Projection of Brent Council rent increases

The table below shows the potential rent increases as proposed in Brent Council's rent strategy using the formula set out in the Appendix. The Retail Price Index (RPI) will be used for 2014-15 and I have set that at 3.5%. It will be replaced in the formula in 2015-16 by the Consumers Price Index (CPI) which is generally a little lower than the RPI and I have projected that at 3%.  Obviously this could change drastically depending on inflation and the economic situation so treat the figures with caution.

I have based the table on a current notional rent of £100 per week. (You can download a copy of this as an Excel spreadsheet and enter your own rent to see the projected increase for HERE)

Year	Rent (Weekly)	RPI/CPI	+0.5%	"+1%	Sub-Total	plus £2 per  week
2014-15	100.00	3.50	0.50		104.00	106.00
2015-16	106.00	3.18		1.06	110.24	112.24
2016-17	112.24	3.37		1.12	116.73	118.73
2017-18	118.73	3.56		1.19	123.48	125.48
2018-19	125.48	3.76		1.25	130.50	132.50
2019-20	132.50	3.97		1.32	137.80	139.80

Plea for community to rally to aid of elderly couple homeless after house fire

Guest blog from Cllr Alison Hopkins

Some may have seen reported in the local paper that a house in Review Road in my Dollis Hill ward was recently very badly damaged by fire. The occupants are an elderly couple and their son. The house is uninhabitable, so they're all homeless. And, they were uninsured, for reasons I won’t go into, so there's no help from that quarter. The son is finding himself accommodation and is employed part time, so will at least not be on the streets.

 

The parents, however, have far more serious problems. Their daughter lives in Ireland with her own family, and came straight to London as soon as she heard what had happened. She’s spent the past ten days trying to get help, initially from Brent Council, and then contacted both Sarah Teather and me.  She called me Friday, distraught, as she’s had really minimal help from Brent. Initially, they refused any help at all, as the parents “had an asset”, in the shape of a burnt out house! She persuaded them to accommodate both parents and son in a hostel till the 10th November, then spent all day Friday trying to persuade Brent Housing to extend this. Asking for ID and proof of the fire when everything has been lost was not the best reply she could have got.  Brent eventually agreed to extend the hostel until the 16th November, but this obviously isn't any kind of solution: the house will have to be sold, as is, as there’s no money to refurbish it. It’s uninhabitable, and the couple have nowhere to go.  A hostel is also not the best place for an elderly couple in poor health.

 

I’ve rounded up some help from our community: Ashford Place will be meeting the daughter tomorrow, I’ve asked if the local parish can help, contacted a local business to see if anything can be done, and Daniels have offered to give advice on the house sale issue. The father is ex RAF, so I’ve also suggested the RAF Benevolent Association and the British Legion as possible help, plus the Red Cross. There’s a lot of debris to clear, and I may have someone helping with that.

 

I did manage to get hold of Brent’s Regeneration Director late Friday night: his remit includes housing, and he’s promised to look into this urgently.  I will, as you may imagine, not let up on that.

 

In the meantime, though, HELP! The house needs a tarpaulin to stop more rain damage. It needs clearing and rubbish removed – as I say, I may have someone who can help on removal, but anything on that would be hugely appreciated. . The couple need somewhere to live for the time being, which I realise is a big ask, but can anyone help with that? Are there builders, or handymen willing to do any kind of patch up? Or more! I know we’ve got a very strong community here, and I think that we can work to help this couple.  In the longer term, they’ll need furniture and household goods, too.

 

Please contact me on cllr.alison.hopkins@brent.gov.uk if you can help and/or have sources, or other ideas for resources we can call on.

 

Confusion over Council's policy on rent rises

I live on a Brent Housing Partnership estate which has a mixture of flats, maisonettes, terraced houses and town houses. These are occupied by a mixture of 'right to buy' freehold owners (or purchasers from an original right to buy owner), leaseholders, BHP tenants, private tenants and probably some sub-lets.

Two bedroomed flats and houses are privately let for between £800 and £1,200 a month, social housing tenants pay much less.

Some of the privately owned homes have been fitted with double glazing while the BHP properties have not. Energy bills for the latter are therefore much higher.

There is considerable and much appreciated green space on the estate.

I give this as background to the Housing Assess Management Strategy Report that is going to the Brent Executive tomorrow.  The report contains a mixture of measures which involves  disposing of some properties and selling the freehold on some blocks.  It involves plans to build a small number of new units of existing estates, initially between 70 and 100, to cater for larger families and a long-term 7 year plan for 1,000 new 'affordable' homes.  Importantly there are plans for refurbishment of existing stock. Clearly new homes and refurbishment will be very welcome.

The plans will be financed by the sell-offs, some borrowing and controversially rent increases.The latter has caused concern amongst Labour Party members as well as tenants because the documents going to the Executive seem to indicate that existing tenants' rents will increase over the next 5 years to 'converge' at 80% of market rents, which by some definitions is an 'affordable rent' - a figure the Council has challenged in the past..  At the same time the new properties will be immediately let at an affordable rent with some caveats (see extract below).

The concern is that the convergence strategy will result in a likely doubling of rent for existing tenants over the next 5 years at a time when incomes are static but the cost of living is rising and benefits have been cut.

What I and others have been trying to work out from the documentation going before the Executive is whether that is what is really envisaged and hopefully, as a result of protests due to representations that will be made, it will become clearer. The figures quoted do not seem to equate to a doubling of rent.

Meanwhile here is an extract from the Appendices that readers

The extract below from the Appendices sets out the rent strategy and I leave readers to try and interpret wht it means concretely:

Rent Policy

Strategic Approach

For rents to continue to increase in line with the  rent convergence regime- a maximum annual increase in 2014 of RPI +0.5% plus £2 per week and from 2015 CPI+ 1% plus £2 per week for existing tenants - subject to any direction by Government

Following rent convergence for the annual increase  to be set at CPI+1%

For properties to be re-let at target rents

For consideration to be given annually to restraint in rent increases for 4-bedroom and larger properties in order to assure affordability under the overall benefits cap

For new-build and newly-acquired properties (except where required for decant) to be let at affordable rents in line with the thresholds set out within the Council’s Tenancy Strategy.

Context

Rents are the primary income to the HRA business plan and provide the funding to support stock investment and for new development.

In recent years the Council has increased rents in  line with the government’s rent convergence regime. The government has recently issued guidance

that rent convergence should end from 2015/16 at which point the majority of the HRA stock will not have achieved convergence. Currently the Council retains the discretion to not follow the recent guidance. Further clarification of the

position by Government is expected by early 2014 and account will need to be taken of this.

The government has also issued recent guidance that from 2015 rent increases will be linked to a different inflation index – and be based on CPI plus 1% rather than RPI plus 0.5% as previously.

Approach

In order to provide a secure basis for the funding of the Asset Management Strategy, a rent policy for the next five-year period will operate. The policy will be for rents for existing tenants to continue to rise in line with the principles of the government’s previous Rent Convergence regime unless government directs otherwise. For 4-bed and larger units rent increases may be constrained in order to assure affordability under the Overall Benefits Cap.

In order to support viability, new homes will be let at Affordable Rents. These will be limited to varying percentages of the market-rent depending on the size of the unit in order to assure affordability for those affected by the Overall Benefits Cap.

Source: http://democracy.brent.gov.uk/documents/s20059/rg-hra-app1.pdf

Brent Council's Cuts for 2014-15

The Brent Council Meeting on November 18th will be given a financial report for the 1st Reading of the 2014-15 Budget.

Below you will find the proposed savings/cuts for each Service Area:

The Budget gap that the  Council elected in May 2014 will have to deal with in the following year will be much worse after the October revision, despite the improved figures for 2014-15.

Brent TUC defends union representatives

Brent Trade Union Council (TUC) held a protest at Willesden Bus Garage yesterday in defence of Robert Chung, union representative, who is facing disciplinary action.

The protesters reported a mostly favourable reaction from bus drivers.

Stop them Blocking A Healthier Future: Give evidence to People's Inquiry into London's NHS

Guest blog from Sarah Cox

The People's Inquiry on London's NHS held its NW London session yesterday in Ealing. There was powerful and compelling testimony from many people, notably Anne Drinkell, who described from her immediate experience, backed up by research, the strains on those working in the community, their need for accessible comprehensive back up services in hospital for the increasingly complex needs of the patients and the inadequacy of the Shaping a Healthier Future proposals. She proclaimed her commitment to keeping people out of hospital wherever possible, but the resources are being cut, not expanded as they would need to be.

Gurinder Sandhu, a consultant in infectious diseases at Ealing Hospital spoke passionately about the increase in TB - Brent and Ealing have levels higher than many third world countries - the multiple problems caused by increases in homelessness and the number of patients living "below the radar" with whom Ealing Hospital has formed relationships.

Mary Daly, asked at the last minute to take Muhammed Butt's place, was absolutely excellent. Her experience as a health visitor informed her understanding of the problems we face and the inadequacy of the Out of Hospital care proposals without adequate resources and the dangers of fragmentation of our local health services especially as Brent CCG seems to be pursuing a policy of "macho privatisation" a phrase used by one of the panel members.

Participating in these inquiries is really worthwhile. There are more sessions to come and email evidence is also welcome. Please everyone add your experience and views. Unlike the mock Shaping a Healthier Future "consultation" they will be taken seriously. www.peoplesinquiry.org

Brent’s approach to consultation – has anything changed?

Acknowledgement: http://myhome.iolfree.ie/~lightbulb/Research.html

Four years ago, in the infancy of this blog, I published an article entitled 'Is consultation a con?'  LINK which suggested a series of possible definitions so that the purpose and limits of consultation was transparent. Since then we have had many 'consultations' in Brent and the problem remains as this 'Case Study' Guest Blog by Philip Grant as well as the earlier posting by 'Malinowski'  shows.

1. Introduction: In 2011 we witnessed a disastrously mishandled consultation process over Brent’s Libraries Transformation Project, when Council Officers treated the views expressed by local residents with contempt, yet still managed to get the Executive to rubber-stamp their plans. The repercussions of that episode still continue today. Brent Council has moved on, and now has enshrined in Article 10 of its Constitution the following commitments:

1.  The Council is committed to involving the community through effective consultation and two-way communication.

2.  The Council recognises that meaningful participation can only take place:

• in an environment where people are better informed about local services;

• where community spirit is fostered so that people care enough to want to take part, and are encouraged to do so; and

• where council decisions can be seen to reflect the views and concerns of local residents.

That is very good, but has anyone told Council Officers about this? Let me share with you a genuine “Case Study”, which has happened during the past three weeks.

2. Case Study: I am one of those people who ‘care enough to want to take part’, and along with five other members from local history societies accepted the invitation to take part in a stakeholder consultation meeting at the Civic Centre to help develop a new Museum and Archives Strategy. It was chaired by Neil Davies (Strategy and Service Development) [“ND”], who told us that the draft strategy would be prepared in time to go out for consultation at “Brent Connects” in January 2014, with the Council deciding on the new strategy in the Spring. He had already received views from “internal stakeholders”, and our views would be among several inputs into the draft strategy by “external stakeholders”.

Although most of the meeting was positive, with plenty of participation and many sensible ideas put forward, it got off to a bad start. One of the first points raised by us was why a staff restructuring exercise was taking place now at the Museum and Archives, when surely the time to do this would be after the new Strategy had been consulted on and decided, which would still give plenty of time before the new facilities open at Willesden Green in Spring 2015. ND did not appear to know about the restructuring. Sue McKenzie (Head of Libraries, Arts and Heritage) [“SMc”] was also at the meeting, but she refused to discuss her staff restructuring plans, as these were ‘an internal matter’.

I had already heard a little of what the staff restructuring plans were, and emailed that evening (16 October) to Sue Harper (Director of Environment and Neighbourhood Services) [“SH”] to express my concern about the consultation process being undermined. It appeared that SMc was trying to push through a restructuring by December 2013, based on her own view of what a new Museum and Archives Strategy should be, while the consultation process was actually in progress which should decide that strategy. I also explained that if the experienced existing staff lost their jobs, which seemed a likely result of SMc’s proposals, it would seriously damage the delivery of Brent’s Heritage Services.

I received a “reply” from Jenny Isaac (Operational Director, Neighbourhoods) [“JI”] on 18 October, which did not answer either of the points I had raised. Instead it explained that SMc couldn’t discuss the restructuring plans in public, because ‘the impact on our teams is something for Sue to manage carefully, sensitively and supportively with those individuals who are affected.’ (My reply to this point was: ‘I suggest that you visit RK and MBB in the cramped basement storeroom at George Furness House where they currently have to work, and ask them, face-to-face, whether the proposed restructuring which they have been faced with since 18 September has been managed 'carefully, sensitively and supportively.' – to the best of my knowledge, no such visit has yet been made.)

The rest of JI’s long email to me was a justification of the restructuring exercise, including several quotations from reports by national bodies, most of which I have later discovered was “copied and pasted” from a document written by SMc, topped off with the claim that: ‘the proposals have been discussed with The National Archive who are supportive of the proposals’. In my reply (19 October) I pointed out that the quotations merely gave good reasons why a review of Museum and Archives Strategy should be taking place, that consultation on this was taking place, and that ND had told us at our stakeholder meeting that the “discussions” she was putting forward as support for SMc’s restructuring proposals were actually one of the inputs into his consultation on the new strategy.

My reply to JI also restated, without any room for doubt, what were the two issues which needed to be resolved, that the restructuring should not be taking place now because it went against Brent’s commitments on consultation, and that if the restructuring did take place now it would seriously damage the delivery of Brent’s Heritage services. As before, her “reply” (23 October) ignored both of these points, again defending the staff restructuring and saying it was: ‘an internal matter, and Sue Mckenzie is fully complying with proper HR processes and procedures. The views of the affected staff will be carefully considered when the final decision on the future structure of the museum and archive is made.’ (We will return to those ‘proper HR processes’ later.)

JI’s email also said that: ‘The staff restructure will ensure flexibility to deliver the new museum and archive strategy’ (which turned out to be another “copy and paste” from SMc). My response (also 23 October) was:

‘How can you be sure, when that strategy is still not even in draft form? SMc has submitted her ideas to ND, as an internal stakeholder, but if his consultation exercise on the Museum and Archives Strategy is to have any credibility, she should not be implementing a staff restructuring in Museum and Archives, presumably based on her own view of the future staff needs of Museum and Archives, until after the Strategy has been properly decided. That is the key point of principle here, and that is why the Museum and Archives staff restructuring must be halted.’

I don’t know about you, but I thought that was a pretty convincing argument. Whether JI was convinced I will never know, because she did not attempt to counter it, replying on 24 October (please note the date):

‘The position is unchanged.  I reiterate, the new team will be sufficiently flexible to meet the needs of the new strategy and ensure that the new museum and archive provides a service that is relevant to a wider group of our residents. You will be consulted on the museum and archive strategy as appropriate. The Council will not enter into further correspondence on the staff restructure.’

Now, I thought that on 16 October I had raised an important point with a Council Director which needed to be considered and resolved. In several exchanges of emails I had put that point, and the reasons supporting the view I was taking. In return, the Senior Council Officer I was dealing with side-stepped the key issue, did not try to resolve anything and then refused to discuss the matter further. What could I do? Well, I don’t give up if I feel I have an important and valid point, and ‘the Council is committed to involving the community through effective consultation and two-way communication’, so I went back to the top.

I wrote straight away, jointly to SH and Cllr. Roxanne Mashari [“RM”, who has been copied in on all of the correspondence, but has not contacted me at all], saying that the issue I had raised did need to be resolved, and drawing attention to JI’s references to a “new team”:

‘As SMc and JI are apparently already determined that there will be a "new team", what chance is there of any genuine consideration being given to the alternative proposals which I understand the existing Archives team (the Museum Curator having left last month) intend to put forward?

The implementation now of a staff restructuring by SMc raises similar concerns over how genuine the consultation exercise on the Museum and Archives Strategy will be. I am sure that ND will do a conscientious job in producing a new Strategy document, but behind his back SMc will already have put in place the "new team" that she has chosen. Until the new Strategy has been properly consulted on and decided, how can anyone really know whether the existing team, or at least some members of it, could deliver Brent's future Museum and Archives Strategy as well as, if not better than, any "new team"?’

Having asked some important questions, what answers did I get to them from SH on 28 October? None!

‘Thank you for your email of 24 October.  In recognition of the fact that you have a number of concerns outstanding, in line with our complaints procedure, I have asked the Council’s Complaints Manager, Phillip Mears, to undertake a first stage complaints investigation on my behalf.  Once Mr Mears has completed his investigation I will write to you with my decision.’

I responded that I had not actually made a complaint, and that although there might be some serious concerns which could be looked at to see whether they could have been handled better, the key point was to put any staff restructuring “on hold” until after the new Museum and Archives strategy had been properly consulted on and decided. I heard nothing further until SH replied on 4 November, saying:

‘As you know, I have asked Philip Mears to investigate your concerns as part of the Council’s complaint procedure and he will reply to you shortly. I am not prepared to get into further correspondence on the subject whilst this investigation is underway as in my experience it is likely to confuse the issue.’

So, yet again, no attempt by a Senior Council Officer to resolve an important point raised by a concerned participant in what was supposed to be a genuine Brent consultation exercise. By the time it was sent, SMc had issued her Final Decision Paper (“FDP”) on her staff restructuring proposals. It turned out that much of JI’s email to me of 18 October, and parts of some others, had been “copied and pasted” from the FDP, most of which had been written before SMc received the comments and alternative proposals from the staff she was supposedly consulting. And as for ‘the views of the affected staff will be carefully considered’, the thoughtful and sensible alternatives, which would ensure a good front-line service for the public and be delivered with a slightly larger cost saving, were rejected. The reason was because they did not meet the future service requirements (SMc’s own vision of what the new Strategy should be) set out in her consultation document. 

How a consultation which only allows you to give the answer that the person “consulting” with you wants can be treated as ‘fully complying with proper HR processes and procedures’, I fail to understand. It was a sham, and because of it, the existing team at Brent Archives will have their jobs “deleted”. They will be able to apply for “new posts” (several grades above the level they are currently employed at) which they are unlikely to get, especially with SMc also dismissing their request that she should not be on the panel interviewing them, because of her conflict of interests in the matter. 

What could I do about it? Well, I have made a detailed formal complaint to Brent’s Interim Chief Executive, Christine Gilbert, against the actions of three Senior Brent Council Officers. She has refused to put the staff restructuring “on hold”, so even if my complaint is eventually upheld, it will probably be too late to save the jobs of the staff who will be key to delivering the sort of front-line Archives service that “external stakeholders” would like to see as part of the new Museum and Archives Strategy.

3. Conclusion. You may think I am naive (you would probably be right) but I believe that much more positive results can be achieved for our community by local people, Council Officers and Councillors working together. That is what I try to do in practice, but it needs to be seen to work, and at the moment it is not working.

My experience here is that Senior Officers have not learned the proper lessons from the way that they and, on their advice, Brent’s Executive mishandled the Libraries Transformation Project consultation exercise in 2011. Instead, the lesson they seem to have taken from it is that as they “got away with it” then, they can do the same again. For things to improve, Senior Officers need to set an example, and embrace the Council’s commitments on consultation. They should not, as in this case study, undermine or ignore proper consultation procedures. They should treat with respect, and seek to work together with, Councillors, staff and Brent’s citizens, in an open, transparent and reasonable manner. If they cannot, or will not, they should seek employment elsewhere.

If you have any comments or experiences to share, either for or against the views I have set out, please “post” them below, but no abuse, please. If any of the Officers I have mentioned wish to have a right of reply, I hope that Martin will allow it to them. A big “Thank You” to Martin for giving me the chance to write this “guest blog”, and thanks to you for reading it.

Philip Grant.

Postscript from Hitchhikers Guide to the Planet on Planning Consultations

“But the plans were on display…”
“On display? I eventually had to go down to the cellar to find them.”
“That’s the display department.”
“With a flashlight.”
“Ah, well, the lights had probably gone.”
“So had the stairs.”
“But look, you found the notice, didn’t you?”
“Yes,” said Arthur, “yes I did. It was on display in the bottom of a locked filing cabinet stuck in a disused lavatory with a sign on the door saying ‘Beware of the Leopard.”
― Douglas Adams, The Hitchhiker's Guide to the Galaxy 

Councils can waive Council Tax if people left without 'reasonable' amount to live on

As odium descends on Brent Council over its Council Tax summonses and a recent attempted eviction, Sarah Cox has circulated some useful advice from Tax Payers Against Poverty LINK

Councils can exercise discretion to waive Council Tax payments if people would be left without a 'reasonable' amount to live on - but Councils don't appear to tell the people affected that this is the case. Full details are on the website above but here are the main points:

The Council will not tell you:

1. That they have the discretion to write off the tax for vulnerable and impoverished people  under clause 10 (1) 13A (1) of the Local Government Finance Act 2012. It is necessary for the council tax benefit claimant to write a letter to the council setting out their financial circumstances, all debts, and all relevant information such  as health/disability. Payment of the bedroom tax, rent due to the overall benefit tax and the rent due to the housing benefit tax would be relevant.

2. That the bottom line is the income left after rent and council tax needed for food,  fuel, clothes, transport and other necessities; that has to be a reasonable amount if councils (and jobcentres) abide by the Wednesbury Principles as required by law and endorsed by coalition ministers.

3.That page 9 of the National Standards for Enforcement Agents, published by the Ministry of Justice in 2012,  sets out a procedure for bailiffs to return vulnerable cases from the door step to all creditors, including councils for council tax and courts for fines. A change of circumstances since the debt, fine or council tax arrears were incurred is another reason for applying page 9 procedure.