 34million
income against a revised budget 34.23million, this is an adverse variance
of (285k).
The variances are explained in more detail below:
6.1 Total Income
The income budgets are forecast to remain as per the Revised Budgets for
2013-14.
6.2 Total Expenditure

The revised forecast is 20.47million against the revised budget of 20.18
million which is an adverse variance of (285K).
The variance are explained in more detail below -
6.2.1 Planned Maintenance an adverse variance of (217k)
A (189K) overspend is forecast on the external decorations budget as the

milder weather has enabled more work to be completed than had been
anticipated. In addition, there is an overspend of 28K on the Horticulture
Improvement budget due to the hidden homes project at Holmefield
House.
6.2.2 Responsive Maintenance adverse variance of (233K)
This is due to a higher than normal demand for responsive repairs, mainly
due to the wet winter which increased the demand for emergency
drainage, roofing and leakage works. The increase in responsive repairs is
indicative of the investment required in the stock to maintain it to a high
standard.
6.2.3 Aids and Adaptation - Revised Budget has been reduced by 100K
This expenditure is forecast to be reduced by 100k reflecting the capital

nature of some of the adaptation works undertaken.
6.2.4 Provision for Bad Debt - Revised Budget reduced by 50K
The 2013/14 budget included an additional provision to reflect the potential

implications of the welfare reform changes. The welfare reforms officers
have successfully engaged with most of the households affected by the
changes and have, where appropriate, encouraged households to claim a
Discretionary Housing Payment.
This has resulted in lower than expected increase in the debt levels as a
direct result of the welfare changes - (see 8.1 below for further details).
7. HRA Managed Budgets (Capital Programme)
The approved budget for 2013/14 is 7.339 million, with the current
forecast for the year standing at 7.539million.
An adverse variance of (200K) is forecasted this reflects higher

expenditure on void properties where in some cases opportunities have
been taken to replace kitchens and bathrooms and undertake rewiring
work as appropriate.
RBKC have agreed that the 2014/15 budget will be reduced by the actual
level of any overspend from the current year.
8. HRA Debt
8.1 Tenant Debt There is an increase in the tenant debt balance by (40k)
during this financial year. An increase was expected in light of the uplift in
the rent charges from the 1st of April 2013 and the introduction of The
Under-Occupancy Housing Benefit reduction commonly known as The
Bedroom Tax.
The Rent Income team are now able to take payments from tenants via
telephone this is anticipated to help to further reduce the debt level in the
future. In addition to this two welfare officers have been employed to
mitigate the potential risk of any adverse impact of the benefit reforms by
working with tenants affected by the changes to educate them on the
range of options available to find longer term solutions.
The minimum increase in the tenants debt to date indicates the joined up
work being done by the rent income team and the welfare officers to
support tenants and inform them of the resources available to assist them
with money management.
The Rent Income team continue to offer support where necessary to the
tenants whilst at the same time pursuing legal action where required.
8.2 Leaseholder Service Charges and Major Works The overall debt has
decreased by 986k (Service Charges a decrease of 660k, Major Works
a decrease of 326k). It is expected that both the service charge and major
work debt will continue to fall in the foreseeable future as more payment
plans are agreed and set up.
9. Conclusion
9.1 The TMO Board is asked to note the contents of the above report.
Rupa Bhola
Assistant Director of Financial Services
TENANT MANAGEMENT ORGANISATION DIVISIONAL REPORTING
BALANCE SHEET
MANAGEMENT REPORTING FOR PERIOD ENDED 28th February 2014
All figures in '000
NOTE POSITION AS AT
BALANCE SHEET 28th Feb 2014 31st Mar 2013

FIXED ASSETS
Tangible assets 1,294 1,504
CURRENT ASSETS: amounts falling due within one year

Trade debtors 1 9 85
Less: provision for bad debts (1) (1)
8 84
Other debtors 59 226
Prepayments and accrued income 471 650
Debtors 538 960
Investment In Repairs Direct 606 285
Cash at bank and in hand 2 1,248 941
2,391 2,186
CREDITORS: amounts falling due within one year
Trade creditors 3 428 491
Corporation tax 0 49
Other taxes and social security 291 307
Other creditors 16 14
Accruals and deferred income 696 620
1,431 1,483
NET CURRENT ASSETS 960 703
TOTAL ASSETS LESS CURRENT LIABILITIES 2,255 2,208
NET ASSETS BEFORE DEFINED BENEFIT PENSION SCHEME LIABILITY 2,255 2,208
Defined benefit pension scheme liability 4 (6,412) (6,412)
TOTAL NET LIABILITIES, INCLUDING DEFINED BENEFIT PENSION SCHEME DEFICIT (4,158) (4,205)
CAPITAL AND RESERVES

Profit and loss account excluding pension scheme deficit 2,255 2,208
Defined benefit pension scheme liability (6,412) (6,412)
Members' funds (4,158) (4,205)

TMO BOARD REPORT
All figures in '000
ANNUAL FORECAST POSITION TO DATE
DESCRIPTION Budget Forecast (Current Spend/ Income Variance from

(2013-14) Month) Variance % Variance Budget YTD YTD Budget to Date % Variance
A C D (C-A) E(D/A) I J K(J-I) E(D/A)
Managament Fees 10,110 10,110 (0) -0% 9,267 9,268 0 0%

Capital Programme Fee 502 525 23 5% 460 483 23 5%
CAS Income 473 507 33 7% 434 473 39 9%
Legal Costs Recovered 265 295 30 11% 243 258 15 6%
Other Income 646 820 174 27% 592 596 4 1%
Digital TV Income 480 480 0 0% 440 462 22 5%
TOTAL INCOME 12,475 12,736 261 2% 11,436 11,539 103 1%
Staff Salaries (8,096) (7,094) 1,002 12% (7,421) (6,529) 893 12%
Agency costs 0 (1,086) (1,086) -100% 0 (999) (999) -100%
Staff Related Costs (222) (250) (27) -12% (204) (221) (17) -8%
TOTAL PEOPLE COSTS (8,318) (8,429) (111) -1% (7,625) (7,748) (123) -2%
Accommodation (774) (805) (32) -4% (709) (738) (29) -4%

CAS Service Costs (94) (108) (14) -15% (86) (103) (17) -20%
Communication & Publication (160) (165) (5) -3% (147) (122) 25 17%
Consultants (250) (300) (50) -20% (229) (207) 22 10%
Depreciation (416) (353) 63 15% (381) (324) 58 15%
Digital TV (480) (480) 0 0% (440) (462) (22) -5%
Facilities Costs (120) (112) 7 6% (110) (107) 3 3%
ICT Service Costs (523) (567) (45) -9% (479) (477) 2 0%
Legal Costs (Non SLA) (310) (400) (90) -29% (284) (348) (64) -23%
Legal Costs (SLA) (360) (280) 80 22% (330) (253) 77 23%
Service Delivery (362) (401) (39) -11% (331) (333) (2) -1%
SLA Costs (excluding Legal) (279) (299) (20) -7% (256) (283) (26) -10%
TOTAL OTHER COSTS (4,127) (4,271) (144) -3% (3,783) (3,757) 26 1%
Surplus/(Deficit) before Tax ex Lanc West 30 36 6 20% 28 33 6 22%
Lanc West (0) 0 0 0% (0) 16 16 100%
Trasfer From Reserves 0 0 0 0% 0 0 0 0%
Surplus/(Deficit) before Tax inc Lanc West 30 36 6 20% 27 49 22 22%

LANCASTER WEST DIVISION
All figures in '000

Managament Fees 363 363 0 0% 333 333 0 0%

Other Income 0 2 2 0% 0 2 2 0%
TOTAL INCOME 363 365 2 1% 333 335 2 1%
Staff Salaries (266) (247) 19 7% (244) (223) 21 9%

Agency costs (1) (45) (44) -100% (1) (37) (36) -100%
Staff Related Costs (5) (2) 3 69% (4) (1) 4 85%
TOTAL PEOPLE COSTS (272) (294) (22) -8% (249) (260) (11) -4%
Communication & Publication (1) 0 1 100% (1) 0 1 0%

Consultants (1) 0 1 100% (1) 0 1 0%
ICT Service Costs (11) (10) 1 9% (10) (5) 5 9%
Legal Costs (Non SLA) (1) 0 1 100% (1) 0 1 100%
Service Delivery (37) (33) 4 12% (34) (30) 4 10%
TOTAL OTHER COSTS (91) (72) 20 22% (84) (59) 25 30%
Surplus/(Deficit) before Tax (0) 0 0 0% (0) 16 16 100%

CEO DIVISION
All figures in '000

Managament Fees 10,038 10,038 0 0% 9,201 9,202 0 0%

Other Income 0 0 0 0% 0 0 0 0%
TOTAL INCOME 10,038 10,038 0 0% 9,201 9,202 0 0%
Staff Salaries (791) (797) (6) -1% (725) (751) (26) -4%
Agency costs 0 0 0 0% 0 0 0 0%
TOTAL PEOPLE COSTS (808) (829) (21) -3% (740) (781) (40) -5%
Consultants (140) (140) 0 0% (128) (90) 38 30%

Facilities Costs (41) (45) (4) -10% (38) (45) (7) -19%
Legal Costs (Non SLA) (15) (10) 5 33% (14) (5) 9 63%
TOTAL OTHER COSTS (259) (271) (12) -4% (237) (209) 29 12%
Surplus/(Deficit) before Tax 8,971 8,938 (33) -0% 8,224 8,212 (11) -0%
OPERATIONS DIVISION
All figures in '000

Capital Programme Fee 502 525 23 5% 460 483 23 5%

CAS Income 473 507 33 7% 434 473 39 9%
Legal Costs Recovered 50 190 140 280% 46 173 128 278%
Management Fees 72 72 0 0% 66 66 0 0%
Other Income 382 341 (40) -11% 350 341 (9) -2%
TOTAL INCOME 1,479 1,635 156 11% 1,355 1,536 181 13%
Staff Salaries (4,925) (4,067) 858 17% (4,515) (3,751) 764 17%
Agency costs 0 (840) (840) -100% 0 (767) (767) -100%
Staff Related Costs (6) (5) 1 13% (6) (3) 3 57%
TOTAL PEOPLE COSTS (4,931) (4,912) 19 0% (4,520) (4,520) 1 0%
Accommodation (45) (70) (25) -56% (41) (62) (21) -51%

CAS Service Costs (94) (108) (14) -15% (86) (103) (17) -20%
Communication & Publication (29) (45) (17) -58% (26) (43) (17) -64%
Consultants (110) (160) (50) -45% (101) (117) (16) -16%
Depreciation (35) (37) (2) -6% (32) (35) (3) -10%
ICT Service Costs (2) 0 2 105% (2) 0 2 100%
Legal Costs (Non SLA) (145) (320) (175) -121% (133) (293) (160) -120%
Legal Costs (SLA) (300) (215) 85 28% (275) (199) 76 28%
Service Delivery (185) (183) 2 1% (170) (151) 18 11%
TOTAL OTHER COSTS (1,157) (1,354) (197) -17% (1,061) (1,207) (146) -14%
Surplus/(Deficit) before Tax (4,610) (4,632) (23) -0% (4,226) (4,190) 36 1%

PEOPLE AND PERFORMANCE DIVISION
All figures in '000

Other Income 2 50 47 0% 2 47 45 1949%

TOTAL INCOME 2 50 47 0% 2 47 45 1949%
Staff Salaries (1,049) (937) 112 11% (961) (851) 110 11%
Agency costs 0 (100) (100) -100% 0 (96) (96) -100%
TOTAL PEOPLE COSTS (1,235) (1,235) 0 0% (1,132) (1,125) 7 1%
Communication & Publication (111) (98) 13 12% (102) (58) 44 44%

Depreciation (24) (24) 0 0% (22) (22) 0 1%
Facilities Costs (1) 0 1 110% (1) 0 1 100%
SLA Costs (excluding Legal) (1) (1) 0 8% (1) 0 1 100%
TOTAL OTHER COSTS (232) (240) (8) -3% (213) (165) 48 22%
Surplus/(Deficit) before Tax (1,465) (1,425) 40 3% (1,343) (1,243) 100 7%

FINANCE DIVISION
All figures in '000

Legal Costs Recovered 215 105 (110) -51% 197 84 (113) -57%
29 Other Income 261 429 167 64% 239 207 (32) -13%
Digital TV Income 480 480 0 0% 440 462 22 5%
TOTAL INCOME 956 1,014 57 6% 877 754 (123) -14%
Staff Salaries (1,331) (1,294) 37 3% (1,220) (1,175) 45 4%

Agency costs 0 (145) (145) -100% 0 (136) (136) -100%
Staff Related Costs (13) (14) (2) -12% (11) (11) 1 8%
TOTAL PEOPLE COSTS (1,344) (1,453) (109) -8% (1,232) (1,322) (90) -7%
Accommodation (729) (735) (7) -1% (668) (676) (8) -1%

Communication & Publication (20) (22) (1) -7% (18) (21) (3) -16%
Depreciation (357) (292) 65 18% (327) (267) 61 19%
Digital TV (480) (480) 0 0% (440) (462) (22) -5%
Facilities costs (72) (64) 9 12% (66) (58) 8 12%
ICT Service Costs (520) (567) (47) -9% (477) (477) (0) -0%
Legal Costs (SLA) (60) (65) (5) -8% (55) (54) 1 1%
Service Delivery (39) (45) (6) -15% (36) (33) 2 7%
TOTAL OTHER COSTS (2,479) (2,405) 74 3% (2,272) (2,177) 95 4%
Surplus/(Deficit) before Tax (2,866) (2,845) 22 1% (2,627) (2,745) (118) -4%

KCTMO REPAIRS DIRECT DIVISIONAL REPORTING
All figures in '000
Ref ANNUAL FORECAST POSITION TO DATE
Budget
DESCRIPTION Budget (2013-14) Ex Forecast (Current Spend/ Income Variance from
(2013-14) Capital Month) Variance % Variance Budget YTD YTD Budget to Date % Variance
A C D (C-A) E(D/A) I J K(J-I) E(K/I)
Income 3,400 2,490 2,790 300 12% 2,134 2,371 237 11%
Other Income 0 0 0 0 0% 0 0 0 0%
TOTAL INCOME 5.2.3 3,400 2,490 2,790 300 12% 2,134 2,371 237 11%
Staff Salaries (1,043) (950) (882) 67 7% (814) (749) 65 8%

Agency costs (104) (95) (35) 59 100% (81) (9) 72 89%
Staff Related Costs (17) (17) (30) (13) -76% (15) (31) (16) -111%
TOTAL PEOPLE COSTS 5.2.4 (1,164) (1,062) (948) 114 11% (910) (789) 121 13%
Accommodation (11) (11) 0 11 100% (9) 0 9 100%

Consultants (26) (26) (52) (26) -97% (23) (52) (30) -130%
Depreciation (74) (74) (40) 34 46% (63) (35) 28 44%
Corporate Insurance 0 0 (9) (9) -100% 0 (8) (8) -100%
ICT Service Costs (40) (40) (26) 14 34% (34) (21) 13 37%
Legal Costs (Non SLA) (8) (8) (4) 4 55% (7) (3) 3 52%
Service Delivery (58) (58) (5) 54 92% (50) (4) 46 92%
Salary Recharges from TMO (237) (237) (135) 102 43% (203) (115) 88 43%
Subcontractor Costs 5.2.5 (948) (261) (1,141) (880) -338% (223) (1,004) (780) -349%
Materials Costs 5.2.6 (623) (514) (240) 274 53% (440) (174) 267 61%
Vehicles Costs (133) (133) (130) 2 2% (114) (114) (0) -0%
TOTAL OTHER COSTS (2,158) (1,361) (1,781) (419) -31% (1,167) (1,531) (364) -31%
Surplus/(Deficit) before Tax 78 67 61 (6) -9% 57 51 (6) -10%

TENANT MANAGEMENT ORGANISATION REPORTING
HRA BOARD REPORT
All figures in '000
Variance Forecast % Variance Forecast Variance

Budget Forecast (Current from Revised from Revised Revised from Budget
HRA MANAGED BUDGETS (Revised) Month) Budget Budget Budget YTD Spend/Income YTD to Date
B C D (C-B) F (C/B) H I J (I-H)
Dwelling Rents 39,927 39,927 0 0% 36,600 36,844 244
Tenant Service Charges 4,310 4,310 0 0% 3,951 3,948 (3)
Leaseholder Service Charges 3,951 3,951 0 0% 3,622 3,837 215
Heating & Hot Water Charges 2,465 2,465 0 0% 2,259 1,967 (292)
Commercial Properties Rent Income 3,070 3,070 0 0% 2,814 2,922 107
Garage Rent Income 685 685 0 0% 628 664 36
Other Charges for Services & Facilities 62 62 0 0% 57 51 (6)
Supporting People Contract Income 0 0 0 0% 0 24 24
Total Income 54,470 54,470 0 0% 49,931 50,257 326
Rents, Rates, Taxes and Other Charges (163) (163) 0 0% (150) (223) (73)
Planned Maintenance (6,078) (6,295) (217) -4% (5,571) (4,330) 1,241
Responsive Maintenance (5,492) (5,725) (233) -4% (5,034) (4,869) 165
Planned Response Repairs (200) (100) 100 50% (183) (77) 106
Electricity, Heating & Hot Water (3,438) (3,438) 0 0% (3,152) (1,280) 1,872
Provision for Bad and Doubtful Debts (523) (473) 50 10% (479) 0 479
Legal Costs (204) (204) 0 0% (187) (177) 10
Contract Cleaning (2,211) (2,211) 0 0% (2,027) (1,885) 142
Pest Control (225) (225) 0 0% (206) (205) 2
Refuse Collection (144) (144) 0 0% (132) (135) (3)
General Management (607) (607) 0 0% (556) (468) 89
Supporting People expenditure (220) (220) 0 0% (202) (264) (62)
Digital TV Costs (480) (465) 15 3% (440) (364) 76
Area Revenue Works (200) (200) 0 0% (183) (120) 63
Total Expenditure (20,184) (20,469) (285) -1% (18,502) (14,396) 4,106
Transfer To/From Reserves (HRA) 0 0 0 0% 0 0 0
Net Income/(Expenditure) 34,286 34,001 (285) -1% 31,429 35,860 4,432
Cause for concern Room for Improvement

HRA DEBT POSITION
All figures in '000
Last 3 Years CURRENT YEAR
Description End March End March End March End April End Aug End Dec End Feb
2011 2012 2013 2013 2013 2013 2014

Tenant 1,053,849 1,222,862 1,131,681 1,213,393 1,304,671 1,311,136 1,091,609
Leasehold - Service Charges 1,350,147 1,193,813 1,279,928 820,480 588,017 625,908 619,644
Leasehold - Major Works 3,126,213 2,236,309 1,599,319 1,518,581 1,804,545 1,398,733 1,273,829
Total Debt 5,530,209 4,652,984 4,010,928 3,552,453 3,697,234 3,335,777 2,985,082

HRA - AREA REVENUE WORKS
All figures in '000
Reserves /
Allocation 2013/14 Annual 2013/14 Total
Brought Budget Funds Actual Spend Carry Forward to
Forward (Original) Available Year to Date 2014/15
DESCRIPTION A B C (A+B) D
LANCASTER WEST (57) (24) (80) (40) (40)

KENSAL 1 (24) (23) (30) 8
NORTH KENSINGTON (23) (24) (46) (6) (40)
NOTTINGHILL (40) (24) (63) (22) (41)
PORTOBELLO (28) (24) (51) (0) (51)
BROMPTON (39) (28) (68) 0 (68)
CHELSEA (50) (28) (78) (10) (67)
WORLDS END (14) (15) (29) (0) (29)
SHELTERED (5) (10) (15) (10) (5)
UNALLOCATED (17) 0 (17) (0) (17)
AREA REVENUE WORKS BUDGET (271) (200) (470) (119) (351)
TMO REGENERATION ALLOCATION 0 0 0 0 0
GRAND-TOTAL (271) (200) (470) (119) (351)
Agenda Item 8
TMO BOARD
27TH MARCH 2014
FEEDBACK FROM THE COMMITTEES
REPORT BY COMPANY SECRETARY
1. Purpose
1.1 The Board is asked to:
1.1.1 Note the matters discussed and agreed by the Operations Committee at its
meetings on 30th January 2014 and 6th March 2014.
FOR INFORMATION
2. Operations Committee
2.1. Meeting on 30th January 2014
The Committee received reports on capital programme progress update, update

on projects, performance report, home ownership report, neighbourhood
management progress report and a parking update.
2.2. Meeting on 6th March 2014
The Committee considered the project bids submitted for the Housing
Regeneration Programme. Fifteen projects were reviewed and voted on and a
shortlist of bids has been recommended to the council for final approval.
Angela Bosnjak-Szekeres
Company Secretary
Clare Lees
Governance Officer

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The Royal Borough of Kensington and Chelsea

Tenant Management Organisation Ltd

Apologies (phone 020 7605 6399)

PART A FOR CONSIDERATION / DECISION

3 Chief Executives Report Chief Executive

4 Parking Review (decision item) Executive Director

Date of next meeting: 22nd of May 2014

Mr Robert Black, Chief Executive

The Chair welcomed Board members to the meeting, and

There were no declarations of interest.

2. Minutes of Board meeting held on 21st of November 2013

The minutes were agreed as a correct record.

Mid-Year review on TMO Performance

The Chief Executive explained that work will be undertaken with

We are working on the communications strategy and a report on

Health and Safety -

Anthony Parkes explained that only one leaseholder is un-

3. Chief Executives Report

The Chief Executive introduced the report which focused on the

The Board noted the report.

Steve Mellor from RBKC was welcomed and introduced the

The Board welcomed Wendy Thomas from RBKC who

The Board enquired about the renewal of tenancies and the

The Board noted the report.

A question was asked about the increase in the security costs. It

The Board congratulated officers for their effective budget

The Board agreed the Budgets 2014/15.

7. Draft Asset and Regeneration Strategy

Peter Maddison introduced the report which gave an update on

The purpose of the asset management strategy is to sit alongside

An enquiry was made about energy costs, It was explained that

Officers were congratulated on an excellent report and strategy.

A question was raised regarding the issue of accessibility and

The Board queried the funding of the new build housing

The Board discussed the benefit of having a joint asset strategy

The asset strategy and approach to regeneration will be part of

The Board agreed in principle the draft Asset Management

8. Repairs Direct Progress Update

Andy Marshall introduced the report which provided the board

The average number of jobs is slowly decreasing from 126 to 118

Michael Lyon has been appointed as Health and safety Manager

The Board noted the report.

9. Feedback from the Committees

The Company Secretary introduced the report and asked the

The Board noted the report.

- Reappointment of Independent Board Member

The Company Secretary explained that Anthony Preiskel had

The Board agreed to reappointment Anthony Preiskel to

Date of the next meeting

The next Board meeting would be held on Thursday, 27th March

Appendix 1 BOARD ACTION RECORD / MATTERS ARISING

NO. MEETING MINUTE ACTION BY BY WHEN UPDATE

TMO Board 27th March 2014

Report title: Chief Executives update report

Authority for decision: The Board has ultimate responsibility

Recommendations: For information

Regulatory/legal requirements: None

Business Plan link: Keeping abreast of performance

Equality Impact Assessment/comment: Equality and diversity issues are taken

Resident consultation: Ongoing

Resource implications/VFM statement: Keeping up to date on the latest

Risk: Failure to engage with the external

Total number of pages including 7