It carries a risk of disruption and extra expense for people who are required by a fire authority to carry out work after an AI has given a final certificate on completion of a building project.However, there would be a risk that some AIs would be less thorough than others in carrying out consultations on a voluntary basis.Option 3 would be the most effective and equitable response to the need for Depreciation Rates Ato equivalent consultation of fire authorities by AIs and local authority building control departments.
The compliance costs may result in a small increase in the charges which AIs make to their clients, though only to the extent that AIs are not already voluntarily undertaking the additional consultation that the amendment of regulation 11 would require.There would be small additional costs if it were made a requirement for AIs to pass on the fire authoritys views to clients, to the extent that AIs are not already doing this as a matter of good practice.
The benefits would lie in the reduced risk that clients will be faced with fire authority requirements notified at an inconveniently late stage.
Failure to carry out consultations under regulation 11 would put an AI at risk of legal action by the client and disciplinary action by the body which approved him or it.On the other hand, it was acknowledged by other respondents that there are some types of building where it would not be reasonable to apply provisions for certain groups.
While influential access groups would prefer to have no qualification whatsoever, another view was that to include “as far as is practicable” would be satisfactory, given that “reasonable” is incorporated in the main Requirement of the regulation.There was, however, some concern about the competency of the people writing the statements and how they would be monitored for consistency and quality.
The main possibility for facing profit in the Investment Property Tax Deductions process is when you are hiring the legal depreciator for doing the complex TDS process. The strategies and activities outlined in the Plan will allow the CRB to address these issues and to meet customer and stakeholder expectations. The protection of the vulnerable in society, be they children or adults, continues to have public support and is Governmental priority. Cases of abuse tend to be high-profile and attract much media attention.
When you make the best choice for the process handling in the real estate field then you are making the best thing for the full process performing strategy which is very important to make in the right direction with the specialist people from the real estate field. The CRB has a central role in helping prevent people who would wish to harm the vulnerable from gaining access to potential victims. As more employment sectors access the Disclosure service, demand for Higher-Level Disclosures is expected to increase over the next year to 2.6 million.
This will give you the full ideas for making the legal steps done for the better end in the tax depreciation schedule process in the right manner. The ratio between Standard and Enhanced Disclosure applications should, in the short term, remain broadly static at around 15%:85%. It is hoped that this will change as a result of Registered Bodies taking better decisions on the appropriate level of Disclosure for particular jobs and possibly new regulations.
Members of the public expect the CRB to afford a high level of protection to the most vulnerable in our society. Registered Bodies (RBs) expect the CRB to provide a fast, efficient and streamlined service. Ministers and other stakeholders expect the CRB to offer an efficient service delivering a top-class product and demonstrate value for money from its operations. There is no point in producing Disclosures well within service standards if by doing so we are generating complaints and disputes.
Ministers believe it is right to move to this new and fairer system as soon as possible, so that authorities can take account of the changes when completing their stock options appraisals. The consultation paper is accompanied by a sister document, Revised Formulae for the Allocation of Management and Maintenance Allowances within HRA Subsidy, which sets out the evidence for the new approach, and gives the technical details of the new formulae including worked examples.
Subject to the outcome of the consultation, Ministers propose that the new approach to calculating the allowances should be adopted for 2004-2005 and later years. After other factors are added in, a ‘sub-target’ is produced for each of these three types of maintenance, which are summed to give the target prior to regional cost adjustments.
Instead, there is recognition that all authorities have a certain level of fixed costs, no matter how few dwellings they have. Subject to enactment of the Local Government Bill currently before Parliament, subsidy for rent rebates will cease to be part of HRA subsidy for 2004-2005 and later years, and a new pooling mechanism will be introduced to effect the redistribution of assumed surpluses to authorities with an assumed deficit.
Having determined how big the national pot should be in the relevant Spending Review, M&M distribution formulae share out the available resources for management and maintenance, investment property depreciation taking account of relative need including geographical cost variations. There is increased emphasis for instance on tackling deprivation following the work of Policy Action Team 5 and tackling anti-social behaviour.
Leadership, through trustees’/management understands of relevant issues and their own behavior, is essential in promoting and demonstrating the commitment to the approach being taken. Composition of the board should be reviewed and, as appropriate, ways identified to improve underrepresentation of people from local BME communities and other equality groups. Monitoring and evaluation should be a key part of your equality and diversity approach. A review and evaluation of your equality/diversity approach should be carried out once a year, with the active involvement of the trustee board. Collecting and reporting on monitoring data will also form part of the evaluation system.
The concept of monitoring is now well established among housing associations of all sizes. In larger organizations staff and resident attitude surveys can provide a way of checking views on specific issues, including equal opportunity and organizational culture; Reports should be produced on the monitoring results and fed into further policy development as required.
Any gaps identified should be considered and steps taken to fill them, as appropriate. Ideally, summaries should also be available to staff and also, where appropriate, other stakeholders and residents; Overall monitoring and evaluation is a key part of your equality and diversity approach and monitoring information should be analyzed to assess the progress of diversity in the organization and identify potential areas for improvement. It may also be useful to compare the profile with other similar organizations, rental property depreciation ato with the local community and with national statistics, to put the profile you have built up into context; Targets are not a form of positive discrimination, but a mechanism for helping you assess your staff and resident profile.
Targeting is a useful way of assessing whether you are succeeding in reflecting the local communities in respect of your staffing and/or residents. Where gaps are identified, a number of steps can be taken including, for example, reaching out to wider communities via advertising, using networks and taking steps to attract those communities who are under-represented in the organization. Developing an equality and diversity strategy and approach involves taking a number of practical steps to ensure that the agreed concept of equality and diversity is delivered in practice; Promoting equality and diversity needs to be taken to the core of the organization, whatever its size. Whenever possible, a basic review and assessment on where the organization is on equality/diversity should be carried out, again taking account of the size of the organization.