No apologies had been received.

There were no disclosures of interest.

The minutes of the meeting of 30 July 2013 were submitted and signed.

A meeting between the Task Group and the Chief Executive of the Watford Community Housing Trust to discuss areas of concern expressed by tenants.

The Chair asked Tina Barnard to give a brief overview of Watford Community Housing Trust’s aims and strategies prior to answering questions from Members. 

Tina Barnard advised that the Trust was envisaged as a community business with the aim of ‘Better homes friendlier communities . . . . together’.  To this end, £66 million had been invested in improvements during the first six years of the Trust’s existence and £9 million on ‘better communities’.  The Trust’s strategy with regard to its community was to involve tenants in scrutiny and also work programmes. 

Tina Barnard then expanded on the Better Homes element of the vision, explaining that this encompassed repairs and maintenance; she added that it was hoped to build another 500 new dwellings.  She advised that the areas on which Watford Community Housing Trust (WCHT) concentrated were: excellent services, communities, growth and organisation of choice. She then gave examples of work and initiatives in these areas:

Services: Whilst it was agreed that excellence was not achieved 100% of the time, the Trust was endeavouring to make improvements.

Community Focus:  A community event, Watford 2013, was planned for September; community hubs had been initiated in the Harebreaks and at Leavesden Green.

Growth (Bricks and Mortar): 500 new homes were planned, some of which were already on site; these included 21 flats in the High Street which would open in 2014 and 16 new properties in Holywell ward. 

Organisation and Choice: WCHT aspired to work co-operatively with their tenants and partners.

The Members then questioned WCHT’s representatives.

Aims and Strategies:

Is the Trust different from other residents’ associations or housing trusts and if so in what way? 

Tina Barnard explained that other large-scale voluntary transfer’s (LSVT) governance structures comprised the local authority, tenants and independent members each of whom had a one third block vote on governance issues.  At WCHT only tenants and leaseholders could be members.  The Board  was composed of tenants as the largest group, then independent members and finally two councillors. 

What is the difference between a ‘commercial business’ and the Trust?

Tina Barnard said that whilst the Trust was a ‘business’ and consequently needed to generate surplus funds it also had significant input into community needs.  As examples, Tina Barnard drew attention to the Social Enterprise initiative and schemes to help people back into work. 

Councillor Collett commented that there appeared to be great involvement in social reform and community empowerment whilst the main worry for residents was repairs and maintenance of their homes.  It was felt that the Trust’s focus was too wide and that housing needs were not adequately met.

Tina Barnard reiterated that the aim for the Trust was ‘Better Homes Friendlier Communities Together’.  She advised that an organisational restructure had been launched on 1 July 2013 to help achieve their Business Plan.

Gareth Lewis added that the programme on repairs and improvements was expanding.

Tina Barnard advised that community/social involvement in the current year would take the form of one big event, Watford  ...  view the full minutes text for item 14.

To agree the date for the next Task Group meeting.

The Task group agreed to meet on Tuesday 3 September 2013.