It’s not often I get out and about to visit our Members so it’s always a pleasure when I do and I recently had the pleasure of visiting a couple of Members in North London and it was good to catch up and talk tenant management (yes, my conversation is that boring!).

One issue did crop up and that was how much the landlord can dictate the way in which a TMO operates and how much freedom the TMO has in the way it delivers services, employees staff, chooses contractors etc. and it is a theme that comes up quite often. To put it simply the answer is that the landlord can’t determine your rates of pay or employment contracts. You don’t have to mirror the landlords pay structure or terms of employment although a number of TMOs choose to do so. Of course you have to comply with employment legislation and should treat your employees fairly (the consequences of not doing so may see you involved in disputes and the employment tribunals) but you can pay your staff differently. You don’t have to align pay rises with local government and you can seek to retain staff through additional benefits (e.g. bonuses).

One TMO I know were quite open that they pay their cleaners more than the council cleaning contractor because “if they’re good we want to keep them”. That’s not to say that such benefits are uncontrolled. Of course you should have a clear, evidence based system for the award of benefits and they must be approved by the TMO Board but, the argument I recently heard put forward, that bonuses were not permitted because TMOs receive ‘public money’ is flawed as councils can and do have performance related pay elements (bonuses) as well as other non-salary payments that are used as a means to retain staff.

This also crops up when local audit teams visit TMOs and suggest (insist?) that TMOs should ‘test the market’ to achieve value for money from their repair contractors. If they mean asking small, local contractors used by TMOs over many years  – because they turn up quickly, do the job asked of them to a high standard and to the satisfaction of residents – to complete a lengthy Schedule of Rates then they clearly don’t know how to run an effective and efficient service! It’s a little out of date but the audit team in Hackney and I produced a guide to help TMOs when audit come calling and the audit team were really helpful in their approach.

The allowances a TMO receives are based on a clear formula which means you should get the same funding that the in-house teams get to deliver the same service. How you achieve this can (and should) be different from the landlord. You should be monitored by how meet the standards the landlord sets not by the means you use to achieve them.

Yes you should deliver an effective service. Yes, you should exercise control over how that service is delivered. Yes, you should ensure value for money. Yes, you should meet the needs and expectations of residents. No, you don’t have to do it the same way as your landlord.

The Four Million Homes programme is funded by the Ministry of Housing, Communities and Local Government (MHCLG) and is delivered by the Confederation of Co-Operative Housing (CCH) and PPCR Associates to deliver training for social housing tenants at all levels. Whilst many of the sessions they run are not appropriate for TMOs there are a number that are.

Amongst the more recent events area series of webinars that will be of interest covering subjects such as

• Awaab’s Law
• Leaseholder Service Charges
• Rent Convergence
• Noise Nuisance

 

Do you have an idea to improve the ability of residents to influence your strategies, policies and services?

The Ministry of Housing, Communities and Local Government (MHCLG) are looking to fund (up to £100,000) 15-20 projects over the next year to develop new ways for residents to play a greater role in what their landlords do.

The Social Housing Innovation Fund is open to TMOs so, if you’re looking at ways to generate greater oversight, scrutiny and involvement then this may be the way to develop it. The Fund is open to applications from TMOs and, as the main criteria is that the project should be co-produced with residents, TMOs are well placed to take advantage of the opportunities it offers.

MHCLG held a webinar on 22nd October which had a number of TMOs present but, for those that were unable to attend your can view the whole event here.

The presentation and introductory letter are also available.

We’ll publish the responses to other questions asked in the session when we have them.

We’re delighted to announce that our Members Area is now available for staff and Board Members!

If your TMO is a Member of the NFTMO then just click on the link on the homepage to join. Once approved you’ll be able to access a database of polices and procedures, presentations from the Annual Conference and Regional Events, a list of contractors recommended by other TMOs and use a discussion area to get advice and support from other Members.

If you have any policies, procedures or other documentation you’d like to share, please send it to us via [email protected] and we’ll upload. Together we improve the sector for all.

Following the annual residential weekend for the Executive Committee, the NFTMO Business Plan has been updated. This reflects the achievements of the past year and to incorporate some new targets for the organisation.

A copy of the Business Plan can be downloaded here