Housing Division Asset Management Plan (2008 - 2009)

NORTH WARWICKSHIRE BOROUGH COUNCIL

HOUSING DIVISION

ASSET MANAGEMENT PLAN

2008 - 2009

Housing Division Asset Management Plan – 2008-2009Version 5

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Contents

Executive Summary

1 Introduction and Context

1.1 Context

1.2 Scope of the Asset Management Plan

1.3 Definition and Purpose

1.4 Corporate Goals and Objectives

1.5 Lifespan and review process

1.6 Data Sources

2 Current Position

2.1 Stock Profile and Condition

2.2 Customer Profile – Meeting Housing Needs

2.3 Modern and Efficient Homes

2.4 Safe and Accessible Homes

2.5 Sustainable Neighbourhoods

3 Use of Resources

4 Review of Asset Management

4.1 Customer Profile

4.2 Engaging with Tenants

4.3 Meeting Housing Needs

4.4 Garage Sites

4.5 Stock Condition

4.6 Housing Direct Works Team

4.7 Standards

4.8 Estate and Tenancy Management

4.9 Leaseholders

4.10 Other Stakeholders


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Executive Summary

1 Introduction and Context

1.1 Context

The Asset Management Plan for the Housing Division has developed to provide detail necessary to provide a clear direction for the management of the assets that the Housing Division manages. The Plan has been developed in a way that enables Tenants to understand the current position of the Housing Division with regard to Asset Management and future direction. The Borough Wide Tenants Forum has been fully involved in all of the decisions which have been necessary to establish the foundations set out in the Plan. This Asset Management Plan identifies the investment and maintenance needed to contribute to the Council’s strategies. The Asset Management Plan supports and is informed by the Council’s Corporate and Housing strategies.

The Asset Management Plan reflects the priorities set out in the Housing Revenue Account Business Plan. It also updates the information set out in the Business Plan which is currently under review and therefore will be used to inform the revised Business Plan.

1.2 Scope

The Housing Division Asset Management Plan covers all of the housing stock owned and managed by North Warwickshire Borough Council and includes garages and sheltered scheme communal rooms.

1.3 Definition and Purpose

This Asset Management Plan provides a framework to enable us to manage the stock proactively and support the Business Plan objectives. It helps to ensure that resources for maintaining the assets in good condition and investments made are clearly focussed.

1.4 Corporate Goals and Objectives

The objectives for the Asset Management Plan support the strategic objectives set out for the housing service in the Corporate Plan. These include achieving the Council’s Bronze Standard, the efficient and effective management of the Authority’s stock and ensuring equal opportunities in service delivery and provision.

1.5 Lifespan and review process

This plan reflects the changes and improvements made to the services the Housing Division provides during 2007 and provides a position statement for 2008/2009. It also looks to the future when a more comprehensive Asset Management Plan will be built out of the work carried out in 2008 to improve our information base across all areas of work, engage further with Tenants to continue to explore what their aspirations for their homes are and to develop plans further to improve capacity to deliver services.

1.6 Data Sources

The Asset Management Plan links strategic and operational drivers for the Housing Division’s services. In order to achieve this link this plan considers:

the profile of the stock and its condition the profile of current and future customers services required to provide sustainable neighbourhoods


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2 Current Position

This section outlines the Council’s current position with regard to its stock and its customer profile.

The housing stock totals 2,773 as at 1 January 2008. The stock condition survey undertaken in 2004 has been updated during 2007 with the information transferred onto the Division’s housing management system. A new stock condition survey will be carried out during 2008. Section 2.1 provides information on the Council’s stock of properties, garages and sheltered scheme communal rooms. Section 2.2 gives an outline of the Housing Division’s current Tenants and potential Tenants of the future. Work will be undertaken to update these profiles during 2008 and the information used to inform service development. Section 2.3 provides information on work which has been carried out to ensure that the Council’s properties meet modern standards and are energy efficient. It also gives an indication of future programmes of work which will build on work already undertaken. This includes work to be carried out at the ex- coal board estates at Hill Top, Arley, and Piccadily, near Kingsbury. Section 2.4 sets out the work undertaken by the Housing Division to ensure Tenants’ homes are safe and accessible. It covers adaptations, gas servicing and asbestos surveys. Section 2.5 gives a broad view of how the Housing Division is working to ensure its neighbourhoods are well managed and are areas where people want to continue to live and will choose to live in the future.

3 Use of Resources

The Council has made a firm commitment as part of its Capital Programme to ensuring that the ‘Bronze Standard’ is achieved for its own stock by 2010. The commitment in financial terms is £16,945,500 until 2011. In addition, the Housing Revenue Account continues to be in a healthy position, even in the face of the demise of the Rental Constraint Allowance, and we can ensure that services required to address the Council’s landlord commitments are available. This section outlines our approach to Value for Money and procurement, as well as setting out changes to our staffing resources to improve our capacity to deliver services well.

The capital spend for the years after 2010 have been estimated on the current stock condition survey information. This equates to £2.1 million for 2011/12 to 2013/14 and £2.7 million for 2014/15 to 2017/18. However, this will be reviewed when the stock condition survey is undertaken during 2008.


This Asset Management Plan sets out the Council’s current position with regard to the management of its stock. The Plan also looks forward to the development of a 10 year Plan which will be in place from April 2009. There are a number of steps which need to be undertaken to ensure the sound development of that 10 year plan. A broad outline of the work required to progress our Asset Management Plan is set out in the Plan and this includes work to be undertaken to

Improve our customer profile information Engage with Tenants Address housing needs Carry out options appraisals on our garage sites Update our stock condition information Improve the productivity and efficiency of our Housing Direct Works Team Review and set out clear service standards Improve our estate and tenancy management services Work with leaseholders Engage with other stakeholders to set out a 10 year Asset Management Plan


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1. Introduction and Context

1.1 Context

1.1.1 North Warwickshire is a rural Borough with the largest centres of population in the market

towns of Atherstone, Coleshill and Polesworth. Atherstone is the area with the largest

numbers of Council properties. The Borough has a mining legacy and still has a working pit

in the area. The mining legacy is reflected in some of the issues the Council is dealing with

in respect of its stock – including issues such as re-generating ex coal board housing

estates and dealing with a stock which for many years housed Tenants who predominantly

preferred solid fuel heating systems.

1.1.2 This plan accords with the principles set out in the Council’s Corporate Property Strategy,

Capital Strategy and Asset Management Plan which are currently being reviewed. The

Housing Division has developed an Asset Management Plan as a separate strategy

because of the detail necessary to provide a clear direction for the management of the

assets that the Housing Division manages. The Plan has been developed in a way that

enables Tenants to understand the current position of the Housing Division with regard to

Asset Management and future direction. The Borough Wide Tenants Forum have been fully

involved in all of the decisions which have been necessary to establish the foundations set

out in the Plan.

This Asset Management Plan identifies the investment and maintenance needed to

contribute to the Council’s strategies. The Asset Management Plan supports and is

informed by the Council’s Corporate and Housing strategies.

1.1.3 The Asset Management Plan reflects the priorities set out in the Housing Revenue Account

Business Plan. It also updates the information set out in the Business Plan which is

currently under review and therefore will be used to inform the revised Business Plan. In

2004/2005 the Council undertook an Options Appraisal for its stock. The Government

Office for the West Midlands signed off the Council’s Appraisal in July 2005. The outcomes

of the Options Appraisal are reflected in the Business Plan with the Council committed to

achieving the ‘Bronze Standard’ [Appendix 1] favoured by Tenants during the Appraisal

process.


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Corporately the Council has committed 86% of its capital programme budget to ensure that

the Council’s Bronze Standard is achieved in all of its properties by 2010. This commitment

was required in order to accord with Tenants’ favoured option which was for the housing

stock to continue to be managed by the Council. In order to ensure that its commitment to

meeting the Bronze Standard by 2010 in a way that has customers at the heart of the

process the Council has undertaken a fundamental review of how it procures its

improvement programmes with a view to ensuring value for money into the future.

1.1.4 A commitment to stock retention is also a commitment to providing homes in sustainable

communities into the future. The Housing Revenue Account Business Plan sets out the

services the Housing Division provides to achieve this and again those commitments are

reflected and updated here.

1.2 Scope of the Asset Management Plan

1.2.1 The Housing Division Asset Management Plan covers all of the housing stock owned and

managed by North Warwickshire Borough Council and includes garages and sheltered

scheme communal rooms.

1.2.2 North Warwickshire Borough Council is responsible for the management of 2773 properties

(at 1st January 2008). Appendix 2 provides the breakdown of the Council stock by location

at 1 January 2008. The Council also has of stock of 1212 garages and 22 sheltered

scheme communal rooms. It manages 105 blocks of medium rise flats.

1.2.3 The Housing Division’s vision is:

“To provide customer focussed services by well trained knowledgeable staff with

tenants fully involved at a level suitable for them at both strategic and operational

levels.”

The focus of the whole Housing Division is to manage a very important asset for the

Council corporately and most importantly for the residents who live in the Council’s

properties and on estates that the Housing Division manages. Both the Management

and Maintenance Sections work together to provide services which are aimed at

maintaining and improving the Council’s asset to ensure we provide homes and estates

where people choose to and want to continue living. This is the case whether we are

carrying out day to day repairs, bringing homes up to modern standards, managing

tenancies so that they remain in good condition or providing neighbourhood services to

keep estates to a high standard and free from anti social behaviour. Housing Division Asset Management Plan – 2008-2009Version 5

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1.3 Definition and Purpose of the Asset Management Plan

1.3.1 This Asset Management Plan provides a framework to enable us to manage the stock

proactively and support the Business Plan objectives. It helps to ensure that resources for

maintaining the assets in good condition and investments made are clearly focussed on

meeting current and future customers’ housing needs in terms of type of properties

available, location, facilities and standards.

1.4 Objectives for the Asset Management Plan

1.4.1 The objectives for the Asset Management Plan support the strategic objectives set out for

the housing service in the Corporate Plan:

To achieve the Council’s Bronze Standard by 2010 To ensure the efficient and effective management of the Authority’s stock To provide a high standard maintenance and improvement service to the

Authority’s housing stock To ensure that the Authority takes a strategic and proactive role in meeting the

housing needs and associated issues across all tenures and that housing plays a fully integrated role in corporate initiatives

To ensure equal opportunities in service provision and delivery

The plan therefore aims to:

Set out the role of the Council’s stock in meeting housing need Set out the investment committed to bring properties up to the Bronze Standard

by 2010 and start to identify investment required to keep assets in good condition beyond 2010

Start to link the maintenance and investment in the stock to current and future customer needs

Set out how we will ensure neighbourhoods are sustainable into the future Achieve value for money in the delivery of the maintenance and investment needs

in the stock

1.5 Lifespan and Review Process

1.5.1 This Asset Management Plan is a working document that drives decision-making in the

management of the Council’s housing stock of dwellings and garages and sheltered

scheme communal rooms.

1.5.2 A considerable amount of work has been carried out during 2007 to review and improve

services provided by the Housing Division to manage the Council’s assets. Firm

foundations for Asset Management into the future have been laid and provide a clear

direction. We now need to work to mature the service and work with Councillors, Tenants


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and other stakeholders to make decisions that take us beyond 2010. This plan reflects the

changes made and provides a position statement for 2008/2009. It also looks to the future

when a more comprehensive Asset Management Plan will be built out of the work carried

out in 2008 to improve our information base across all areas of work, engage further with

Tenants to continue to explore what their aspirations for their homes are and to develop

plans further to improve capacity to deliver services.

1.5.3 This Plan will be fully reviewed and enhanced during 2008 to provide a ten-year plan from

April 2009.

1.6 Data Sources

1.6.1 The Asset Management Plan links strategic and operational drivers for the Housing

Division’s services. In order to achieve this link this plan considers:

the profile of the stock and it’s condition, and the profile of current and future customers services required to provide sustainable neighbourhoods

This information is then used to inform:

the programmes of work, the budget profile, and the methods of delivery future arrangements for tenancy and neighbourhood management services

The data used in the preparation of this plan are from:

Housing Strategy 2006 Housing Revenue Account Business Plan 2006 NWBC Asset Management Plan 2007 Housing Division Procurement Strategy Statement 2007 Housing Revenue Account Business Plan 2006 NWBC Asset Management Plan 2007 Housing Division Procurement Strategy Statement 2007 Procurement Strategy for Housing Maintenance 2007 Affordable Warmth Strategy 2007-2010 Current information about responsive repairs and stock condition data as

held on the IBS housing management system Customer Profile Information held on IBS housing management system


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2 Current Position

2.1 Stock Profile and Condition

2.1.1 The housing stock totals 2,773 as at 1st January 2008. In summary the stock comprises:

Property Size NumberBedsit 23Flat 1 Bed 471

2 Bed 1293 Bed 10

Maisonette 1 and 2 Bed 37Houses 2 Bed 460

3 Bed 10094 Bed 55

Bungalows 1 Bed 3092 Bed 270

Total 2773

The stock can be stratified into the following archetypes which reflects the Department for

Communities and Local Government criteria and reported as part of the Business Plan

Annual Monitoring submission.

Archetype Count Pre 1945 small terrace houses 212Pre 1945 semi detached houses 304All other pre-1945 houses 21945–64 houses 6591965 –74 houses 254Post 1974 houses 158Non Traditional Dwellings 0Pre 1945 low rise flats 0Post 1945 low rise flats 185Medium rise flats 419High rise flats 0Bungalows 580Total 2773

2.1.2 A 25% stock condition survey based on a banded sample of property archetypes was

completed by FPD Savills in 2004. Since that survey was carried out further work has been

carried out to ensure the information was accurate and up to date. The information has also

been moved to the Housing Division’s housing management system so that it can be

readily used and reports can be drawn from it to inform programmes of work.

As part of the efficiencies gained because of new ways of working capacity has been

increased to be able to carry out a comprehensive stock condition survey during 2008. The


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sample completed will be the remaining 75% of the stock not surveyed by Savills. Once this

work is complete there will be a continuous cycle of surveys every three years.

The investment planned to ensure the Council’s stock of properties is kept in good

condition is set out at Appendix 3. The Council’s housing stock is in demand with most of

the stock in good condition and has benefited from considerable investment for the last 7

years. These include programmes to upgrade kitchens and bathrooms, replace windows,

renew roofing, install external installation, installing gas central heating boilers and carrying

out electrical upgrades. Three estates of older ex coal board properties – at Ansley

Common, Hill Top Arley and Piccadilly near Kingsbury – have been highlighted as needing

considerable remedial works. These are the last of the coal board legacy properties which

require major capital work schemes to be undertaken to ensure they are sustainable in

future years. Decisions have been made to take action to improve each of the estates and

these are now being addressed and the work undertaken is set out below.

A survey of the Council’s garages was undertaken during 2007. The Council’s stock of

garages is generally in good condition although some will benefit from future painting

programmes of work and disrepair to tarmac areas is being addressed where required.

Some garage sites are in good demand from Tenants and applicants but others are not.

There are currently 160 vacant Council garages across the Borough.

The Housing Division manages 22 communal rooms as part of its sheltered schemes.

These were subject to an audit with regard to their compliance to the Disability

Discrimination Act during 2004 and work is now being undertaken to ensure all of the

rooms are accessible and user friendly. Current finances only allow for one communal room

per year to have a substantial refurbishment but work is underway to review the work

undertaken so far and where possible to carry out small-scale improvements to some

rooms until they are time tabled for major work.

2.2 Customer Profile – Meeting Housing Needs

2.2.1 The information collected on the profiles of our current customers informs what services we

deliver for our customers and how. We collect information from our current Tenants and

housing applicants. The information is based on information which has been provide by our

customers either in conversation or by way of questionnaire. We hold it in our housing

management system. It is kept up to date by way of a number of methods – routine contact,

annual visits to Tenants, at point of tenancy sign up and periodic telephone surveys.


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96% of our Tenants identify their ethnicity as ‘British/European White’. Of the remaining

respondents ‘Irish White’ was identified as the highest ethnicity description at 3%. 96% of

our housing applicants identify their ethnicity as ‘British/European White’. Of the remaining

respondents ‘Irish White’ was identified as the highest ethnicity description at 1.9%.

Indications from our current customer profiling are that we have an older population in our

properties with only around 7.4 % of our Tenants between 18 and 25 years. This age profile

suggests that there is an ageing population in the Council’s stock but further work needs to

be done to increase the information base to ensure the information is valid and usable. The

age profile of housing applicants shows that 0.8% are under 18, 35% are between 18 and

35 and 35% are over 55 years old.

We have started to collect information from our customers about needs they might have

because of a disability. Further work needs to be done to improve the information available

and make it more comprehensive. However current indications are that around 1493 of our

Tenants has a disability of some sort that 110 of our Tenants are wheelchair users. Of

those occupiers who responded, 35.3% describe themselves as having a ‘hidden

impairment’ and 19.9% as having ‘mobility problems’. The information provides an indicator

of likely demand for future programmes and spend, for example, the refurbishment of stock

to meet disability needs and/or the adaptation of properties in response to individual

requirements.

We are carrying out further customer profile work to identify specific issues and how we can

assist Tenants – for example by collecting information on mobility (with dexterity in use of

hands as well as with walking difficulties) and whether they would benefit from adaptations

to their homes. The questionnaire and process we are using for this is attached at Appendix

6. Discovering information about customers will assist us to identify the level of service to

match individual needs both in the delivery of planned and responsive maintenance and

with regard to providing support for Tenants to enable them to retain their independence in

a positive way.

Further work is required to carry out the same profiling of future tenants. The information is

currently gathered from customers and we are awaiting the development of our housing

management software to enable us to collate and assess this information to inform service

delivery.


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2.2.2 The Council’s annual stock turnover is low – at around 6%. The type of properties which

becomes vacant does change however profiling indicates that around 40% of vacancies are

houses 20% bungalows and 40% flats. This means that as well as ensuring focussed

services for our older Tenants we also need to consider services for younger Tenants who

may be moving into their first home to live independently and as well as support to settle in

and deal with financial issues or life skills may also require assistance to ensure that they

are able to manage their obligations with regard to maintaining their home in good condition

and repairing responsibilities.

2.2.3 The Council’s recent Housing Market Assessment (2007) has provided some useful

indicators with regard to the role of the Council’s own stock in meeting housing needs. The

research set out in the Assessment shows that there continues to be an affordability gap in

the Borough estimated at around 300 properties a year. The Council’s own stock turnover

is relatively low and therefore our work in partnership with the Housing Corporation and

Housing Associations to develop more affordable homes in the Borough remains a

corporate priority. Nonetheless our contribution is important as the largest stockholder of

affordable rent homes in the Borough so we also recognise that for the Council to continue

to provide properties where people choose to live our Asset Management must provide

properties which meet modern standards and are part of estates which are in good

condition and free from anti social behaviour. Currently we have a refusal rate of around

5% and we intend to work to sustain that.

The Housing Division is realistic with regard to the extent that its own properties can help to

meet housing need. There are 1700 applicants on the Housing Register and the Council

lets around 170 to 180 properties a year. A reasonable % of these are accommodation for

older people. The Council has for many years worked to ensure support services are

available to help older people live independently longer in their own homes. However in

recognition of the growing affordability gap and the information we have on stock turnover

will also be using our customer profiling work to discover how many properties are under

occupied and whether the Council should consider developing support and incentive

schemes to assist people to move to smaller homes in order to make better use of the

stock.

The Housing Market Assessment also mirrors our own customer profiling with regard to an

ageing population. North Warwickshire has a particularly high proportion of the younger

generation of older people (aged 60-79) compared with neighbouring districts. According to

the research 14.5% of these older people are owner-occupiers and this is lower than our

neighbouring districts. 5.4% are in social rented accommodation in North Warwickshire and Housing Division Asset Management Plan – 2008-2009Version 5

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this is higher than our neighbouring districts. The Housing Market Assessment also

indicates that expectations around space have changed and the types of housing related

support differ from the past because of expectations for continuing independence and

choice. This has implications for future decisions around the quality and sustainability of

older types of local authority bungalow accommodation (which tends to be small, one

bedroom and limited kitchen space) in terms of space standards, mobility and access

requirements as well as the balance between low level support needs (Category 1),

medium support needs, (Category 2) and higher level support needs. (Extra care services.)

This information reflects the experience of the Housing Division over recent years with older

people being less likely to accept flat type accommodation or our smaller bungalows. This

has resulted in re-designating some flats in the past and this is an area of work we will

revisit as part of this Plan.

2.3 Modern and Energy Efficient Homes

2.3.1 The Council has prioritised providing modern and energy efficient homes to meet the

expectations of both current and future Tenants. It is currently undertaking a wide range of

modernisation schemes that reflect the priorities of current Tenants. These include:

Modernising kitchens and bathrooms Installing new external doors to modern standards Ensuring all homes have double glazed windows Installing gas mains where none exist to improve choices about heating External installation

These works are carried out to high levels of customer satisfaction. They not only look to

meeting the Decent Homes Standard but to take the opportunity to work with Tenants to

ensure their homes are brought up to standards for modern living – including where

requested and possible re-designing kitchens and utilising space better. All of this work will

assist to ensure our properties meet customers expectations in the future.

The Council has set out its programme to deliver the ‘Bronze Standard’ agreed with

Tenants in the Stock Options Appraisal by 2010. The programme for achieving the Decent

Homes and Bronze Standard is progressing in accordance with the stock condition survey

information. Good progress is being made and we are on target to meet the Decent Homes

Standard for all of our stock by December 2010.

Tenants have been fully involved in setting out the programme of works for major

investments from 2008 to 2010. A table of involvement is attached at Appendix 4. A

summary of this programme has been is provided at Appendix 3. The contractor who will


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deliver this programme will be appointed in January 2008 and will start on the programme

by April 2008. As part of the contract arrangements they will delivery of this work

collaboratively with the Council to identify any efficiency gains that can be achieved by

adjusting the programme.

2.3.2 The Council manages three estates in the Borough that require regeneration and work

above that set out in the Decent Homes Standard. These are estates at Ansley Common

(35 properties) Hill Top Arley (34 properties) and Piccadilly (36 properties). Each of these

estates has suffered from being less attractive to new Tenants than other Council

properties in the past. This is because as well as not being seen as an acceptable modern

standard internally they also have problems externally – with service roads separating

properties from gardens and large unmanageable gardens. The Council inherited a number

of properties from the coal board and spent 10 years in partnership with Housing

Associations resolving issues presented by the PRC constructed properties. Following on

from that major partnership project the Council has been keen to find the right solution for

all three of the estates – with wider objectives than refurbishment and ensuring that they

are regenerated and modernised to good standards and are attractive to current and future

Tenants.

The estate at Ansley Common is being regenerated in partnership with the Housing

Corporation and Waterloo Housing Association. Phase one of the regeneration is complete

and phase two is well underway. Phase three will begin late in 2008. The development

scheme has involved the refurbishment of some properties and has also produced some

new homes as part of the scheme all to a high specification.

Properties at Piccadilly will be improved as part of the Council’s capital programme. There

are land ownership issues here which limit the scope for external major improvements but

where possible work will be undertaken to change external areas as well as internal. Once

partnering arrangements are in place work will begin with Tenants in the spring of 2008

prepare for the refurbishment of their homes. The estate at Hill Top Arley requires

regeneration and the Council is committed to attracting funding which will facilitate both

improvement to individual properties and external areas in order to provide sustainable

homes for the future.

2.3.3 The forward Capital Programme agreed for 10 years following the completion of the major

investment programme, allows for maintaining the Decent Homes and Bronze Standard.

This has been driven by the stock condition survey and the life cycle of elements. The

capital programme is detailed in Appendix 3.Housing Division Asset Management Plan – 2008-2009Version 5

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2.3.4 The initial programme of work has been developed for 3 years. This programme will be

refreshed following the selection of a contractor partner to determine any efficiency gains in

reprogramming the work. The possibility of completing all works within a two year period

will be explored. Any revisions to the programme will be subject to consultation with Tenant

representatives.

2.3.5 As well as modernisation schemes the Council has programmes for cyclical repairs and

minor planned works. The allowance and type of work completed on the cyclical

programme is likely to reduce given the installation of low maintenance products such as

PVCu windows. However, requirements for servicing of new products introduced as part of

the major investment programme may neutralise any potential savings. This is an area of

work that we are currently assessing in order to plan services and work in the future. The

cyclical and minor planned work budget will be subject to an ongoing review in light of the

work completed as part of the major investment programme.

2.3.6 Fuel poverty is an issue for Council Tenants – especially those who live in older ex-coal

board properties that require better insulation and an alternative heating system to solid

fuel. The Council’s Affordable Warmth Strategy, 2007, aims to co-ordinate the improvement

to energy efficiency across all tenures. The priority areas for the strategy are:

Vulnerable groups; people living in areas of deprivation; older householders; families

with children; householders who are disabled or suffering from a long term illness.

Properties of all ages in all tenures.

In comparison to neighbouring authorities the annual domestic consumption of electric and

gas is higher than similar areas as demonstrated by the graphs below:


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The SAP (Standard Assessment Procedure) rating is the Government’s

recommended measurement for the energy efficiency of dwellings. The average SAP

rating for the Council’s stock is above the national average. The Council’s housing

stock achieves an average rating of 53.06, compared to the national average of 45.

However, the local authorities in the upper quartile are achieving an average SAP

rating of 63. We are below upper quartile because of the number of properties in our

stock which still have solid fuel heating – a legacy of a predominantly mining area

with regard to the stock around Atherstone, Arley and Baddesley. The Council’s

investment programme for its own stock includes work to address energy efficiency.

The work programmed includes work to improve the insulation of dwellings through:

External insulation

Re-roofing (including increasing insulation)

Replacement of windows and doors

In addition, energy efficiency will be improved through our pro-active schemes to

replace of boilers and provide gas mains supplies in areas where there is currently no

gas and therefore increase our ability to change heating systems which are currently

heated by solid fuel systems. It is expected that the improvements will bring the

average property SAP rating up to a level in line with the upper quartile performing

authorities. In future years, in response to Tenants feedback, we will also consider

the effectiveness of storage heaters with regard to energy efficiency and running

costs for Tenants.

In addition to these schemes of work the Council is keen to maximise the opportunity

to benefit from the government’s ‘Enhanced Capital Allowance’ scheme for the

investment in equipment that meets published energy-saving criteria. NWBC will be

working with their Construction Partner and supply chain who will be involved in the

long term programme for the delivery of major investment, to identify potential new

technologies to maximise energy efficiency and cost savings.

2.3.7 As part of our most recent Tenant Satisfaction Survey we asked Tenants to prioritise

the services we provide in order of importance. 83% of those replying said repairs

and maintenance was the most important and 64% said the overall quality of their

home was the most important. The Council recognises that how we deliver our

response repairs service is an important aspect of keeping properties in good

condition. We want a comprehensive, prompt, efficient and customer friendly service

for our Tenants. Tenants have consistently told us that they prefer the services to be

delivered by the in-house team – with 93% of them judging the workforce has having

a positive attitude to customers. In view of this we have restructured our in-house

Housing Direct Works Team to extend the service they deliver and to provide a more

efficient and flexible service. The Housing Direct Works Business Plan is attached at

Appendix 7. Appendix 5 gives an indication of the costs of providing the gas servicing

work and electrical work in house. The work that the Housing Direct Works Team

carries out dovetails importantly with the improvement work being carried out by the

Housing Division and ensures properties remain in good condition once the work has

been completed. As the Housing Direct Works Team develops over the next few

years we would expect that it will carry out some improvement works itself in the

future.

2.4 Safe and Accessible Homes

2.4.1 The Housing Division carries out around 90 adaptations every year – a mix of minor

(40) and more substantial (50) adaptations. Whatever the adaptation a speedy

response to the need for adaptations makes a significant difference to Tenants. The

Housing Division is currently involved in fundamental countywide review of the

adaptations procedures in order to improve services for customers. The action plan

being used to drive the review is attached at Appendix 8.

In the interim the Housing Division is implementing new systems of working to ensure

adaptation requests are dealt with promptly and sensitively as part of our re-

structured Housing Direct Works Team. This team will deal with all requests for

adaptations – acting promptly to address minor adaptations that do not need an

Occupational Therapist referral and either doing the work to carry out larger

adaptations as part of their day-to-day work or employing specialist contractors when

necessary. Turn around performance has already improved in this area and further

improvement is expected as new systems of work bed in.

2.4.2 The Housing Division has a clear and robust stance to asbestos management. A

Type 1 survey has been carried out to develop an initial asbestos register that is

maintained electronically and forms an integral part of the housing management

system to:

identify potential asbestos for responsive repair operatives and planned work

contractors, and

inform the investment programme costs for the removal of asbestos.

A visual survey is the minimum standard for compliance with the Control of Asbestos

at Work Act 2006. However, these surveys often over-exaggerate the extent of

asbestos materials as, where there is a potential for a material to contain asbestos, it

is assumed that it does. Each material identified requires to be monitored as part of

the overall asbestos management plan. This means that we could be spending more

time and effort managing materials that in fact may not contain asbestos. In view of

this in future we will be undertaking two phases of sampling, the first of which is to

communal areas of our housing premises. These areas are currently covered by the

Control of Asbestos at Work Regulations 2006, as they are deemed as “non

domestic” properties. These surveys will be carried out within the financial year. For

the remainder of the stock properties we will be undertaking an archetyping exercise

to identify properties of similar type and age. A type 2 asbestos survey (visual with

samples) will then be undertaken of these properties. Initial investigations show that

there are approximately 420 different archetypes, which will require survey.

The information will be continually developed and updated given that:

type 2 surveys are being carried out in 2008, and

the construction partner delivering the investment programme is required to

organise a type 2 survey where potential risk is identified.

We currently provide Tenants with information about asbestos safety however more

comprehensive information will be developed when the additional survey work is

complete.

2.4.3 Ensuring gas servicing of appliances is an important area for customer safety. We

currently service 2809 appliances. This will increase in future years as we continue

our programmes to change heating systems to gas in line with customer demand

and we provide gas mains supplies to our estates which do not currently have gas

supplies. Over the last twelve months the Housing Division has improved its

performance to ensure that properties receive a gas service at the scheduled time. It

is now working to improve value for money in this area of work and to ensure that it

is a customer focussed service.

From February 2008 the Council will be carrying out the gas servicing work within its

enhanced Housing Direct Works Team. The objective here is to have a service which

is better value for money than the current contracted out service and one which is

both more sensitive and more robust in addressing issues with customers. The

capacity within the team is sufficient to anticipate the need to service more gas

appliances in the future as we convert properties to gas heating.

We have already undertaken to publicise the importance of customers allowing the

gas safety checks to be undertaken in a timely manner. It is something we stress to

new Tenants as part of the new Tenant sign up procedure. Over the next year we will

be doing more work to raise the profile of the annual service to their appliances with

Tenants.

2.5 Sustainable Communities

2.5.1 An important part of our Asset Management is concerned with ensuring that we are

delivering the right services in the right way to our customers. Part of this work is

driven by the information we have and are able to use to profile our customer base.

Another good source of information is what customers tell us about our service. We

have noted recently that there is a disparity between the feedback we receive from

older Tenants compared to younger Tenants.

An example of this is reflected in our most recent Tenant Satisfaction Survey (2006).

This indicated that in total 69% of Tenants who have had their tenancy for eleven

years and over were satisfied with the final outcome of an enquiry that they made to

the Council while this figure drops to 60% among those Tenants of under two years.

Levels of satisfaction with the final outcome also drop, for example to 45% of the 16

to 34 age group and 53% of Tenants with children.

We are doing a follow up survey to try to discover why there is this disparity but it is

clear that we must build on the positive work we already undertake to support tenants

in their homes – by using Supporting People services and settling in visits as well a

named Tenancy Services Officer contact to resolve issues and annual visits to all

Tenants. An in-house response repairs Team also allows us the flexibility to respond

to Tenants needs and to develop our service based on local knowledge and personal

service.

2.5.2 We want to provide customers with homes that they choose when the need to move

home and choose to live in for many years after that. Customers on our housing

register (including homeless applicants) have choice as part of the allocations

process. They advise which area they want to live in and there is no penalty if they

refuse an offer made to them. Our refusal rate is around 5% of offers made. However

we want to improve on how customers can choose where they want to live and are in

the process of working in partnership to develop a sub regional choice based lettings

system of marketing properties and as a consequence being able to share with

customers a lot more information about lettings in the area than we can easily do

currently. The sub regional partnership includes our Housing Association partners

who have stock in this area, is intended to include private landlords in the future and

the sub regional structure will enhance the possibility of mobility for customers.

2.5.3 We perform well in vacant property management. Our average turn around time is

currently 19 days in 2007/2008. We ensure that properties are not routinely left empty

for long periods of time causing blight to estates and compromising rent income

levels. Our allocations policy ensures applicants choose the area in which they want

to live however it doesn’t end there. We also work to ensure that new Tenants have

good information about our service and the property and area they are moving to as

well as access to support if appropriate. Before letting properties are brought up to an

agreed and publicised void property standard. Action is also taken to ensure that the

opportunity is taken to bring new lettings up to the ‘Bronze Standard’ where required.

Random checks are undertaken by members of our Borough Wide Tenants Forum to

give additional feedback on letting standards.

2.5.4 Sustainable neighbourhoods are about estates and communities as well as properties

which are in good condition and have modern standards. In general the Housing

Division has very little serious anti social behaviour on its estates – with on average

no more than 1 or 2 cases a year where a Notice of Seeking Possession or other

legal enforcement action has to be taken. When it does occur we work with partner

agencies to address issues promptly. In 2007 we asked Tenants to give us feedback

about serious problems that they experience on their estates. Their feedback is set

out below:

Litter & rubbish in the street 12%Vandalism 12%Dogs 12%Drugs dealing 9%Graffiti 7%Other crime 7%Noise from people 7%Noise from traffic 6%Problems with neighbours 5%People causing damage to your home 2%Racial harassment 1%

We are addressing these issues as part of the objectives set out for our recently

formed Post Tenancy Team. This Team has two separate but interlinked aspects –

Tenancy Services which works with individual Tenants to resolve issues and

Neighbourhood Services which ensures that communal areas of estates are in good

condition. Both Teams are pro-active – with annual visits to Tenants and publicised

estate walkabouts at the heart of the work that they do.

The Post Tenancy Team aims to respond to the needs of the area. It does have a

Tenancy Enforcement Officer to deal with tenancies with persistent and serious

nuisance issues but the general thrust is to work with Tenants and other occupiers to

individual properties and the surrounding neighbourhood are kept in good condition.

The new Neighbourhood Services Team is already making a visible impact on

estates and we now need to build on this. The Council has not yet signed up to the

Respect Standard for Housing Management but has already built the foundations

necessary to take that step.

2.5.5 A large part of the work of the Tenancy Services and Neighbourhood Services Teams

is to engage with Tenants. They do this as part of their mainstream work as well as

our specific Tenant Led Community Panels. The Panels are relatively new. We have

five Panels set up in the Borough and are working to establish more. As part of their

objectives the Panels agree to:

Find our what the important issues are in their local area and represent those

views

Promote awareness of the Community Panel in their area

Get involved with visits and events taking place in their local area and beyond

To ensure the Panels can pro-actively take remedial action on estate issues within

their area Constituted Tenant Led Community Panels can bid for monies from the

Housing Revenue Account to cover small scale environmental improvement issues

such as installing gates, erecting additional fencing, installing security lighting,

providing additional gardening services, removing or pruning bushes, erecting

signage. It is envisaged that these environmental improvements are not currently

covered by spending priorities but are important to the local Tenant community. A

sum of £20,000 has currently been set aside for the work the Panels request.

2.5.6 Listening to what Tenants tell us and acting on their feedback is at the heart of our

asset management. We understand that most of our customers cannot readily take

their ‘custom’ elsewhere and therefore we must have easily accessible ways for them

to be able to voice their opinions about our services. We want to encourage

communities to work with us. Tenant participation has grown in the Borough and we

have a well established, very strong and experienced Borough Wide Tenants Forum

who give us clear and honest feedback on our services. Over the last year they have

been involved in giving direction to all of the changes which are set out in this Plan.

We have also worked closely with Community Panels and other local groups.

However we know that we need to build on that work and involve a wider range of

Tenants in service development in the future. Our fully revised Tenant Partnership

Agreement 2007 sets out how we intend to do that.

3 Use of Resources

3.1 The Council has made a firm commitment as part of its Capital Programme to

ensuring that the ‘Bronze Standard’ is achieved for its own stock by 2010. The

commitment in financial terms is £16,945,500 until 2011. In addition the Housing

Revenue Account continues to be in a healthy position, even in the face of the

demise of the Rental Constraint Allowance, and we can ensure that services required

to address the Council’s landlord commitments are available.

3.2 Value for Money is central to our asset management. Our position is set out in the

Housing Division’s Value for Money Strategy. Specific issues pertinent to the

Division’s Asset Management Plan include:

Our approach to procuring the next stage of works to deliver improvement programmes

Improved efficiency to deliver gas servicing Improved effectiveness and better customer service in delivering adaptations Developing a more efficient and effective Housing Direct Workforce Working in partnership to regenerate older ex coal board stock

More efficient and effective cleaning and caretaking services

3.3 Procurement is a key area of business in managing our assets well. How we procure

services to manage the assets is set out in the Housing Division’s Procurement

Strategy Statement. Again the objectives set out in the Procurement Strategy

Statement are pertinent to this Plan. These include:

Achieve the ‘Bronze Standard’ target by December 2010 within or less than the budget allocation

Ensure the Response Repairs service offers good value for Tenants Have a clear customer focus in all procurement decisions Ensure that all other housing objectives are achieved within or less than the

revenue budgets Be able to prove value for money in all significant spending areas within the

housing division Maximise the use of partnership working or consortia agreements. Have arrangements in place to monitor the effectiveness of contracts and use

the information improvements in future procurement Have consideration for sustainability and equality issues in procurement

To assist us to monitor our use of resources we are working within the Housemark

benchmarking club and have also become a member of Checkmate to enable us to

carry out some specific benchmarking with regard to the work of the Housing Direct

Works team.

3.4 Over the last 12 months we have carried out a root and branch review of staffing

resources needed to undertake the services we provide. Both the Management and

the Maintenance Sections have been re-structured to both increase capacity and a

better focus on the priority service areas. Structure charts for the Management and

Maintenance Sections are attached at Appendix 9a and 9b.

3.5 The objectives set out in the Value For Money Strategy and Procurement Strategy

Statement have driven the Housing Divison’s procurement process for the selection

of a construction partner to a long term partnering arrangement for the delivery of the

major investment programme. The Council, is embracing the recommendations of

the Egan Report “Rethinking Construction – Accelerating Change”, and adopting a

partnering approach for the delivery of their planned housing investment services.

The Council recognises that by working closer with contractors and suppliers under

the umbrella of partnering, tangible improvements in terms of time, cost and quality

can be achieved. The contract awarded in January 2008 will run for 3 years plus a

further 2 years dependent on performance.

3.6 The Council’s spend on response and planned maintenance is a significant financial

commitment at around £1.7 million per year. Following its fundamental review of how

its delivers its response repairs service the Council has committed itself to developing

a modernised and effective in-house Team as key resource in how it manages its

resources in the future. As part of the review it was recognised that the structure of

the Housing Direct Works Team at that time meant that it could not perform in terms

of productive income in way that was efficient compared to other in-house teams. The

re-structure of the Team, including an expanded workforce able to tackle additional

work streams, will provide a more efficient workforce into the future while retaining the

customer focus that Tenants recommend to us about the in-house Team. Additional

work streams include the delivery of cyclical maintenance so that the optimum size of

the business is reached to ensure that the service within each area can be sustained.

Working across planned and responsive work streams will mean that overhead costs

are better value and staffing resources can be management across work streams to

maximise productive time.

The annual spend profile for cyclical works is around £320,000 per year. The cyclical

and minor planned work budget will also be subject to an ongoing review in light of

the work completed as part of the major investment programme. For example, where

major investment is being carried out to bathrooms, any adaptations required for level

access showers will be installed. The spend profile and type of work completed for

cyclical works will be reviewed to determine changes to the profile of the budget in

light of the impact of the major investment programme.

3.7 The level and type of repair spend will be monitored as the housing investment

programme is delivered, with the aim of decreasing responsive and void spend as

the level of capital spend increases. The key spend target for responsive and

cyclical and minor planned work is responsive at 30% of the total cost and planned

work at 70%.

3.8 The capital spend for the years after 2010 have been estimated on the current stock

condition survey information. This equates to £2.1 million for 2011/12 to 2013/14 and

£2.7 million for 2014/15 to 2017/18. However this will be reviewed in when as the

stock condition survey is undertaken during 2008.


4.1 This Asset Management Plan sets out the Council’s current position with regard to

the management of its stock. The Plan also looks forward to the development of a 10

year Plan which will be in place from April 2009. There are a number of steps which

need to be undertaken to ensure the sound development of that 10 year plan. A

broad outline of the work required to progress our Asset Management Plan is set out

below and more specifically in the action plan that is appended to this report.

4.2 Customer Profiling

4.2.1 It is crucial to the soundness of the Asset Management Plan that our profile of our

customers is comprehensive and accurate. We have made progress to develop our

customer profile – both for Tenants and Housing Register Applicants but recognise

that much more needs to be done. We have refreshed our customer profile

questionnaire and our procedures for collecting information. We will be carrying out

some intensive work on this from February to May 2008 with the aim of having key

information on most of our customers that is sufficient to inform what services we

need to develop and change over the next 10 years.

4.2.2 It is likely that the impact of an aging population will figure significantly in future plans.

This will reflect information provided in our own customer profiling and that provided

by the Housing Market Assessment 2007. We are already exploring how we can work

closer with Warwickshire County Council and the Primary Care Trust to provide better

services for older people in partnership. We will also use this information and

combine it with feedback we receive from customers in the lettings process to

consider which of our properties are designated for older people in the future and

what facilities those properties require. In addition we will be carrying out a review of

the use and accessibility of our sheltered scheme communal rooms to ensure that

they are fully utilised and contribute to the ability of older people to remain

independent in the community.

4.2.3 The information on the needs of individual customers due to disability will be used to

inform repair and major investment services. Information is readily available to all

staff on our housing management systems and with the Tenant’s permission, the

information will be made available to external contractors procured for the delivery of

planned and major improvement works.

4.2.4 We will also be working in 2008 to better understand how we can meet the needs of

our younger tenants. The most recent Tenant Satisfaction survey indicated that the

older Tenants were happier with the Division’s services than younger people. We will

use our customer risk assessments to assess what services Tenants need from us.

This will enable us to help younger Tenants as well as older residents. Looking to

assist younger tenants, for example, who could need help to settle into their property.

This will include support from named Tenancy Services Officers, providing additional

support services if required and assistance from the Housing Direct Works Team to

understand basic maintenance. During 2008 we will be introducing a repairs

handbook for tenants with diagrams, pro-active offers to show them how to get the

most from their heating systems, clear indication of basics with regard to looking after

the property and assisting them to be able to act to meet their own repairing

responsibilities.

4.3 Engaging With Tenants

4.3.1 Ensuring our services are focussed will also depend on how we are able to engage

with Tenants in future years and to enable them to tell us what services they need.

We will be building on the work we currently do in a number of ways. As well as a

menu of different ways Tenants can participate in directing the services the Housing

Division provides set out in our Tenant Partnership Agreement we are developing

services in such a way that they are closer to Tenants who can then more readily tell

us about issues relevant to them – these include annual tenancy visits, developing

neighbourhood services and increasing the capacity of our in-house Housing Direct

Works team. During 2008 we will be working to mature current systems so that we

improve how we capture and use the information Tenants give us on an informal and

formal basis. This will include how we deal with and use complaints and compliments.

4.4 Meeting Housing Needs

4.4.1 We want to provide homes on estates where people choose to live. During 2008 we

will be developing a Choice Based Lettings system with our sub regional partners. As

part of this work we will monitor and analyse very closely in which areas and

properties customers are expressing an interest. We will analyse this by area and

property type and use it to inform our view on the demand for our stock.

4.4.2 The Council has always been keen to work with Housing Association partners to

bring additional funding into the Borough to refurbish properties and re-generate

properties where there is a clear benefit for Tenants. However, transferring stock to

Housing Associations in addition to stock lost through Right to Buy sales, does mean

a reduction in our assets and as we do our scheme by scheme option appraisals we

do have an eye to the continued viability of the size of our stock. We have noted with

interest the Government’s encouragement to Local Authorities to consider whether

they can develop homes themselves. The Council is not currently in a position to

develop new homes itself but to do so will be a consideration in future Asset

Management Plans. In the meantime we will continue, as part of our Housing

Strategy, to work closely with the Housing Corporation and Housing Associations to

develop additional affordable homes in the Borough to meet needs which compliment

what its own stock provides. In addition we will consider information available to us as

part of our household profiling to consider how we can ensure that we are able to

make the best use of our own stock by considering the possibility of using incentive

schemes – including support to move - to encourage single people who are currently

under occupying family homes to move to smaller properties. This will, of course, be

balanced against respecting a Tenants right to remain in their current home if that is

their wish.

4.5 Garage Sites

4.5.1 During 2007 we carried out a desk top review of garage sites. This revealed that the

Council’s stock of garages is in good condition but vacancies are an issue. During

2008 we will continue with the review of the garage sites with a significant number of

vacancies with a view to carrying out options appraisals to inform decisions on the

viability of the sites and whether they would be better utilised as land to develop small

schemes for affordable homes. Limited parking is an issue on many of our estates so,

as well as undertaking options appraisals to understand the viability of sites we will

also be considering our lettings policy for garages and also our marketing of the

availability of Council garages to rent to encourage car owners to park their vehicles

off the street.

4.6 Stock Condition

4.6.1 A further stock condition survey will be carried out during 2008 and the information on

the stock updated further. This will be used as the base line to determine the spend

profile of capital investment work over 10 years. This programme will be reviewed

and developed in light of service needs and customer profile as well as resources

available to carry out works to keep the stock in good condition.

4.6.2 There is a process of continual updating of the information contained on the asbestos

register. This will be assisted by the Type 2 survey that will be undertaken in 2008.

The results of this survey will be used to update our stock condition information and

will also influence the development of the Asset Management Plan in the future.

4.6.3 The Affordable Warmth Strategy is now coming to fruition with workshops undertaken

to ensure actions are addressed and a conference arranged for March 2008 to raise

the profile of this work. The outcomes from the workshops and conference will

influence the content of the Asset Management Plan from 2009. In addition the work

which is progressing to install gas mains to Council estates which do not currently

have them to enable different choices in heating systems will make a serious impact

on the Council’s ability to ensure its Tenants have warm and energy efficient homes

in the future. The capital investment programme also addresses the replacement of

elements to improve the thermal efficiency of the Council’s housing stock. The

benchmark information on consumption levels of gas and electricity and SAP ratings

will be used to monitor the effect of the investment programme

4.6.4 Progress against our plans to re-generate the Council’s estates at Piccadilly and Hill

Top will have a considerable impact on our Asset Management Plan because these

are the areas which currently require the most significant capital investment and work

with Tenants to improve them and ensure they are sustainable communities beyond

the requirement for Decent Homes Standard work. Tenant consultation in both areas

will continue through to April 2008 as improvement plans are developed and finalised.

It is hoped that the option to develop Hill Top in partnership with Waterloo Housing

Association and therefore include extensive environmental works and a different mix

of tenures on the estate will be progressed positively. The Council’s partnering

contractor will refurbish the properties at Piccadilly. Work is likely to begin in Hill Top

and Piccadilly from April 2008 and will certainly be complete by December 2010.

4.6.5 As part of the stock condition survey the Housing Division will also carry out options

appraisals on the Council’s stock of shops which it leases. The appraisal will consider

the condition of the buildings and funding commitments to keep them in good

condition, demand for the premises and whether, if they are part of a site that is being

developed for affordable housing, they should be re-built and kept in Council

ownership.

4.7 Housing Direct Works

4.7.1 The decision to keep an in-house work force is a key platform in the Council’s

strategy to manage it property assets not just in the short term but into the future.

Work is well underway to change how we deliver response repairs and planned

programmes of work through the enhanced Housing Direct Works team. The scope of

works that the Housing Direct Works will team will undertake will be broadened to

include all of the work included in the Housing Repairs Fund include planned revenue

and cyclical works and will allow the introduction of new trades into the business,

namely:

Pre paint repairs Disabled adaptations Gas servicing and central heating repairs Electrical testing and remedial works Concessionary decorations Solid fuel servicing Minor planned works

The success of this endeavour over the next 12 months will have a major influence

on how we work on a daily basis to keep the Council’s housing stock in good repair,

work with vulnerable Tenants and work to meet customers’ needs for adaptations.

4.7.2 We are in the process of analysing responsive repairs and voids. The analysis model

allows for the cost of responsive repairs by estate to be monitored against the

delivery of improvements by area. We will use this information to inform and identify

our work to reduce the proportion of responsive to planned work to 70% planned and

30% responsive. In addition the model will assist with monitoring sustainability with an

on-going review of housing management measures by estate outlined in a ‘Red,

Amber, Green’ model will provide the basis for review of the Asset Management Plan

to ensure investment is targeted at supporting the maintenance of a sustainable stock

4.7.3 There will be an impact on cyclical and planned maintenance because of the

installation of low maintenance elements replaced as part of the major investment

programme the level and type of work completed on the cyclical programme is likely

to reduce. However, requirements for servicing of new products introduced as part of

the major investment programme may neutralise any potential savings. The Asset

Management Plan therefore determines the need for the cyclical maintenance budget

to be held at the same level as before the major investment programme.

4.8 Standards

4.8.1 During 2007 we have worked extensively with Tenants to develop service standards.

During 2008 we will build on this and develop them further – for example to ensure

that cyclical and minor planned works will be subject to the same service and

consultation standards as major investment work. This will include:

Responding to ethnicity, age, disability Information Choice Code of conduct Satisfaction

4.8.2 We recognise that carrying out improvement works to their home is a significant event

for our Tenants. Tenants have been involved in the selection of the contractor partner

for the delivery of the major investment programme and will be involved in the

delivery structure for the major investment programme. However our work with

Tenants will not stop there. During 2008 Tenant representatives will be represented

on the Partnering Core Group and Task Teams and in addition representatives of

areas where the major investment programme is being delivered will be part of the

work package delivery team meetings.

4.9 Estates and Tenancy Management

4.9.1 Our Forward Work Plan makes a commitment to work towards signing up to the

Government’s Respect standard for Housing Management in 2008. We will use this

process as a vehicle to build on the positive work undertaken to improve the capacity

of the Post Tenancy Team and therefore their ability to be pro-actively engaging with

Tenants to ensure estates are in good condition, support services are available for

those who need them and nuisance behaviour is curtailed.

4.10 Leaseholders

The Council has 97 leaseholders. Their wish to participate in the Housing Services

has been limited in the past. However we do undertake an annual survey and during

2008 as well as being consulted about our major improvement programmes they

were also invited to participate in the process. We will use the feedback leaseholders

have given us to review and improve our consultation processes in the future.

4.11 Other Stakeholders

As we develop a more extensive Asset Management Plan we will involve other

stakeholders to help us shape its content. This will include external partners - our

contractors, Housing Associations, the County Council - as well as internal partners –

Streetscape, Community Development, Community Support.

Housing Division Asset Management Plan 2008-2009Relevant Actions from Forward Work Plan that will assist to progress the Asset Management Plan & Supplementary Objectives

Vision for the ServiceThe provision of a customer focussed service by well-trained knowledgeable staff with tenants fully involved at a level suitable for them at both strategic and operational levels.

Action Community Plan, Corporate,

Divisional Objective or Policy the task

relates to

Lead Officer Start Date

End Date

Priority Measurement of Success Resources – including Value for Money (VFM)

Implications

Improve Customer Profile information and keep up to date

Quality ServicesCustomer Access Strategy

Performance and Quality Officer

Feb 2008

April 2009

High Undertake a telephone questionnaire with Tenants to ascertain information to inform service provision by April 2008

Procedures in place to ensure information continues to be updated and collected

Clear evidence of use of information to change and improve services

Staff time to input and collate information.

Better information will ensure we can improve how we manage our information to Tenants

Progress action plan for older persons strategy

Community LifeHealth and Well Being

Housing Strategy & DevelopmentOfficer

May 2008

March 2009

High Progression of actions will include:

Work with County to

provide extra care scheme

in the Borough

Provide low level support schemes to assist with independent living

Improve adaptations processes

Staff Time

Working in partnership to pool resources

Progress Affordable Warmth Strategy Action Plan

Community LifeHealth and Well BeingCustomer Access

Housing Strategy & DevelopmentOfficer

March 2008

April 2010

High Progression of actions will include: Operate an affordable

warmth work group Hold a conference in

Staff Time. Information in the strategy will be used to better direct Council funds and to

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relates to


End Date


Implications

Strategy March 2008 to raise awareness

Improve heating & insulation in Council stock

access external funding and partners to further the aims of the Strategy.

Progress Equalities Policy

Community LifeHealth and Well BeingSocial InclusionCustomer Access Strategy

Principal Housing Management Officer& Housing Policy and Strategy Officer

January 2008

March 2009

High Set up Divisional equalities group

Progress work to have comprehensive customer profile base

Improve monitoring on equalities

Ensure new staff have equalities training

Increase numbers of staff who have equalities impact assessment training

Staff time

Work with sub regional partnership to introduce Choice Based Lettings Scheme

Quality ServicesSocial InclusionCustomer Access Strategy

Principal Housing Management Officer

Feb 2007

June2008

High Progress against the project plan for the sub regional partnership

Progress against the project plan for the delivery of the scheme locally.

Events to raise the profile of the scheme with customers and partners.

Choice Based Lettings Scheme in place by June 2008.

Government grant for the partnership is £108,000. North Warwickshire’s contribution is around £10,000 and is included in the 07-08 budgets

Working in partnership has attracted Government grant and resources and expertise will be shared.

Progress work against Respect Standard for Housing Management

Community SafetyQuality Services


April 2008

March 2009

High Improved procedures for monitoring anti social behaviour

Improved engagement with residents about anti social

New staffing arrangements are in place which provide improved capacity

£20,000 is available to

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relates to


End Date


Implications

behaviour in their area

Improved performance management arrangements with Tenants and Councillors

Community Panels to tackle estate issues

Continue to work with Supporting People to progress support service for older people.

Health and Well BeingQuality Services


March 2008

March 2009

High Achievement of level ‘B’ against the Supporting People Quality Assessment Framework

Consistent achieving contract numbers of 50 people being supported by the service

Funding of £44,000 from Supporting People is in place until April 2009.

To ensure that the Council’s stock condition data is accurate and up to date.

To achieve the Council’s Bronze Standard by 2010

ContractsManager

April 2008

March 2009

High Appoint member of staff to carry out stock condition survey

Update stock condition information held on housing management software.

Implement procedures in place to keep the data up to date.

Staff reduction through efficiencies are being re-invested to employ a member of staff for 12 months to carry out the survey.

Having accurate and current stock information will ensure the Council’s resources are well directed.

Review programme of works to improve sheltered scheme communal rooms

Quality Services Contracts Manager

May 2008

Feb2009

Medium Audit of rooms to ascertain accessibility & condition

Revised programme of works in place to address issues in the audit

Staff Time

Capital programme

To develop a comprehensive 10 year Asset Management Plan for the


Maintenance Manager

April 2008

April 2009

High Implement action plan set out in the current Asset Management Plan

Present an up to date and

Staff Time

Capital programme

Housing Revenue Account

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relates to


End Date


Implications

Council’s stock of dwellings and other related assets managed by the Housing Division

comprehensive Plan to Tenants and Members by February 2009 The Asset Man Plan sets

out agreed priorities and ensures resources are well directed.

Achieve the Council’s ‘Bronze Standard’ for its own stock by December 2010

To achieve the Decent Homes Standard by 2010

Maintenance Manager

Feb 2008

Dec2010

High Partnering contract in place to deliver improvement programmes.

Develop new procedures in to monitor the partnering contract

Clear processes to involve Tenants throughout the work programmes.

Resources for the programme of works has been agreed.

Improved procurement methods have VFM principles at their heart.

To act on the Council’s decisions to implement improvement programmes at Hill Top


Principal Housing ManagementOfficer

April 2008

Dec2010

High Clear progress of scheme of works against project plan

Clear procedures in place for involving Tenants throughout the improvement scheme

Working in partnership to regenerate this estate will bring in additional funds to improve the scheme of works that can be carried out.

Provide gas mains supplies to Council estates which do not currently have gas mains supplies


MaintenanceManager

Feb2008

Dec2010

High Complete consultancy work to set out how the work can be carried out and prepare tender specificationProcurement of contractor to undertake work to provide gas mains supplies in accordance with specification

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relates to


End Date


Implications

To act on the Council’s Housing Direct Works Business Plan to develop an effective and efficient work force.

Quality Service DeliveryAccess to Services

Maintenance Manager

January 2008

April 2008

High Actions taken to fully implement the Business Plan will include:

Customer friendly appointments system

Provide a repairs handbook for Tenants

Improve performance to provide adaptations

Improved productivity of workforce

Undertake quality assessments

Undertake benchmarking of the service to assist in measuring performance

Improved procurement of supplies and services

Around £1.7 million is spent on the Council’s response repairs service for Council Tenants

Review Asbestos Management Plan in light of new arrangements for providing response repairs service

Quality Service Provision

Maintenance Manager

January2008

Oct2008

High Revised procedures in place for asbestos management

Implementation of a Type 2 asbestos survey.

Improved information produced for Tenants

Budgetary allowance is in place to carry out the Type 2 survey.

Carry out a review of Council owned garages



May 2008

April 2009

Medium Produce information profile on all Council garage sites

Carry out options appraisal with regard to demand and development opportunities on relevant garage sitesReport to Resources Board on findings

Staff time

The information will be used to improve the management of garages – including income generation.

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relates to


End Date


Implications

Carry out a review of Council owned shops



May 2008

April 2009

Medium Produce information profile of Council owned shops

Carry out options appraisal with regard to demand and development opportunities

Report to Resources Board on findings

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Housing Division Asset Management Plan (2008 - 2009)

Documents

Transcript of Housing Division Asset Management Plan (2008 - 2009)