Annual Review of Housing Asset Management Plan 2021 - 2022
North Lanarkshire Council · 31 August 2022
Back to Housing Committee — 31 August 2022 and its agenda
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref BL/PH/SL/LS/BLaf Date 31/08/22 Annual Review of Housing Asset Management Plan 2021-2022 From Brian Lafferty, Head of Housing Property and Projects Stephen Llewellyn, Head of Housing Solutions Pamela Humphries, Head of Planning and Regeneration E-mail laffertyb@northlan.gov.uk llewellyns@northlan.gov.uk humphriesp@northlan.gov.uk Telephone 01698 524758 01698 274192 01698 274174 Executive Summary This report provides an overview of the progress achieved over the 2021/22 period in delivering Homes Fit for the Future, the council’s Housing Asset Management Plan (HAMP) 2021-2026 and seeks approval on the annual progress report. The Plan was approved in February 2021 by the Housing and Regeneration Committee and formally adopted. It sets out our ambitions and priorities alongside key actions for asset management activities and investment over the five-year period, 2021-2026. The HAMP aligns with the Local Housing Strategy and other key council strategies and supports several programmes of work: • P001 (Enterprise Contract) • P003 (Digital NL Transformation Programme) • P013 (New Supply Programme) • P014 (Tower Strategy) • P015 (Housing Investment Programme) • P017 (Fuel Poverty) • P018 (ERDP) • P020 (Town Centre & Community Regeneration) • P021 (City Deal) • P078 (Local Housing Strategy) Recommendations It is recommended that Housing Committee: (1) Note the progress achieved towards the delivery of the Housing Asset Management Plan (HAMP) priorities and key actions. (2) Approve the HAMP annual review and corresponding updated action plan (attached as an appendix to this report). The Plan for North Lanarkshire Priority Improve economic opportunities and outcomes
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1. Background 1.1 The council produced in February 2021, Homes Fit for the Future, Housing Asset Management Plan (HAMP) 2021-2026, which sets out the strategic asset management approach in managing council housing in North Lanarkshire. The Plan aligns with the priorities set out in North Lanarkshire’s Local Housing Strategy (LHS) and provides strategic direction for the five-year investment programme. 1.2 The HAMP is a cross service plan which supports the development and implementation of several programmes of work for North Lanarkshire Council. 1.3 The annual review of the HAMP for 2021/22 has now been prepared on progress made in relation to the priorities and corresponding actions. 2. Report Annual Review of Housing Asset Management Plan 2.1 The vision set out in the HAMP, articulates North Lanarkshire Council’s ambitions. This vision will be achieved by delivering on four key priorities: • We help deliver the homes North Lanarkshire needs to grow • We provide high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data 2.2 The Covid-19 pandemic presented significant challenges on the delivery of services over the 2021-2022 period and continues to do so. Other impacts on programmes of work include inflationary cost increases, material and labour shortages as well as the wider effects of the current global situation. 2.3 The action plan contains 44 separate actions, delivering on 15 individual milestones with the HAMP providing a framework for strategic review and reporting. Of these actions, 37 actions are on track (green) and 7 actions have minor delays (amber). There are no actions which have significant delays (red). 2.4 In terms of meeting key targets up to 2021/221 some of the highlights noted include: • 14942 new homes since 2010 • 57 new wheelchair homes since 2010 • 562 homes brought back into council ownership • 588 council homes have had new kitchens installed and 822 council homes have had a new bathroom during 2021/22 • 1045 council homes have new heating systems in 2021/22 • 761 homes with roof and render improvement in 2021/22 • 3.2 average hours in completing emergency repairs - faster than previous years (2019/20: 4.3) • 0 failures to meet gas safety regulations during 2021/2022 1 As at 31st March 2022 2 Includes homes acquired through the Open Market and Empty Homes Purchase Schemes Ambition statement (1) Ensure a housing mix that supports social inclusion and economic growth
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2.5 Other key successes have included the continued successful progression of the Towers Reprovisioning Programme, with 209 properties demolished over the 2021/22 period, and the first two re-provisioning sites in Airdrie reaching construction stage, which includes a pioneering net zero site in Dykehead Road, the first of its kind in Scotland. 2.6 Significant progress has also been made in relation to reshaping and repopulating our town centres, with 79 new council homes in town centres/on the edge of town centres delivered over the period, town centre visions developed and work to develop town centre action plans well underway. 2.7 Over £27m has been invested over the reporting period on improving existing homes, including £13m on upgrading heating systems, £6.5m on new kitchens and bathrooms, and £4.2m on home safety and security. Re-cladding in four of tower blocks is currently underway in addition to an extensive programme of work to install interlinked smoke and heat detectors to meet new legislative requirements. Further information on the extent of progress is outlined in the attached appendix. Governance 2.8 The HAMP is reviewed on a quarterly basis by the HAMP Steering Group and progress reported to the HAMP Board, comprised of Senior Management. Annual reviews of the HAMP will continue to be provided to committee. 3. Measures of success 3.1 Approval of the annual review of the HAMP 2021/22 for continued implementation of the HAMP actions and priorities. 4. Supporting documentation 4.1 Appendix – Annual Review of Housing Asset Management Plan 2021/22. Brian Lafferty Pamela Humphries Head of Housing Property and Projects Head of Planning and Regeneration Stephen Llewellyn Head of Housing Solutions
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The equality impact assessment for the Annual Review of the Housing Asset Management Plan has identified that there are no adverse impacts and some equality groups such as older and disabled people will benefit from the actions set out in the HAMP. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? There are no direct financial implications as a consequence of this report. Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact?
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? This report does not have a direct impact on technology or digital transformation. However, the HAMP contains several actions within Priority 4 ‘We Improve Our Systems and Our Use Of Data’ which have a positive impact on digital transformation, inclusion and efficacy. These include: • Key Action 4.1 Deliver Digital NL programme to transform customer engagement • Key Action 4.2 Improve systems and processes to enable integrated asset management approach • Key Action 4.3 Make better use of data to drive investment decisions Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☒ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ This report does not impact on any environment or carbon matters. However, the HAMP itself has a direct impact on environmental and carbon matters through several actions which seek to improve the energy efficiency of our homes to reduce our carbon footprint and achieve our net zero target. If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact?
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5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ There are no direct risk impacts as a consequence of this report. A risk register has been developed and is reviewed by the HAMP Steering Group and HAMP Board on a quarterly basis, with risk also recorded on the service’s risk register and managed accordingly. If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed?
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Homes Fit for The Future North Lanarkshire Council Annual Review of Housing Asset Management Plan 2021/22
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Contents Introduction 3 Strategic Policy Framework 4 Our Priorities 4 Priority 1: We Deliver the Homes North Lanarkshire Needs to Grow 5 Priority 2: We Provide High-Quality, Well-Maintained Homes 6 Priority 3: We Tackle Climate Change and Fuel Poverty 6 Priority 4: We Improve Our Systems and Our Use of Data 7 Action Plan 9
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Introduction This is the first Annual Review of the Housing Asset Management Plan since the production of Homes Fit for the Future, the Council’s Housing Asset Management Plan (HAMP) 2021- 2026. The HAMP produced in 2021 is a high-level plan, which sets out our ambitions and priorities with key actions for delivery over the next five years. This Annual Review and the action plan outline progress on these actions. Significant progress has been achieved over the last year with some key highlights of progress made on key indicators including: The Annual Review of the Housing Asset Management Plan has identified and reflected on key considerations which impact on delivery including COVID-19, inflationary cost increases, material and labour shortages. Strategic Policy Framework Homes Fit for the Future is North Lanarkshire’s plan for managing its housing assets over the five-year period 2021 to 2026 and aligns with The Plan for North Lanarkshire as well as other key strategies, policies and plans. The HAMP is closely aligned with the North Lanarkshire’s Local Housing Strategy (LHS) providing the strategic framework for asset management activities and investment over the next five years. Our Priorities Our housing asset management activities are focused around four key priorities over a five- year period to ensure our homes are fit for the future: These priorities are: • We deliver the homes North Lanarkshire needs to grow • We invest in our housing stock and deliver high-quality, well-maintained homes • We tackle climate change and fuel poverty • We improve our systems and our use of data 3 Includes homes acquired through the Open Market and Empty Homes Purchase Schemes Highlights up to 2021/22 1494 New homes since 20103 57 New wheelchair homes since 2010 562 Homes bought back into council ownership 588 Of our homes have had a new kitchen installed in 2021/22 822 Of our homes have had a new bathroom fitted in 2021/22 1045 Homes with new heating systems in 2021/22 761 Homes with roof and render improvements in 2021/22 3.2 Average hours in completing emergency repairs faster than previous years (2020/21: 4.3) 0 Failures to meet gas safety regulations during 2021/2022 99.2% Homes meet the Energy Efficiency Standard for Social housing in 2021/22
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The Housing Asset Management Steering Group and Board provide the governance arrangements for monitoring progress of these priorities and actions on a quarterly basis throughout the year. Progress on these four priorities during 2021/22 are outlined below highlighting key successes and challenges. The action plan indicates the RAG status of each action using green (on track), amber (minor delays) and red (significant delays). Progress on our key actions: Deliver NL Homes Programme We have delivered 14944 new council homes and we will continue to deliver at pace to meet our target of 1,730 new council homes by 2026 set out in the HAMP as well as our longer- term target of delivering 5,000 council homes by 2035. Covid-19 and market changes including inflation and resource availability continue to present challenges. A range of community benefits continue to be delivered through the council’s new house building contracts, increasing employment opportunities, skills and training as well as local business supply chain improvements. Work has commenced to review options in relation to establishing a vehicle to deliver alternative tenures. We are exploring a potential pilot in Airdrie Town Centre, with funding secured to deliver a town centre demonstrator project. Our Pathfinder Scheme, which allows us to purchase new affordable homes directly from private developers, is progressing well. We are currently in the process of purchasing 24 homes at Lorne Place in Coatbridge, 39 homes at the former DWP offices in Coatbridge and 20 homes at the former Orrs Department Store in Airdrie. The Open Market Purchase Scheme continues to make a positive key contribution to increasing the supply of council homes to meet housing need as well as tackling issues associated with the blight of empty homes, as well as maintenance and improvement works in mixed tenure blocks. Over the course of 2021/22, 75 homes have been purchased through the scheme and brought back into use. Develop and deliver the Towers Reprovisioning Programme We have demolished 209 properties during 2021/22 with the demolition programme successfully achieving all year end targets. Phase Two of the Towers Reprovisioning Programme will be developed, for implementation from 2025. An outline of proposals is currently under review. Over the 2021/22 period the first two re-provisioning sites in Airdrie have reached construction stage, with on-site development progressing well at Dykehead Road and Northburn Place. 4 As at 31st March 2022 and inclusive of council new build and properties acquired through the Open Market Purchase Scheme. Priority 1: We deliver the homes North Lanarkshire needs to grow
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Our homes meet housing need and enable independent living We have installed FTTP Broadband and Cat5e cabling as standard requirement ensuring there is digital infrastructure in all new developments, which supports telecare and telehealth to support people to live independently in the community. We have also commenced a technology pilot within supported accommodation and specialist older people’s housing to identify technology solutions that can promote choice, independence and greater control for tenants. Reshape and repopulate our town centres Our key Town Centre Ambition projects are on track to proceed this year subject to the acquisition of The Centre in Cumbernauld Town Centre proceeding this financial year. Significant funding has been provided by the Scottish Government and UK Government for regeneration projects. During 2021/22, we delivered 79 council homes in town centres and edge of town centre locations bringing our total to 104 homes. Town Centre visions have been developed for all eight town centres in North Lanarkshire and work is well underway to develop action plans for each of the town centres. To help deliver our visions, work is underway to prepare and submit bids to supplement the council’s own capital investment. This includes the UK Government’s Levelling Up Fund, the Scottish Government’s Place Based Investment Programme, the Vacant and Derelict Land Fund and Vacant and Derelict Land Investment Programme. Scottish Government funding has recently been confirmed to deliver a demonstrator town centre project in Airdrie Town Centre, which will enable learning on a national scale and support the progression of Town Centre living in North Lanarkshire. Some key progress over the period includes: • Demolition of Bank Street, Coatbridge to enable residential development • Detailed designs and plans produced to convert the former Municipal Buildings at Kildonan Street, Coatbridge into residential accommodation • Completion of Broomknoll Street town centre site in Airdrie, delivering 30 new homes by Clyde Valley Housing Association • Demolition of the former Orrs department store for residential redevelopment • Creation of a new active travel link connecting Abronhill with Cumbernauld Town Centre • Acquisition of the Old Town Hall in Motherwell for conversion to residential use • Acquisition and demolition of the former office building Kingshouse, Wishaw for residential redevelopment • Commencement of construction works on the former Tesco site in Wishaw to create new housing, scheduled for completion later in 2022 • Properties re-developed on Buchanan Street and Graham Street in Airdrie to deliver both commercial and residential accommodation
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Progress on our key actions: Ensure our homes are fire safe and meet new legislative requirements We undertake fire risk assessments for all properties that are at high risk. These include our towers and retirement housing complexes. Fire and smoke alarms are installed in all of our homes with work successfully completed over the period to meet the new legislative requirements which require all homes to have interlinked smoke and heat alarms. We have successfully installed fire stopping in all towers not earmarked for demolition overcoming tenant non-access for initial installations and have completed this programme of work. Sprinkler systems have been installed in 4 towers and we are on track to have a further 17 completed by 2025, despite tenant non-access, and material and labour shortages affecting industry. Invest in high-quality homes We have invested £13m on roof and render, £3.8m on heating, £6.5m on kitchens and bathrooms and £4.2m on home safety and security during 2021/22. The 5-year programme of work has been affected by COVID-19, material and labour shortages as well as cost increases, which further impacts on our 30-year capital investment programme of work. The potential impact of the cost of achieving Net Zero remains a significant challenge. Re-cladding in 4 of our tower blocks is currently underway and a further 2 towers will start on site during 2022/23. Re-cladding is a priority for us considering the Grenfell report and the fire safety bill. We are nearing completion of the upgrade of one link corridor retirement complex completion, providing enhanced facilities and environments, incorporating dementia design principles, that promote health, wellbeing and independence, with plans developed for improvements in a second complex. Covid-19 has had an impact on the completion timescale as well as market changes such as inflation and resource availability. Progress on our key actions: Meet the Energy Efficiency Standard for Social Housing post-2020 We commissioned consultants who completed a report on Net Zero requirements during 2021 and a further report is commissioned for 2022 on EESSH requirements in order to meet the Energy Efficiency Standard for Social Housing post-2020. We have 99.2% of our properties with an EPC rating of D (SAP 55 or above), which is a 1% improvement on the previous year. By 2025, social landlords will be unable to rent properties rated below an EPC ‘D’. We have delivered around £9.5m of energy efficiency improvements in North Lanarkshire since 2016, with 1,284 private homes improved. We upgraded 34 council homes and 35 Priority 2: We provide high-quality, well-maintained homes Priority 3: We tackle climate change and fuel poverty
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private homes through EES: ABS during 2020/21. EES: ABS programme is being reviewed due to an increase in technical requirements and an increased contribution from owners, which resulted in a delay to the 2021/22 EES: ABS programme commencing. It is likely that owner occupiers’ uptake will be reduced due to higher costs for works. Increase the number of homes fuelled by low carbon sources We are currently on-site at Dykehead Road in Holehills to pilot low-carbon technologies utilising air source heat pumps, solar photovoltaic panels and battery storage. Building works having commenced with initial completions anticipated between Autumn 22 and Spring 23 subject to the challenges of COVID-19, labour and material shortages and the global economic conditions. We are installing modern renewable technologies such as solar and PV panels as part of roofing works. Linked batteries also being tested. Due to rising utility costs, it is now unlikely that tenants will see a reduction in previous fuel bills. We received Scottish Government Social Housing Net Zero Heat Fund during 2021 -22 for £275,500 which will be utilised to provide low-carbon heat, improve energy efficiency or tackle fuel poverty. We developed an initial project linking to Active Travel at Dykehead Road. Active Travel connections will be integrated to all future housing design approaches. Progress on our key actions: Deliver Digital NL programme to transform customer engagement We are undertaking digital work to deliver rents online, Common Housing Register (CHR) online and report Antisocial Behaviour online. Additional work has been undertaken with our Investment Team where efficiencies have been identified if technology was introduced using online forms, online dairies and tablet devices. Work on this will continue to be progressed over the course of the HAMP. We have started work on migrating performance reporting onto the new platform Power BI for Repairs and Housing Solutions and dashboards are being developed for various parts of the service such as Allocations, CHR and Homelessness. Improve systems and processes to enable integrated asset management approach We continue to work on the development of a new IT system to be delivered by 2024, which integrates asset and housing management having completed the specification of requirements and are at the procurement stage. In the meantime, until the integrated asset and housing management system is in place, Confirm IT system has been implemented as an interim solution, which provides a single data repository for asset information and surveying programmes. We have introduced new improvement frameworks with Senior Management giving a strategic overview to review and determine priorities utilising performance information and Priority 4: We Improve Our Systems and Our Use of Data
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recommending areas for audit. Audit Plans for Housing Solutions and Housing Property and Projects are in place and reviewed regularly to align to areas of priority within the HAMP and risk. Support development of the Enterprise Strategic Commercial Partnership We have completed the specification for Investment and Repairs as part of the technology workstream, which will improve asset reporting and decision making in relation to investment for the Enterprise Strategic Commercial Partnership (ESCP). The ESCP approach will see a single partner manage a full range of asset and infrastructure related services, from initial feasibility, through design to delivery and construction, lifecycle maintenance and management.
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Key Actions Status key Indicator Definition On track, budget, within scope and likely to deliver expected benefits Minor delays, cost overruns, changes to scope or reductions in benefits Significant delays, cost overruns, changes to scope or reductions in benefits PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.1 Deliver NL Homes Programme Contribute to 5,000 new Council homes by 2035 1,730 new Council homes 1,218 (estimate as at March 2021) 1282 1494 2026 New Supply Completions on track to achieve targets. Covid-19; Market changes including Inflation and resource availability. Establish vehicle to deliver alternative tenures Vehicle established Subject to future committee report and approval Some research undertaken with SFT to ascertain viability of alternative tenures in NL On track – see progress update 2023 Business Development & Support/ New Supply Work commenced to review options; Joint working with BDS & Growth regarding pilot in Airdrie Town Centre being progressed by the Growth Team. Currently there is not a viable financial model that would support an arm's length vehicle to deliver alternative tenures. This will be further explored with Scottish Futures Trust. An interim strategy is in place to support RSLs to deliver Mid-Market Rent in North Lanarkshire.
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES Review and update Development Pathfinder approach Review complete 2019/20 - pilot launched Orrs (20) / Lorne Place (24)/ DWP Offices (39) 2021 New Supply Prior Information Notice (PIN) refreshed 2020/21, 2021/2022. Projects are Former Orrs Department store, Airdrie (Wilson Developments Ltd; 20 units) started onsite 04 April 2022, Lorne Place, Coatbridge (Allanwater Homes; 24 units). committee approval delivery dates TBC. The former DWP building, Coatbridge (ML5 Ltd; 39 Units) - committee approval delivery dates TBC. New Supply Team will continue to engage with developers that register interest in the scheme. KEY ACTION 1.2 Develop and deliver the Towers Reprovisioning Programme Deliver Phase One, comprising 1,750 demolitions with sites cleared for future investment 1,750 demolitions with sites cleared for future investment 2019/20 - 27 properties demolished 2020/21 - 165 properties demolished 2021/22 - 209 properties demolished 2025 Investment/ New Supply Excellent progress has been made with the demolition programme achieving all year end targets. External factors increasing project costs and resource availability. Phase Two developed, for implementation from 2025 Programme developed N/A Under development Outline proposals under review 2024 Investment/ New Supply Options appraisal issued to Heads of Service for consideration. Demand analysis vs building condition. Environmental considerations.
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.3 Our homes meet housing need and enable independent living Carry out options appraisals for all linked corridor retirement housing and supported accommodation complexes Appraisals complete N/A Initial appraisal undertaken Initial appraisal undertaken, with Dundyvan Gardens nearing completion 2023 Housing Solutions GREEN Initial options appraisal exercise complete for all linked corridor complexes. Further, more detailed options appraisal planned for 2023 to inform investment requirements. Covid-19; Market changes including Inflation and resource availability. Develop and implement methods to identify adapted properties prior to matching New process developed and implemented N/A See progress update 2025/26 Housing Solutions/ Repairs and Maintenance GREEN Agilysis had prepared a discovery action plan and identified this as a requirement of the new housing asset management system. Automatic matching likely stored asset information would require to be part of a new integrated housing management system, which is part of key action 4.2 ‘develop new I.T. systems that integrate asset management’. Capacity already in place to enable identification of adapted properties prior to matching. . Develop interactive smart home standard for use in new build homes New standard developed 2020 - in development Base digital infrastructure standard adopted in Employers Requirement / Specification Overarching Digital Standard in Draft 2023 New Supply GREEN On-going determination to be expanded with other services to complete.
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES Ensure digital infrastructure in new homes supports telecare and telehealth Ensure access to high-speed broadband N/A FTTP & Cat5e cabling installed as standard in all new developments Complete Ongoing New Supply GREEN Complete. Pilot Smart Homes technologies at Kerr Grieve Court Pilot complete 2020 - in development Working group established, with some aspects progressed, in addition to other technology projects (see progress update) 2023 Housing Solutions/ Investment GREEN Smart homes technology was showcased in Allershaw mainly due to COVID-19 via technology flat but work continues to be developed to test technology options for improve health, wellbeing and independence. Technology pilot underway in supported accommodation, piloting a range of ‘property’ sensors and technology to improve choice, control and capacity to manage. Impact of COVID-19. Review policy for adapting unsuitable properties Review complete N/A Work carried out to ascertain extent/scale of issues 2022 Repairs and Maintenance AMBER Allocation policy review planned to commence Oct 2022 which will inform policy for adapting unsuitable properties. Some preliminary work carried out to date which identifies issues and scope for improvement.
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PRIORITY 1: WE WILL DELIVER THE HOMES NORTH LANARKSHIRE NEEDS TO GROW STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 1.4 Help reshape and repopulate our town centres Identify and progress key regeneration projects Invest at least £14m in key town centre Ambition projects, with a particular focus on residential development and conversion N/A On track 2023 Growth GREEN Target due to be met this year subject to acquisition of The Centre Cumbernauld Town proceeding this financial year. Significant funding provided by the Scottish Government and UK Government for regeneration projects. There are unrealistic cost expectations when acquiring sites, regeneration tends to be associated with difficult development sites, and rising costs. Deliver and enable new homes in town centre and edge of town centre location Contribute to all-tenure target for housing in the town centre 2019/20 - 0 25 NLC completions 79 NLC completions - providing 104 to date 2023 New Supply GREEN Currently no further TC/EoTC completions anticipated until 2023/24. Identification of Town Centre sites, Utilities and Market Price Increases. PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 2.1 Deliver planned and cyclical maintenance programme Complete annual gas safety checks at all gas-fuelled homes 100% 2019/20 - 100% compliance 100% compliance 100% compliance Ongoing Repairs and Maintenance GREEN 100% compliance.
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Ensure all homes are periodically tested for electrical safety 100% of properties have a test within previous 5 years 2019/20 - 100% compliance 100% compliance 70% compliance Ongoing Repairs and Maintenance AMBER 70% compliance. The additional tests required have been added to the 2022/23 programme and will be completed this financial year 2022/23. KEY ACTION 2.2 Ensure our homes are fire safe and meet new legislative requirements Inspect high-risk properties (retirement housing complexes, supported accommodation, towers) and take remedial action as necessary 100% annual inspection 2019/20 - 100% compliance See progress update – high risk properties assessed for fire safety Ongoing Investment GREEN Fire Risk Assessments for high risk properties including towers and retirement housing progressed by in-house HS team & issued on a monthly basis. No Investment actions to date. Install fire and smoke alarms in all homes 100% completion 2019/20 - 17 towers and 9,042 homes complete 97% completion – see progress update 2022 Investment AMBER 97% complete remaining 3% being installed via forced access. Install fire stopping in all towers not earmarked for demolition in Phase 1 of tower strategy 100% completion 2019/20 - 17 towers complete 2020/21 - 12 towers complete 2021/22 - All towers out with Phase 1 of demolition programme complete 2021 Investment GREEN Programme complete. Tenant non-access for initial installations and in operation damage to doors. Install sprinkler systems in all towers 100% completion 2019/20 - 1 tower complete 2020/21 - 1 tower complete 2021/22 - 4 towers complete 2025 Investment GREEN Programme on target. Contracts for a further 9 towers in progress. Tenant non-access, material and labour shortages affecting industry.
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Survey all low- rise blocks and take remedial action as necessary to ensure they are fire safe 100% completion N/A Survey programme in development 2024 Investment AMBER A survey programme is in development to assess the fire safety works required in low rise blocks across the authority. There is a risk to the timescales for 100% completion due to a number of impacting factors including access, owner occupier engagement and access to materials. KEY ACTION 2.3 Invest in high-quality homes Deliver 5-year capital programme • Planned spend of £295m including: • £77.1m on new roof and render • £50.5m on heating • £16.1m on home safety and security • £10.2m on kitchens and bathrooms 2020 - 5-year capital programme adopted £13m spent on roof and render. £3.8m spent on heating. £6.5m spent on kitchens and bathrooms £4.2m spent on home safety and security 2025 Investment GREEN Outturn figures for 2021/22 available for next update. Changes to the previously planned programme being considered based on the identified risks. Overall, 5-year programme affected by COVID, material labour shortages, and cost increases. Develop and review 30-year capital investment programme 30-year capital investment periodically reviewed N/A On track 2022 Investment GREEN Impact of above on 30-year plan also being assessed. As above plus potential impact of the cost of achieving Net Zero.
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PRIORITY 2: WE PROVIDE HIGH-QUALITY, WELL-MAINTAINED HOMES STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Re-clad some of our Tower blocks Number TBC 2019/20 - 0 complete 2020/21 - 0 complete 2021/22 - 4 towers re- cladding underway. Design for 2 additional towers underway. 2026 Investment GREEN Reclad 4 towers in Coatbridge due for completion 2022. Design work for over cladding of further 2 towers starting 2022. Grenfell report and Central Government fire safety bill. Upgrade our linked corridor retirement complexes Programme developed N/A 2020/21 - 1 complex in progress. 2021/22 - one complex nearing completion. Consultants for second complex being procured 2022 Investment GREEN First upgrading project started on site in 2021 but affected by COVID restrictions. Second site identified and initial brief prepared. Market changes including Inflation and resource availability. KEY ACTION 2.4 Tackle challenges in mixed tenure estate Develop Owner Engagement Approach & Training Training developed N/A On track – see progress update 2023 Investment/ Private Sector GREEN Training module on LearnNL for staff and elected members on owner engagement scenarios including simple encouragement to full enforcement. Review options for addressing disrepair and lack of maintenance, including developing disposals policy Review complete N/A Policy implemented (see progress update) 2022 Investment/ Private Sector/ Business Solutions GREEN Policy recently implemented that enables the last owner occupier in mixed tenure blocks to sell their home to the council and reside as a tenant to help address mixed tenure disrepair and maintenance issues.
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 3.1 Meet the Energy Efficiency Standard for Social Housing post-2020 Develop 'route map' for EESSH compliance Route map developed and agreed 2020 2020 - consultants commissioned Report received 2021 Investment AMBER Report on Net Zero requirements completed 2021. Further report commissioned for 2022 on EESSH requirements. Homes meet EPC D by interim target date Homes meet EPC D by interim target date 100% compliance, excluding exemptions or abeyances 98.3% 99.2% % 2024/25 Investment GREEN Slight increase. Enable energy efficiency improvements to Council stock through EES: ABS Enable energy efficiency improvement s to Council stock through EES: ABS 2019/20 - 94 Council homes upgraded, enabled through EES: ABS funding for 222 private properties 34 Council homes upgraded, enabled through EES: ABS funding for 35 private properties No council or private homes upgraded Annual Investment AMBER EES:ABS programme is being reviewed due to an increase in technical requirements and an increased contribution from owners, which resulted in a delay to the 2021/22 EES:ABS programme commencing. There have also been changes to funding as ECO 3 is finishing and ECO 4 is due to begin. Owner uptake is likely to be reduced due to higher costs for works. KEY ACTION 3.2 Increase the number of homes fuelled by low carbon sources Develop new low-carbon homes including trialling new technologies on new build sites To deliver pilot low- carbon development utilising air source heat pumps, solar photovoltaic panels and battery storage 2019/20 - plans in development - First net zero pilot at Dykehead Road – see progress update 2023 New supply GREEN On-site at Dykehead Road, Holehills with building works commenced. Initial completions anticipated between Autumn 2022 & Spring 2023. Works progressing subject to impact on labour / materials / cost pressure from Covid-19 and global economic conditions.
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Install renewable technologies to existing homes as part of EESSH2 programme To be confirmed in Housing Energy Strategy TBC See progress update TBC Investment GREEN Modern technologies being introduced to programmes. Solar/PV panels being installed as part of roofing works. Linked batteries also being tested. Costs of such technologies for mainstream programmes. Due to rising utility costs, tenants now unlikely to see reduction in previous fuel bills. KEY ACTION 3.3 Secure funding and develop partnerships to maximise impact Apply for and attract funding for projects which will provide low- carbon heat, improve energy efficiency or tackle fuel poverty Funding secured where available 2019/20 – £154,500 from Decarbonisatio n Fund SG Social Housing Net Zero Heat Fund 2021 - 22 £275,500 Ongoing All GREEN 2019/20 - £35k claimed from funding. Remaining funding unable to be utilised due to involvement of owners/COVID lock down. Request made to amend original bid to ensure full spend refused by SG. 2021/22 - Social Housing Net Zero Fund - grant claimed. Develop strategic partnerships to innovate and deliver on our ambitions Partnerships developed with other services and external partners 2019/20 – Sustainable Housing Group established to engage with external agencies Structures established internally and externally to explore opportunities and challenges Ongoing Business Development and Support GREEN HAMP Steering Group and HAMP Board oversee strategic partnerships and priorities and work being undertaken to broaden and develop partnerships to innovate and deliver on our ambitions.
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PRIORITY 3: WE TACKLE CLIMATE CHANGE AND FUEL POVERTY STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Improve connections to Active Travel routes and contribute to delivery of the Council's Active Travel Strategy All new development s will link to Active Travel connections, where feasible 2021 - revised specification for contractors prepared Initial project linking to Active Travel at Dykehead Road. Active Travel to be integrated to all future design approaches Ongoing New Supply GREEN Active Travel to be integrated to all future design approaches.
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 4.1 Deliver Digital NL programme to transform customer engagement Achieve efficiencies and improve service through automation and digitisation Achieve efficiencies and improve service through automation and digitisation Complete ‘Digital Sprints’ Digital NL programme started within Housing Solutions and Housing Property and Projects Various project continued under Digital NL (HSMS replacement, Field Services development , Housing Services sprints and Investment discovery work) 2021-23 Business Development and Support AMBER Digital work ongoing to deliver rents online CHR online and report ASB online. Additional work done with Investment where efficiencies have been identified if technology was introduced through the use of dynamics forms online dairies etc. and tablet devices. Scope of works potentially underestimated. Limited Resources or same resource required over a number of workstreams. Migrate performance reporting on to new platform Review processes and procedures and integrate with Business Intelligence Hub and PowerBI N/A BI HUB Steering Group commenced to develop use of Power BI Platform. First reporting developed for Repairs information. Continued development of Repairs reporting and commenced development of Housing Solutions reporting via work with Agilisys/BI HUB. 2022 Business Development and Support GREEN Data capture complete for Allocations & ongoing for Homelessness. Allocations Dashboards being built and Homeless dashboards being developed. Full Repairs reporting still to be completed. Getting data matched for Repairs reporting. Data pipelining for Housing Solutions projects due to different systems in use. Could not transfer directly for Housing Allocations from CHR to BI HUB. Pace of work for HS required dedicated resource.
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES KEY ACTION 4.2 Improve systems and processes to enable integrated asset management approach Develop new IT system which integrates asset and housing management System developed and in use N/A Work started to gather requirements Work continued to develop specification 2024 Business Development and Support GREEN Specification complete, final parts of the procurement process being completed. Procurement paused. Replacement housing management system procurement paused at present to ensure alignment with other related projects around review of asset management systems. Potential Impact on service requirements by non- inclusion of asset management as part of an integrated housing management system will be considered as part of discovery process. Implement support data repository for asset information and surveying programmes Repository developed and implemented N/A Interim solution for data repository implemented 2021 Business Development and Support/ Investment GREEN Complete. Confirm implemented as interim solution on 1 April 2022. See above in terms of establishing long term solution requirements.
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Review performance management framework to ensure reporting, audits etc. is effective and aligns with HAMP priorities Review complete and recommenda tions implemented N/A Audit Plans in place to review Processes in a planned way ensuring all legislative duties complied with and meeting HAMP priorities Review of strategic improvement processes for both Housing Solutions and Housing Property/Proj ects to ensure improvement groups focus on strategic/HA MP priorities. 2021 Business Development and Support GREEN Complete. New improvement frameworks introduced which include Senior Management Strategic overview to review & determine priorities utilising performance information and recommending areas for audit. Audit Plans for both Housing Solutions and Housing Property and Projects in place and reviewed regularly to align to areas of priority and risk. Some resource issues meant some audits were delayed, however remapping ongoing in line with areas of risk and priority. KEY ACTION 4.3 Make better use of data to drive investment decisions Carry out research to better identify future demand, making use of available demographic, economic and housing market data Research programme developed and completed N/A Pressure analysis undertaken annually and research requirements identified via LHS key actions 2023 Business Development and Support GREEN Work has started on research surveys and demand analysis. Implement 'RAG' modelling to identify and develop solutions to 'cause for concern' stock RAG model implemented and reviewed for effectiveness N/A RAG database developed Ongoing Business Development and Support GREEN Testing of RAG model during 2022.
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PRIORITY 4: WE IMPROVE OUR SYSTEMS AND OUR USE OF DATA STRATEGIC ACTION MILESTONE TARGET BASELINE 2019/20 in HFFF UPDATE 2020/2021 UPDATE 2021/2022 TIMESCALE LEAD TEAM RAG STATUS PROGRESS UPDATE CHALLENGES Improve our understanding of tenants’ aspirations for their homes Carry out research to identify tenants’ priorities for investment N/A Work underway – on track 2022 Business Development and Support GREEN Work has started on survey questionnaire. KEY ACTION 4.4 Support development of the Enterprise Strategic Commercial Partnership Identify technology requirements for all asset management related activities Contribute to Technology workstream for ESCP tender N/A Work ongoing with Investment and Repairs teams to develop specification as part of Technology workstream Complete 2021 Business Development and Support GREEN Complete. Requirements fed into contract specification. Identify requirements for asset-based activities including investment, new supply and repairs and maintenance Contribute to all relevant workstreams for ESCP tender N/A On track – see progress update 2021 Investment/ New Supply/ Repairs and Maintenance GREEN 80% of all asset information has now been uploaded to Confirm to improve asset reporting and decision making in relation to investment.