Agenda item

That the Homes for the Future - Asset Management Strategy 2016-2020 be approved.

Decision

That the Homes for the Future - Asset Management Strategy 2016-2020 be approved.

Reason for Decision

To seek Cabinet approval to the Homes for the Future - Asset Management Strategy 2016-2020.

Implications

Financial

The Council will be required to deliver the Asset Management Strategy in line with the available budgets derived from revenue income and in line with the Housing Revenue Account Business plan.

Value for Money

The assessment to determine the optimal use of any of the assets will ensure that value for money is one of the criteria applied when considering a change of designation, remodelling or disposal. 

Risk Implications

The Asset Management Strategy is essential as it will supplement the Business Plan and provide the framework for decision making to ensure the housing stock is viable and fit for purpose both now and in the future.

The risks associated with not developing an Asset Management Strategy are that investment is not targeted appropriately and the long term financial viability of the business model is undermined.

Health & Safety Implications

Failure to adequately maintain the properties in a good state of repair and compliant with statutory requirements has health and safety implications.

Health and Safety will be one of the key themes of the Asset Management Strategy and individual Health & Safety plans will be developed for each project as required.

Community Impact Assessment

Community Impact Assessment for the delivery of the service has been carried out.

Corporate Objectives

Providing good quality affordable homes for those most in need, the asset management strategy will:

Ensure the management and maintenance of the housing portfolio is undertaken in accordance with best practice and is appropriate for the type, age and use of the stock.

Consider national and local factors that could influence the optimal use of the housing stock in terms of value for money, the most economical use of resources and are reflective of the demand.

Promote tenant involvement in deciding the priorities within the Asset Management Strategy.

Provide assets of a consistent standard, allowing for differences in type of construction or archetype.

Enable the delivery of new affordable homes, where individual sites are identified.

Monitoring Officer/S.151 Officer Comments

Monitoring Officer:  

The strategy provides a sound and sensible basis for the management and maintenance of the Council’s housing portfolio.    No further comments to add to the report.

S.151 Officer

The HRA Asset Management Strategy must be delivered within the constraints of approved budgets, and therefore there are no budgetary implications arising directly from the recommendations within this report.

Advice

The Portfolio Holder for Housing explained that the strategy set out the plan for the next four years, where the council intended to go and how they intended to get there. The relevant service plans would also link to it and strive towards the same aims.

The Assistant Director for Housing explained that the strategy was an overarching document and the details would be included in the plans. The strategy had been put together and written in a way which meant everybody could understand it.

He added that in changing times with Housing policies, the strategy would be delivered based on the resources available.

He concluded to note that the Tenants & Leaseholders had been involved in developing the strategy, as had the Housing & Community Overview & Scrutiny Committee (OSC).

The Portfolio Holder for Environmental, Sustainability and Regulatory Services asked what the views were from the OSC.

The Assistant Director for Housing said they were pleased with the strategy and liked that it was very easy to understand, they did however request further detail on some aspects and this would be provided.

The Portfolio Holder for Environmental, Sustainability and Regulatory Services agreed that the document was very readable and easy to understand and she agreed with the Scrutiny Committee’s request for further detail.  She supported the plan to de-pool the service charges but questioned whether the wording in the strategy was clear. 

The Assistant Director for Housing explained that, whilst leaseholders’ service charges are clearly identifiable, tenants are currently charged with rent and service charges as one charge that is not broken down.  The intention is to separate the rent and service charge and show this on their annual rent letters.

He confirmed that a separate report on de-pooling would be taken to the Council’s Housing & Community Overview & Scrutiny Committee later in the year.

The Corporate Director for Housing said that members would have a fuller picture if they looked at the strategy, the annual budget process and the Business Plan in November.

Voting

None.