Housing Asset Management Strategy - Report
Renfrewshire Council · 28 October 2025
Back to Communities and Housing Policy Board — 28 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 28 October 2025 ___________________________________________________________________ Report by: Director of Environment, Housing, and Infrastructure ___________________________________________________________________ Heading: Housing Asset Management Strategy ___________________________________________________________________ 1. Summary 1.1 The Council has a wide range of responsibilities in relation to its housing stock and associated assets which must be delivered in a manner which ensures that resources associated with the assets are used in the most cost effective way possible. An effective strategy for managing housing assets will ensure that decisions relating to management and investment in the housing stock are based on sound principles which take account of stock condition, sustainability and value for money. 1.2 This report presents the Housing Asset Management Strategy 2025 –2030 and associated Action Plan as attached at Appendix 1 and Appendix 2 to this report. 1.3 The Housing Asset Management Strategy sets out the strategic approach to managing housing assets and seeks to provide direction for investment in Council housing stock. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Approves the Housing Asset Management Strategy 2025-2030 and associated Action Plan
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PUBLIC 3. Housing Asset Management Strategy 2025-2030 3.1 The Housing Asset Management Strategy takes account of recommended good practice and advisory guidance from the Scottish Housing Regulator with the key aim of ensuring that our housing assets are sustainable and remain fit for purpose in the short, medium, and long term. 3.2 Key drivers of the Housing Asset Management Strategy are the current UK and Scottish Government Acts and guidance on housing, energy efficiency and fuel poverty, the most recent of these being the Scottish Social Housing Net Zero Standard (SHNZS) which has yet to be finalised by the Scottish Government and the Housing(Scotland) Bill 2025. The strategy also takes account of other key council strategies including Renfrewshire Council’s Local Housing Strategy 2023-2028 and Renfrewshire Council’s Strategic Housing Investment Plan (SHIP) 2025- 2030. 3.3 The six core housing asset management objectives within the strategy are as follows: • Ensure our housing stock and estates are suitable for current use and supports efficient and effective service delivery both now and in the future. • Ensure homes are improved and maintained to a high standard, meet tenant aspirations and are compliant with relevant legislation. • Ensure future decisions about housing assets are based upon robust data with reviews or option appraisals of stock causing concern. • Develop the digital infrastructure to provide accurate management and performance information. • Demonstrate value for money in the delivery of our reactive repair service, cyclical maintenance services and capital improvement programmes. • Ensure tenant involvement in the development and monitoring of our services and improvement programmes. 3.4 The Housing Asset Management Strategy Action Plan (Appendix 2) sets out the key actions that Housing Services will take over the next 5 years to assist in achieving these objectives. An annual update of the Action Plan will be brought to the Communities and Housing Policy Board. 3.5 Following policy board approval, the Housing Asset Management Strategy will be circulated to key stakeholders and partners. ___________________________________________________________________ Implications of the Report 1. Financial – The Housing Asset Management Strategy will be a key driver for the Business Plan and budget setting for future capital investment. 2. HR & Organisational Development – None.
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PUBLIC 3. Community/Council Planning – • Our Renfrewshire is thriving – improving housing conditions encouraging people to live in Renfrewshire. • Our Renfrewshire is well – improving housing conditions benefitting tenants and private owners. Addressing fuel poverty. • Reshaping our place, our economy, and our future – investment in the refurbishment of social rented and private dwellings will create jobs and contribute to the economy. 4. Legal – None. 5. Property/Assets – Ensuring assets are sustainable and fit for purpose. 6. Information Technology – None. 7. Equality & Human Rights - Following a comprehensive Equality Impact Assessment (EQIA) of Renfrewshire Councils Housing Asset Management Strategy, a detailed review of both primary and secondary data, stakeholder engagement and consultation feedback has been found to suggest no negative impacts on equality groups or indicate any potential for infringement of individuals’ human rights. The assessment has considered possible impacts on all protected characteristics groups in line with the Equality Act 2010 and upholds principles of fairness, diversity, and accessibility to ensure the strategy promotes equal opportunities, prevents discrimination, and supports the diverse needs of the Renfrewshire community. If required, a monitoring process will be applied to review and address any unforeseen impacts during the Housing Asset Management strategy implementation. The results of this assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. COSLA Policy Position – None. 13. Climate Risk – The Housing Asset Management Strategy aims to reduce carbon emissions and improve energy efficiency in our social rented homes. 14. Children’s Rights - ______________________________________________________________ List of Background Papers Appendix 1 – Housing Strategic Asset Management Strategy 2025- 2030 Appendix 2 – Housing Strategic Asset Management Strategy Action Plan ___________________________________________________________________
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PUBLIC Author: Mark Brown, Housing Asset & Energy Strategy Manager Email: mark.brown@renfrewshire.gov.uk
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1 | P a g e PUBLIC
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2 | P a g e PUBLIC Contents 1.INTRODUCTION ............................................................................................................................... 4 1.1 Housing Asset Management Objectives ........................................................................... 4 2. BACKGROUND ............................................................................................................................... 4 3. ASSET PROFILE ............................................................................................................................ 7 3.1 Core Operational Assets ....................................................................................................... 8 3.2 Commercial Assets ............................................................................................................... 11 3.3 Environmental Assets .......................................................................................................... 12 3.4 Lockups and Ground sites.................................................................................................. 13 4. NET-ZERO CARBON & SUSTAINABILITY ............................................................................. 13 4.1 What is Climate Change ...................................................................................................... 14 4.2 Social Housing and Climate Change ................................................................................ 14 4.3 Net-Zero as the solution to Climate Change .................................................................. 14 4.4 What does net-zero mean for Social Housing ............................................................... 15 4.5 Renfrewshire Council Housing and Net-Zero ................................................................ 15 4.6 Economies of Scale and Financing of net-zero............................................................. 18 4.7 Net-zero and Fuel Poverty ................................................................................................... 19 4.8 Sustainability .......................................................................................................................... 20 5. ASSET CONDITION ..................................................................................................................... 20 5.1 Meeting the Scottish Housing Quality Standard (SHQS) ............................................ 21 5.2 Condition - Mixed Tenure Blocks ...................................................................................... 22 5.3 Condition – Multi Storey Blocks ........................................................................................ 23 5.4 Asset Condition Data ........................................................................................................... 24 5.5 Reinforced Autoclaved Aerated Concrete (RAAC) ....................................................... 25 6. DIGITAL ASSET MANAGEMENT.............................................................................................. 25 7. ASSET PERFORMANCE ............................................................................................................ 27 8. PROPERTY INVESTMENT ......................................................................................................... 28 8.1 Investment ............................................................................................................................... 28 8.2 Responsive Repairs .............................................................................................................. 30 8.3 Dampness & Mould ............................................................................................................... 31 8.4 Void works............................................................................................................................... 32 8.5 Cyclical Planned Maintenance ........................................................................................... 32 8.6 Compliance ............................................................................................................................. 34 8.7 Medical Adaptations ............................................................................................................. 35
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3 | P a g e PUBLIC 9. TENANT CONSULTATION & PARTICIPATION ..................................................................... 35 10. GOVERNANCE & RISK ............................................................................................................. 36 10.1 Governance Arrangements .............................................................................................. 36 10.2 Risk Management ................................................................................................................ 37 11. STRATEGY IMPLEMENTATION & MONITORING .............................................................. 37
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4 | P a g e PUBLIC 1.INTRODUCTION Renfrewshire Council’s housing assets are managed by Housing Services Asset and Investment team, within the Environment, Housing and Infrastructure Directorate. This Housing Asset Management Strategy aligns with other housing strategies within the service, wider council strategies and national government aims and objectives. 1.1 Housing Asset Management Objectives The housing asset management objectives have been aligned with the core aims and objectives of housing services, the Council and with government policies.. They have been translated into the following set of Core Asset Management Objectives (CAO), also referred to in the Action Plan. Ensure homes are improved and maintained to a high standard, meet tenant aspirations and are compliant with relevant legislation. Ensure future decisions are based on robust data with reviews or option appraisals of cause for concern stock. Develop our digital infrastructure to provide accurate asset management and performance information. Ensure our housing stock and estates are suitable for current use and supports efficient and effective service delivery both now and in the future. Demonstrate value for money in the delivery of our reactive repair service, cyclical maintenance services and capital improvement programmes. Ensure tenant involvement in the development and monitoring of our services and improvement programmes. There are many areas of housing asset management that are evolving. The longer- term strategies of government in respect of; net zero carbon, heating fuels and taxation, will have a direct impact on this strategy over its five-year life. 2. BACKGROUND The Housing Asset Management Strategy was first formulated over ten years ago, and an asset performance review was carried out in 2018/19, helping to identify areas for regeneration. Since then, extensive work has been carried out on defining housing archetypes with a high degree of accuracy, and on improving energy efficiency data. CAO.2 CAO.3 CAO.4 CAO.5 CAO.6 CAO.1
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5 | P a g e PUBLIC This has resulted in a strong understanding of energy efficiency requirements and the recognition to refer to PAS2035* when carrying out retrofit works1. Processes to provide detailed energy efficient net-zero designs for the housing stock, have also been put in place. This strategy starts from that basis but is also influenced by: Renfrewshire Councils Local Housing Strategy (LHS) 2023-2028 Five strategic priorities identified. • The supply and delivery of housing is increased across all tenures to meet the housing needs of different groups and create attractive and sustainable places. • People live in high quality, well managed homes in sustainable neighbourhoods. • Address the challenges of the climate emergency, delivering homes that are warm, energy efficient and fuel poverty is minimised. • Preventing and addressing Homelessness with vulnerable people getting the advice and support they need; and • People can live independently for as long as possible in their own home and the different housing needs of people across Renfrewshire are being met. Renfrewshire Strategic Housing Investment Plan (SHIP) 2026-2031 Plan to increase housing supply in Renfrewshire with a focus on: • Affordability • Regeneration and renewal • Expanding supply for older people and those with complex needs • Climate change and fuel poverty Local Heat and Energy Efficiency Strategy (LHEES) LHEES is a long-term strategic framework for: • The improvement of the energy efficiency of buildings in the local authority’s area. • The reduction of greenhouse gas emissions resulting from the heating of such buildings. Renfrewshire Council have produced their initial LHEES plan, which will have an impact on the delivery of heat and energy efficiency projects for council housing stock. 1 PAS2035 is a standard introduced in 2019 as part of the UK government’s initiative to enhance energy efficiency in buildings. It outlines a whole building approach to retrofitting ensuring that specific standards are met improving energy efficiency and reducing carbon emissions.
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6 | P a g e PUBLIC Scottish Government Heat in Buildings Strategy (HiBS) Sets out actions to decarbonise Scotland’s building stock in line with legislated climate change targets. The strategy refers to owner occupied, private rented housing stock and commercial buildings. This strategy impacts mixed tenure council housing stock and Housing Revenue Account (HRA) shops. Scottish Government Heat Networks Act 2021 Aims to accelerate the deployment of heat networks in Scotland through the introduction of a regulatory system. The 2021 Act sets statutory targets for the amount of heat to be supplied by heat networks: • 2.6 Terawatt hours (TWh) of output by 2027. • 6 TWh of output by 2030. Scottish Government Climate Change (Emissions Reduction Targets) Act 2019 Sets statutory obligation for Scotland to have net-zero carbon emissions by 2045 and is the overall framework for Energy Efficient Scotland and thus energy efficiency, environmental impact and zero emission’s heating/hot water within homes. Scottish Government Energy Efficiency Standard for Social Housing (EESSH) The initial EESSH was to be attained by 2020, with a higher standard setting out energy efficiency targets for social housing to be met by 2032. However, this has been suspended since 2022, and the review of 2023/24 introduced the proposed Scottish Housing Net Zero Standard. Social Housing Net Zero Standard (SHNZS) Proposed replacement for EESSH2, confirmation of the standard is expected to be announced during 2025. Currently the draft proposals are: • Reduce space heating demand of each house by 2033 to under 121kWh/m2/year. • Replace fossil fuel heating with clean heating alternatives by 2045. Scottish Government Fuel Poverty Act 2019 Sets statutory obligation to effectively remove fuel poverty from Scotland by 2040, with interim targets in 2030 and 2035. Scottish Government Housing to 2040 Outlines a long-term vision for all housing in Scotland.
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7 | P a g e PUBLIC Recommended Practice Document from the Scottish Housing Regulator on Integrated Asset Management (2023) Provides advisory guidance ensuring that the organisation can make strategic asset decisions based on an understanding of Asset Performance. The principles are: • Principle 1 - Governing bodies and committees lead the strategic response to asset management and should be assured that assets are managed effectively. • Principle2 - Social landlords should have a comprehensive understanding of their assets. • Principle 3 - Social landlords should develop an approach to understanding the value of their assets. • Principle 4 - Integrated asset management outcomes should be understood and used as evidence to inform future investment decisions. • Principle 5 - Social landlords should use the integrated asset management outcomes to inform their asset management strategies. The following parts of this strategy examine typical housing asset management areas and assesses our assets current position. Some recommended actions will be made from the current identified position, taking into consideration the outlined asset management approach, core asset management objectives, and the background information. The recommendations are set out in an action plan covering the period 2025-2030, categorised by the core asset management objectives. 3. ASSET PROFILE Assets held on the Housing Revenue Account (HRA) are categorised by the following distinct types: Core Operational Assets This comprises the housing stock of currently 12,078 which directly supports the delivery of a housing service. A more detailed breakdown can be found at point 3.1 Non-Core Operational Assets This comprises a range of different asset classes such as: offices, homeless person units (HPUs), launderettes, community centres. Commercial Assets These assets provide an income to the HRA outwith social rented homes. It comprises a range of different assets, but the vast majority are shops. More detail can be found at point 3.2.
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8 | P a g e PUBLIC Environmental Assets These assets can be development sites, open areas within housing estates or items such as trees, car parking areas, pathways and retaining walls on HRA land. Lockups and Ground sites Lockups located within housing estates and rented by tenants or owner occupiers. Ground sites are leased by tenants or owner occupiers, and they are responsible for erecting and maintain any structures on their ground lease area. 3.1 Core Operational Assets As of 2025, Renfrewshire Council has 12,078 domestic properties, spread over 10 main localities: Locality Number Percentage of stock Paisley 6,986 57.85% Johnstone 2,379 19.70% Renfrew 1,626 13.46% Linwood 453 3.75% Bridge of Weir 208 1.72% Lochwinnoch 168 1.39% Bishopton 146 1.21% Howwood 67 0.55% Crosslee 44 0.36% Erskine 1 0.01% Total 12,078 100% The stock is mainly located in the towns of Paisley, Renfrew, and Johnstone with 91% of stock, and the remaining 9% in Linwood and villages. Renfrewshire council housing stock spans from pre first world war to the present new build programme. The table below shows stock in age bands corresponding to major housing legislation, as requested by the Scottish Housing Regulator (SHR) in the Annual Charter Return (ARC). Age Band Number Percentage of stock Before 1919 31 0.26% 1919 – 1929 1,331 11.02% 1930 – 1949 2,793 23.12% 1950 – 1964 4,046 33.50% 1965 – 1975 2,750 22.76% 1976 – 1983 477 3.95% 1984 – 1991 215 1.78%
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9 | P a g e PUBLIC Age Band Number Percentage of stock 1992 – 1998 84 0.70% 2008 – 2011 37 0.31% 2012 onwards 314 2.60% Total 12,078 100% Over 90% of the stock is at least 50 years old. This impacts on likely condition, base standards of energy efficiency, requirements to meet modern standards and suitability for future tenants needs and demands. The built form of Renfrewshire’s stock is shown in the table below: Build Form Number Percentage of stock 4 in a block Flat 2,674 22.14% Tenement Flat 4,578 37.91% Multi-storey Flat 1,005 8.32% Other Flat 712 5.90% Bungalow 388 3.21% House 2,359 19.53% Maisonette 347 2.87% Prefab 15 0.12% Total 12,078 100% Over 77% of Renfrewshire’s council housing stock is in a common block of one form of another, a particularly high figure, especially when compared with the Scottish national figure of 36.4% and the average across all Local Authorities of 54%. Renfrewshire Council has demolished around 2500 properties over the last twenty years and has currently designated a further 886 for demolition as part of approved housing regeneration programmes. Whilst the Council’s new build programme will be adding more houses over the next 5 years, the rate of demolition and new build will still mean that the council will have a high percentage of common blocks to maintain. A high concentration of mixed tenure common blocks has a significant impact on the council’s ability to manage its stock, as any owners need to be consulted on works and can potentially block investment. The table below shows the number of blocks and the breakdown of tenure within them. Tenure of Blocks Number of Blocks Percentage of Blocks Fully Council 716 25.53% Council Majority 656 23.40% 50/50 Ownership 764 27.25% Council Minority 668 23.82%
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10 | P a g e PUBLIC Tenure of Blocks Number of Blocks Percentage of Blocks Total 2804 100% The council fully controls only a quarter of its common blocks. Private ownership within the remaining 75% of blocks amount to almost 5200 households (with a proportion of those being private landlords). The Housing Investment Team (HIT) has responsibility for consulting with private owners for repairs and major capital programme works. The Tenements (Scotland) Act 2004 is the main legislation used to manage mixed tenure stock. Other sections of this strategy; Net-zero, Asset Condition, and Property Investment, will discuss the impact of mixed tenure and the use of this Act. Through previous Right to Buy legislation almost 17,000 council homes were sold. The vast majority of those being houses and bungalows rather than flats, resulting in a high proportion of mixed tenure blocks remaining within the stock profile. Whilst the sold houses and bungalows are situated within housing estates, there is little impact on the maintenance of our housing stock. However, there are potential issues with common land, boundaries, common footpaths, and trees within the estates which will be outlined later in this document. Future net-zero carbon requirements is another issue with the sold houses and bungalows, that may impact on future investment of Council stock, this will be discussed in section 4 on net-zero carbon and sustainability. The council’s stock by accommodation size is shown below: No. of Bedrooms Number Percentage of stock 0 (bedsit) 418 3.46% 1 3,597 29.78% 2 5,772 47.79% 3 2,077 17.20% 4 211 1.75% 5 or greater 3 0.02% Total 12,078 100% The built construction type can impact on investment requirements. Below is a breakdown of main wall type:
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11 | P a g e PUBLIC Main Wall Construction Number Percentage of stock Cavity 5,736 47.49% Sandstone 462 3.83% Solid Wall 2,908 24.07% System Built 2,437 20.18% Timber Frame 535 4.43% Total 12,078 100% The solid wall, sandstone, timber frame and system-built construction types can cause issues with attaining high energy efficiency levels. Net-zero carbon requirements are likely to be challenging for all construction types but some of the system built are of a particular concern. Excluding ‘No-Fines’ type, the system-built category can be broken down into non-traditional constructions as shown below: Non- traditional build type Number Athol 4 B.I.S.F 42 Blackburn 74 Lawrence 20 Miller 60 Orlit 40 Perm Aluminium 15 Scotcon 16 Swedish Timber 16 Weir 41 Whitson Fairhurst 40 Wimpey 163 Total 530 These properties are of particular concern with some issues over long-term structural integrity and potentially higher than normal cost to meet net-zero carbon targets. This is further complicated by owners within non-traditional common blocks and in adjoining properties in terraces or semi-detached properties. Re-evaluate non-trad stock for structural condition and investment required to meet net-zero, considering mixed tenure or adjoining owners 3.2 Commercial Assets These assets generate an income for the HRA but are not directly involved with provision of housing. These assets are currently managed on behalf of Housing Services by the Principal Estates Surveyor within the Chief Executives Department. Most of these assets are shops, generating an annual rental income of around £1m per annum.
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12 | P a g e PUBLIC The shops are normally leased on commercial full repairing and insurance (FRI) leases, where the shop tenant is made responsible for all maintenance and insuring. The majority of shops are situated within the ground floor of common blocks that have council housing above them and many repairs are common to the block. These assets will be incorporated into the housing asset management system (Apex) to enable any planned investment requirements. These shops also need to meet net- zero carbon by 2045 and as they are almost all within communal housing blocks, it is recommended that they are invested in at the same time as the housing units. As well as generating income, the HRA’s 152 shops provide local facilities to residents and could play a role in the Housing to 2040 vision. They also play a role in a local economy and provide some local employment opportunities. Incorporate shops into cost base within Apex. An asset performance review of these assets is underway, considering wider issues than net present value alone 3.3 Environmental Assets These assets are mainly located within the housing estates and play an important role in providing amenity and improving the look of a local area. If not maintained, they can diminish an area or even be a health and safety risk to residents. These assets are often seen as liabilities but with net-zero carbon requirements, areas of grass and trees can be seen as a carbon positive. Areas of ground could potentially be used as heat sinks in the future, to provide heating and hot water to homes. When properties were sold under RTB, little cognisance was taken of the liabilities within the housing estate that the owner should have been made aware of. Title feu plans only refer to the building and garden areas and this has resulted in some housing schemes having limited numbers of tenants paying rent but the HRA being responsible for maintaining the estate. There is potential to rectify some of this disparity if areas are used for net-zero heating solutions and therefore benefit owners, via service charging. Information on these assets is limited. Most HRA grounds maintenance areas have been captured on our GIS (Geographic Information system) but trees, footpaths, roads, car parking, retaining walls, railings have not. Trees require to be managed to ensure they don’t damage buildings or risk injuring people if they fall or branches fall off, the Health and Safety Executive advises that a tree management plan should be in place by owners to mitigate the risk of serious injury or death, it is also a requirement from insurers. This applies to trees on common HRA land in estates and within gardens of tenanted properties. With the increasing use of Solar PV on roofs, maintaining suitable tree heights and crown width to prevent shading will be an increasing burden.
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13 | P a g e PUBLIC Determine HRA tree information held by Neighbourhood Services, consider carrying out a tree survey to create a tree management plan Footpaths, roads, car parking and retaining walls can often be adopted by the Roads Service, thereby meaning although owned by the HRA, they will be maintained by Roads. However, many areas within the housing estates are not adopted and the HRA is liable to maintain them. The unadopted assets require to be captured using GIS. These assets require to be added to APEX and managed on condition with typical replacement spans and schedule of rates, producing cost projection outputs as required. Capture extent of unadopted HRA assets on GIS and carry out a condition survey to provide a baseline for adding to APEX Create a strategy to manage non-housing estate assets effectively Once survey information is collated, regular estate inspections will be required to ensure the areas are maintained effectively. These inspections can identify issues that require a reactive response and update condition data. 3.4 Lockups and Ground sites These assets will be incorporated into the housing asset management system (Apex) to enable any planned investment requirements. A review of lockups and ground sites is currently underway. Act on outcomes from the lockup & ground sites review 4. NET-ZERO CARBON & SUSTAINABILITY Net-zero carbon is an emerging area of policy that will affect housing asset management. This section will not be an extensive explanation of climate change or net-zero but instead will outline briefly why we have net-zero, what the term means and what the impacts are for social housing. The remaining sections of this strategy look at standard asset management areas and appropriate reference will be made in each of them, of the influence that net-zero carbon will likely have.
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14 | P a g e PUBLIC 4.1 What is Climate Change Climate change is the long-term shift in global temperatures and weather patterns. High levels of greenhouse gases (mainly carbon dioxide and methane) in the atmosphere are deemed to be driving current climate change, causing global temperatures to rise sharply. Although climate change can occur from natural sources, the rapid high level of greenhouse gases currently in the atmosphere can be attributed to relatively recent human actions, with the burning of fossil fuels, modern farming and deforestation being the main activities. 4.2 Social Housing and Climate Change Social housing has been contributing to climate change through the use of fossil fuels for heating and hot water (operational carbon) and from embodied carbon due to the use of concrete, bricks, blocks, steel etc for construction and ongoing maintenance. New social housing may also contribute to the loss of ‘green space’ which were once carbon sinks. Operational carbon emission from all UK housing amount to around 15-20% of all emissions, although social housing is generally considered more energy efficient. Social housing is also suffering some consequences due to climate change. Different weather patterns are increasing the risk of flooding, overheating during summer, fires, structural damage from soil shrinkage during droughts, increased fabric weathering from wetter winters and damage from increasing wind speeds. 4.3 Net-Zero as the solution to Climate Change Stopping the increase of greenhouse gases into the atmosphere is the solution identified by science. ‘Net-zero’ is the ambition, where any man-made greenhouse gases are offset by removing the same amount. Achieving net-zero globally is expected to limit earth’s temperature increases and thereby limit climate change. The Scottish Government has set the year 2045 as the target for Scotland to be net- zero. Net-zero is easier to achieve if the amount of man-made greenhouse gases being created are vastly reduced in the first place, making the offsetting of those gases a less onerous and feasible task. The reduction and eventual elimination of using fossil fuels is considered the primary concern. Fossil fuels will be replaced primarily by renewable energy such as wind, solar and geothermal. As these sources increase, the amount of carbon required to produce electricity decreases and will eventually be almost nil. Therefore, electricity is seen as the main energy fuel to help achieve net-zero. Nuclear, hydro and possibly hydrogen will be other forms of energy used.
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15 | P a g e PUBLIC 4.4 What does net-zero mean for Social Housing Social housing needs to follow the same principle as other areas of the economy to reach net-zero and reduce carbon output as much possible. Where any residual carbon output exists, it needs to be balanced by ‘negative carbon’ from elsewhere, this could be from some homes creating more energy than they use (new builds have potential in this area, although embodied carbon must be accounted for) or offsetting by for example planting trees to capture carbon. To remove carbon from social housing, fossil fuel based heating and hot, water needs to be replaced by a renewable source. Renewable heating such as heat pumps are seen as the primary method. District heating is also a viable option, especially if the heat source is from a body of water or the ground. The additional capital cost of installing renewable heating and of increasing fabric insulation to accommodate this form of heating, is a concern for possible future borrowing levels and future rent levels. 4.5 Renfrewshire Council Housing and Net-Zero Net-zero carbon has been an emerging government policy area, the Housing Investment and Housing Regeneration teams have been adapting to these policy announcements. The Housing Regeneration team are responsible for new build housing and created a plan to gradually increase the specification of their new build to meet the exacting passivhaus standard, and to have renewable heating/hot water. Recent policy updates for new build housing in Scotland has resulted in the Scottish Government looking to create a ‘Scottish Passivhaus’ standard. Future new build developments will reflect new standards as they are announced. The Housing Regeneration team to follow policy announcements on ‘Scottish Passivhaus’ and determine impact on the council new build programme Housing investment team to follow policy announcements on ‘Scottish Passivhaus’ and determine the impact on components in Apex and 30yr cost profile The Housing Investment team have been increasing the quality of their retro fit specification over the last few years. They were also early adopters of the PAS2035 standard to ensure that the retro fitting of energy measures is considered in a ‘whole house’ approach, rather than one off standalone measures, which can lead to performance issues and wasted efforts.
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16 | P a g e PUBLIC Our Housing Investment team took the decision to look at deep retrofit design using PAS2019 and PAS2035 on an archetypal basis and appointed a consultant to design around 3500 ‘blocks’ to a high quality retrofit standard. The designs will have high thermal efficiency, airtight with cold bridging minimised and designed using a software tool called the Passivhaus Planning Package (PHPP). This approach is more accurate than using SAP or RdSAP or Energy Performance Certificates (EPC’s). As a result, the modelled energy and carbon savings from PHPP help close the performance gap between design and reality. It is expected the above approach will ensure our housing stock meets SHNZS, however once the exact requirements of SHNZS are confirmed our specification of works will be reviewed. Analyse costs from early projects, to determine impact on cost projections for stock to meet SHNZS Housing Investment Team to follow policy announcements on net-zero and energy efficiency to adapt designs and plan progress to 2045 We are adopting a fabric first approach to net-zero. The main reasons for this approach are: 1. Although heat pumps are very efficient, if the houses are not insulated to a high standard, there is a danger of increasing heating costs for tenants and increasing fuel poverty, due to the cost differential between electricity and gas. 2. Heat pumps have a high capital cost compared to renewing a gas boiler however costs may reduce in the future as the market matures and there is an increase in the number of competent installers. 3. Renfrewshire’s housing stock being 78% communal block, makes it more difficult to install air source heat pumps, due to lack of outdoor space and complexities around ownership. 4. Communal air source heat pumps are an alternative option, but they would still require communal garden space, and the council may then need to bill each flat in a block for the energy used. The regulatory implications for being a major heat provider with billing responsibilities need to be considered. 5. Heat pumps perform better as a low water temperature system, rather than ‘flash’ heating a property like gas systems, they work to maintain an even temperature throughout the day. Tenants who are in fuel poverty often opt not to heat or they are on pre-payment meters and may often go through periods of no credit.
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17 | P a g e PUBLIC This results in a heat pump not being used, the temperature dropping inside the home and when the heat pump is eventually turned on, it is at its least efficient trying to heat a home from cold and end up costing tenants more to run. 6. Over 90% of Renfrewshire’s housing stock is on the mains gas grid and as a result many have gas cooking facilities. One of the benefits of removing gas is the saving of a standard charge on a gas meter but if a gas cooker is present, then it may need to remain, or the tenant may be required to purchase an electric cooker. 7. A mass switching to electric heating would require the Distribution Network Operator (DNO), SP Energy Networks, to upgrade the electric network to meet that demand. Currently the Council would need to pay for that to be done. Currently there is no obligation on the DNO to upgrade an area to meet our proposed projects and there is no plan available from the DNO to show their intentions. Heat pump types can be air, ground, or water sourced. They all use electricity but exchange heat via those three different elements. Ground and water heat pumps are considered more efficient than air source but have a higher capital cost. As Renfrewshire’s housing stock is mainly urban, concentrated in three main towns and there are two large rivers nearby, there is potential for consideration of large district wide communal water heat pumps. The Council’s Local Heat and Energy Efficiency Strategy (LHEES) was approved in early 2024 and has identified possible Heat Network Zones. The Housing Investment team contributed to the development of LHEES and ensured the council housing stock was considered as part of the initial plan. Although electrification is considered the most likely strategy to replace fossil fuels, there are potential options to use other sources, utilising the current mains gas network with other gases, such as hydrogen. The UK and Scottish Governments are currently funding trials and the blending of some hydrogen into the mains gas may start relatively soon. The UK government is set to decide on the viability of using hydrogen within the main gas network in 2026, but its own Climate Change Committee is clear they don’t see widespread use of hydrogen for domestic heating and the Scottish Government’s draft Energy Strategy and Just Transition Plan of 2023, indicated a similar position. This is an emerging area with many decisions yet to be made by governments, local authorities and the DNO’s. Changes to legislation, regulation, taxation policies and external events may all converge to change the current thinking and result in changes to any initial strategies.
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18 | P a g e PUBLIC Create a strategy for energy efficiency and ‘clean’ heating & hot water Liaise with the LHEES team to provide input from a council housing perspective, to help shape their LHEES action plan 4.6 Economies of Scale and Financing of net-zero The cost of achieving net-zero for our housing stock cannot be fully determined until the requirements of SHNZS are confirmed and a clearer plan emerges from the LHEES strategy, but early indications are that costs will be substantially higher than current investment levels. The extra investment will be due to the higher standard of building components, greater complexity levels of workmanship and the higher capital cost of renewable clean heating alternatives, compared to existing fossil fuel heating. It is also evident that the costs to maintain the standard over a normal 30- year life cycle, will be greater than previous business assumptions. Those predicted extra costs could be reduced by economies of scale and tackling whole streets or even estates at the one time. Net-zero is a requirement for all homes, irrespective of tenure and it would be cost effective to include all homes in a project. The map below shows a typical council estate within Renfrewshire and the mix of council stock shown as cyan squares, in amongst private owners shown as blue points. © Crown Copyright and database Rights 2024. Licence number AC0000815792 For this model to operate, owners would have to fund their own costs, which could be substantial. The Scottish Government has set up the Green Heat Finance Taskforce, which is looking at options for private finance to provide capital to owners.
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19 | P a g e PUBLIC The Scottish Government has also setup a national energy agency, Heat & Energy Efficiency Scotland (HEES), where one of its main roles is to co-ordinate the delivery of clean heat and energy efficiency across Scotland. Renfrewshire Council are part of the Glasgow City Region Housing Retrofit Delivery Group, which is investigating the possibility of an area-based scheme throughout the region. The Council’s LHEES remit includes improving the energy efficiency of housing of all tenures throughout the local authority area. To follow and report on the Green Heat Finance Taskforce findings to help determine future investment policy within mixed tenure estates Make applications to the Social Housing Net Zero fund for retrofit projects and EES:Abs for owners, aiming for at least £10m over the life of the asset management strategy Investigate the support available from the Heat & Energy Efficiency Scotland agency to help determine future investment strategies Where the Council still retains an interest in a common block, we will look to invest in the block to meet net-zero and owners within the block will be asked to contribute their share of costs. All funding opportunities will be explored to support and encourage owner participation; however, it is expected owners will need to pay a contribution. The Tenements (Scotland) Act does not have the powers to force owners to pay for all net-zero works. The Scottish Government would need to provide a framework which assists the Council to proceed with net-zero investment to mixed tenure blocks. Most of the income generated for the HRA is via rental charges, so any increased investment will put pressure on the level of rent charged to tenants. Rent increases are a sensitive area of social housing policy and decisions on rent levels take in many factors. Increased capital will be required to meet net-zero, the Housing Investment Team will continue to apply for grant funding to compliment the current investment budget, but additional funds will be required. Renfrewshire Council Housing Services must determine how that will be achieved and plan to meet the net zero by the backstop date of 2045. Renfrewshire Council Housing to consider net-zero within an updated 30-year business plan 4.7 Net-zero and Fuel Poverty The Scottish Governments Fuel Poverty Act 2019 sets a statutory obligation to effectively eliminate fuel poverty from Scotland by 2040.
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20 | P a g e PUBLIC In terms of housing asset management, our fabric first approach to investment is helping to reduce energy costs for our tenants and contributing to the elimination of fuel poverty If renewable district heating is introduced in the future, this combined with the lower heat demand due to deep retrofit, will help protect tenants from high energy costs and contribute to eliminating fuel poverty. Monitor deep retrofit projects and determine actual fuel usage and costs for heating and hot water. Information provided to assist meeting the Fuel Poverty Act 4.8 Sustainability When considering net-zero as well as operational carbon, whole life carbon (WLC) has also to be taken into account. This includes elements such as- • Mining of base material such as aggregates, cement etc • Manufacturing of insulation products • Transporting materials to site • Machinery and energy used to carry out works Although WLC has not been mandated, it seems inevitable that this will come in from the UK or Scottish Government. The Council will require to ensure its processes reflect sustainability. It is likely the procurement process will require contractors to demonstrate they are working towards carbon neutrality. As a result, it is anticipated that natural products will be increasingly used for insulation, and this may increase the costs of retrofit further. Consider WLC in HRA projects and operations, developing an initial plan to achieve full sustainability 5. ASSET CONDITION Regulatory standard of asset condition is measured through the Scottish Government’s Scottish Housing Quality Standard (SHQS). The SHQS has five main criteria that social rented properties must satisfy, plus sub-criteria within each. It states our properties must- • Meet the tolerable standard • Be free from serious disrepair • Be energy efficient • Have modern facilities and services • Be healthy, safe, and secure
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21 | P a g e PUBLIC Until recently the Energy Efficiency Standard for Social Housing (EESSH), was another Scottish Government standard which social housing had to meet but it has now been incorporated into the SHQS, element 35 within the energy efficient criteria. EESSH was enhanced beyond initial 2020 targets, with a 2032 target of social housing needing to meet an energy performance certificate (EPC) rating of Band B for energy efficiency (or as high as practically possible within the limits of cost, technology, and necessary consent). The EESSH 2032 target however is currently suspended pending review to ensure it aligns with net-zero carbon. 5.1 Meeting the Scottish Housing Quality Standard (SHQS) Having achieved compliance with the SHQS in 2015, compliance rates declined in 2020/21 across the social housing sector due to the inclusion of EESSH into the standard. Compliance also fell dramatically in 2021/22 with the introduction of new standards for smoke and heat detectors and electrical testing being included within the assessment of SHQS compliance. Those changes adversely affected the majority of social landlords and whilst works to comply with the new standards were introduced, the pandemic was a factor which affected landlords’ ability to access properties at volume. In Renfrewshire, a remedial plan was put in place during 2023/24 for both smoke/heat detector upgrades and electrical testing and significant progress has made in this area. The EESSH figure included within the SHQS is the original standard which was to be achieved by 2020. The Social Housing Net Zero Standard (SHNZS) is expected to be announced during 2025 and may replace EESSH within the SHQS, which would lead to an initial increase in fails. Most other cases of non-compliances are covered by abeyance or exemption in line with published guidance. The majority of them are due to no access or refusal to allow works to be carried out. Due to the council having a high proportion of common blocks with mixed tenure, many of those SHQS failures are due to owners refusing to engage or participate in common works. Over the life of this strategy, aim for SHQS compliance to be a minimum of 90% (excluding the possible inclusion of the SHNZS into the SHQS) SHQS Compliance over previous 5 years 2020/21 2021/22 2022/23 2023/24 2024/25 80.10% 57.10% 67.90% 68.55% 80.02%
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22 | P a g e PUBLIC 5.2 Condition - Mixed Tenure Blocks For component condition and state of dis-repair, the SHQS is not an exacting standard and although a property is compliant, it may not meet tenant expectations. In mixed tenure blocks where the council is a minority owner, the council cannot enforce works to common areas unless the building is considered a health and safety risk. Even then, the council can only carry out remedial works to make it safe. Over time, this is leading to common blocks not having major component parts like roof or wall finishes replaced and it has a detrimental effect on the look and performance of the building. More reactive repairs need carried out over time as a result of these blocks being missed from planned programmes due to lack of owner participation. This goes against the principle of good asset management practice, as planned preventative maintenance is not possible in these situations, which can be to the detriment of council tenants within these blocks. When Right to Buy legislation was enacted, the division of owner responsibilities was not always detailed in the titles and as a result, the Council must try and force common works, via the Tenements (Scotland) Act 2004. The council does offer some financial support to private owners through the provision of Private Sector Housing Grant (PSHG) and can provide credit facilities to owners in order to encourage works, however the grant levels do not meet the full cost of works, and many owners refuse to commit to contributing to the balance. The Scottish Government’s Energy Efficiency Area Based Scheme (EES:Abs) funding provides grants to owners in connection with energy works, but this funding stream is limited to certain archetypes and there is a disconnect between need for major investment and a block being eligible for area based grant. Within the Council’s approved eight regeneration areas, an enhanced percentage of PSHG is being offered to owners, with additional options to help owners pay their share of investment works as well as the option of transferring ownership of their property to the Council in some limited circumstances. Whilst the regeneration areas account for less than 10% of Council stock, any increased success of owner uptake within these areas could be a model for expanding into non regeneration areas, should funding become available to support this. The Scottish Government is aware of the difficulties all local authority landlords are facing in maintaining mixed tenure blocks and has previously indicated their intention to bring forward legislation to support landlords, however to date this has not been delivered. With net-zero being a statutory requirement, it could mean that net-zero will be the vehicle to provide a legal framework that forces owners to agree to investment works. The Communities and Housing Policy Board approved a ‘last in block’ policy where council stock that is alone amongst owners in a block is considered for sale when void, and the receipts from any such sales are then used to purchase a privately owned property in blocks where the purchase leads to the council gaining a majority or outright ownership of the block.
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23 | P a g e PUBLIC This policy does assist the council to maintain stock levels and address the balance of ownership in some mixed tenure blocks, the policy will be considered within the lifetime of this strategy, with consideration of whether it should be extended to increase the rate of sales and purchases to help the council maintain more of its stock or amended to consider net-zero and the needs of the council’s LHEES strategy. Last in block policy to be reviewed for possible extension, must consider net-zero and the council’s LHEES plan The Scottish Government has published some proposed policies around mixed tenure and has recognised the issue of fabric condition. A tenement working group looking at maintenance and energy efficiency has made recommendations, and the government has announced proposals about compulsory owners’ associations being formed for each common block. The potential for legislation to impact this area is noted and the Council will continue to monitor developments. Housing Services to keep abreast of Scottish Government policy announcements in relation to mixed tenure 5.3 Condition – Multi Storey Blocks Renfrewshire Council has fourteen multi storey blocks, constructed between 1959 and 1976. All have had external cladding added, with the majority of them installed within the last fifteen years. In 2020/21 detailed condition surveys were completed on all the blocks, and these identified a range of short-, medium- and long-term works required to maintain the blocks and update them to meet current fire safety and energy efficiency requirements. As a result, £27m has been allocated within the capital investment programme over the life of this strategy. Deliver investment of at least £27m on the multi storeys over the life of this strategy After the Grenfell Tower fire in 2017, there has been increased scrutiny and legislation in relation to fire safety within multi storey blocks. The detailed surveys in 2020/21 of Renfrewshire Councils multi’s only commented on certain elements of fire safety related to condition, they were not fire safety surveys completed by a fire safety engineer. The Scottish Government has accepted all the recommendations from the public enquiry into the Grenfell Tower and this signals significant changes ahead for building and fire safety regulations. As part of the Housing (Cladding Remediation) (Scotland) Act 2024, the Scottish Government established a Cladding Safe Building Register, this will be populated with information gathered through Single Building Assessments (SBAs). The SBAs are fire safety surveys carried out by specialist fire engineers that will also appraise the external walls to PAS 9980. The Scottish Government has offered funding to carry out SBAs and Renfrewshire Council has been awarded funding in principle for all fourteen multi storey blocks and two further blocks between 11m-18m in height that have external cladding.
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24 | P a g e PUBLIC Complete SBA’s and assess any resulting recommendations as part of the multi storey investment programme As a result of the projected investment levels and the increasing fire safety requirements, the council has created a thematic working group for the multi storeys. Bringing together representatives from various departments, the Multi Storey Thematic Group serves as a collaborative forum designed to facilitate and promote discussion surrounding the refurbishment of multi storey housing across the asset estate. Its primary role is to ensure that all relevant perspectives, expertise, and resources are considered in the planning and implementation of improvements. Five of the multi’s are currently heated by mains gas and Scottish Gas have recently made the council aware for the need to replace the gas supply pipes to all five. Net- zero will require the eventual replacement of mains gas with a renewable form of heating. Two of the multi’s, Gallowhill Court and Glencairn Court, will have gas removed in 2025/26, having a ground source loop array heat pump system installed. This will be the largest such system in Scotland when it is completed in 2026. Two other multi’s, Camphill Court and Speirsfield Court, have been zoned in the first proposed district heating network from Local Heat and Energy Efficiency Strategy (LHEES). The Housing Asset & Investment team are part of the LHEES Officer Working Group and will monitor progress towards the proposed district heating network. Asset & Investment team to progress net-zero heating proposals for the multi storeys 5.4 Asset Condition Data Stock condition data is the basis for evidencing compliance with the SHQS, providing information to the Annual Return on the Charter (ARC) of the Scottish Housing Regulator (SHR) and deriving the investments plans required over a thirty-year period. The SHR expects social landlords to complete a full SHQS compliant survey of 100% of its stock, at least every five years. Renfrewshire Council carried out a full stock condition survey over a decade ago, using external surveyors, and maintained the data thereafter using their own internal surveyors. A decision was taken in 2023/24 to carry out another full stock condition survey by external consultants. In 2024 John Martin Partnership Surveyors were appointed on a five-year contract, with a third of stock to be surveyed for the first three years and the last two optional years used to try and access refusals from the first three years. Data is being interfaced into Apex at the end of each survey year. To enable costed investment projections to be produced, the stock condition data requires to be paired with an accurate cost base, known as a schedule of rates (SOR), based on typical costs to replace components.
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25 | P a g e PUBLIC The initial SOR was based on costs from the stock condition of over a decade ago and although some costs have been amended, there is a danger that future cost projections will not be sufficiently robust if costs aren’t reviewed on a more regular basis. The scope of component and attribute data currently held in the housing asset management database (Apex), will need reviewed to ensure it covers all elements of HRA assets. Complete Stock Condition Survey and interface data into Apex Review scope of components in APEX, ensure its SOR is updated 5.5 Reinforced Autoclaved Aerated Concrete (RAAC) RAAC is a lightweight form of concrete which may have been used in buildings between the 1950’s to the1980’s. The concrete has limited durability, especially when exposed to water and is now of an age where failure of the product is possible. A desktop survey of our housing construction and archetype data was undertook in 2023, to identify stock where RAAC may be more likely to be present. From the results, intrusive site surveys were undertaken and no RAAC was identified. The desktop survey method and site surveys were validated by an external structural engineer. We continue to be vigilant to identify any possible RAAC in our housing stock during surveys and whilst carrying out repairs or investment works. 6. Digital Asset Management Digital asset management in social housing is crucial for storing, organising, and processing stock condition data to prove compliance with regulations or standards. It also helps to make effective decisions on investment. Renfrewshire Council’s Housing Systems- • Open Housing Management System (OHMS) – Used for lettings, tenant information, rental charges, historic repairs, some cyclical maintenance regimes, void management, and holds component information. Accessed by all of Housing Services. • Apex housing asset management – Used for detailed component storage, costs, investment projections, SHQS compliance, document storage and energy information for EPC’s. Accessed by the asset management team within Housing Services.
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26 | P a g e PUBLIC • Enterprise document management System (NECDM) – Used to store and manage documents. Accessed by all of Housing Services. • ArcGIS – Geographic Information System used to display housing assets and associated information spatially. Other council departments data can also be displayed at the same time as Housing Services and the GIS can be interrogated to provide new data. Accessed by a small number in Housing. • AutoCAD – Computer aided drawing tool mainly used in Housing for creating basic house floor plans. Accessed by a small number in Housing. • Workhub – Used for repairs. Accessed by housing staff involved in repairs. • CAMIS – A corporate asset management system for non-domestic properties but some housing information is contained within CAMIS that traditionally Property Services maintained on behalf of Housing Services An integrated single housing and asset management system has been procured, and implementation is scheduled on a phased basis from 2026 to replace OHMS, Apex and Workhub. The new system will have the ability to directly access the document management system and play a role in project management of investment delivery. Asset & Energy team to take responsibility for accuracy of property data within Apex and associated data in OHMS ArcGIS provides enhanced ways to interrogate property data and display information to others. It can also be used remotely for survey work, such as estate management and there will be opportunities to expand the use of this with the introduction of the new housing and asset management IT system. Asset & Energy team to explore increasing the use of GIS and expand the users accessing it for information Digital asset management is an evolving area. Building Information Modelling (BIM) is becoming increasingly popular with asset management. BIM merges CAD and GIS capabilities to provide a 3D model of a building with a database of attributes, enabling users to track changes to a building and its services easily, ensuring data is maintained very accurately. New build housing could see BIM becoming standard use within the lifetime of this strategy; however, it is larger residential buildings that could see the most benefit. Building such as high rises and sheltered housing complexes have many communal areas, complicated and varied mechanical & electrical components and often greater health and safety requirements, that can be better asset managed in BIM systems.
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27 | P a g e PUBLIC The Internet of Things (IoT) is another emerging area of digital asset management. IoT for housing asset management can currently be used for monitoring component failures before they fail, such as lifts and boilers, and for environmental condition monitoring within homes. It will be increasingly used for monitoring the performance of energy efficiency, net-zero products and identifying fuel poverty. As of 2025, the Housing Investment team currently have around 8% of stock with environmental sensors. The sensors collect data on temperature, humidity and carbon dioxide levels within a home. The data is used to monitor the success of energy projects, and an Energy Advocate is directed by the data to try and intervene where fuel poverty is suggested or high levels of condensation are present, that may indicate a damp and mould risk. Our reactive repairs service can also request the installation of sensors where a tenant has raised concerns over damp or mould in a property without existing sensors. The sensors will provide additional data for possible reasons leading to damp conditions and provide evidence of the efficacy of any subsequent intervention. The Council is investigating opportunities for funding towards ‘Smart Social Housing’, where a mass install of sensors using fibre broadband in their housing stock is proposed. This could be in partnership with Health and Social Care. Asset & Energy team to explore increasing the use of environmental sensors across the stock Asset & Energy team to explore developments of BIM and IoT within housing asset management and make recommendations 7. Asset Performance Asset performance for social housing is normally based on two metrics, financial value expressed as a net present value (NPV) and non-financial social value. NPV is determined by taking 30 years of rental income, less 30 years of projected costs in the form of planned, cyclical, servicing, reactive repairs, an allowance for void periods, and a housing management cost. Social value elements can vary but normally revolve around tenant perception of house quality, estate quality and type of housing provision on offer in an area. Renfrewshire council carried out an asset performance review (APR) in 2018, using the findings to identify stock with concerns. Regeneration areas were created to deal with underperforming stock and those areas make up the majority of the current demolition and new build programme. The asset management guidance of 2023 issued by the Scottish Housing Regulator, placed a high importance on carrying out an APR to inform asset management decisions.
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28 | P a g e PUBLIC Construction costs have greatly increased since the last APR exercise and combined with the new stock condition survey, which is underway, another APR will be carried out. The impact of net-zero and whole life carbon will also need to be considered within the APR and any option appraisal process thereafter. Asset Performance Review to be undertaken 8. Property Investment This strategy is primarily focussed on managing and maintaining our social rented housing stock. To meet standards and regulations, other areas in addition to planned investment are required. The following section outlines all those areas, and the projected capital spend estimated over the life of this strategy. 8.1 Investment Total capital investment in the housing stock over the life of this strategy is projected to be over £290m. A breakdown of the of the investment is shown in the following table – Please refer to section10 of this document for governance arrangements of the HRA capital investment plan. Deliver at least £292m of HRA capital investment, over the life of this strategy Regeneration and Renewal Investment Programme As previously outlined, special regeneration areas were created as a result of the last asset performance review. HOUSING INVESTMENT 2025-26 2026-27 2027-28 2028-29 2029-30 5 Year Totals £m £m £m £m £m £m Total Existing Housing Stock 34.431 31.375 33.225 21.522 26.481 147.034 Regeneration and Renewal Investment Programme 19.147 24.682 31.999 16.976 20.773 113.577 New Supply Programme Excluding Regeneration Projects 7.758 11.563 2.500 4.000 6.000 31.821 Capital Expenditure Total 61.336 67.620 67.724 42.498 53.254 292.432
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29 | P a g e PUBLIC These areas are Housing Services led but do involve other departments within the Council and liaison with the Renfrewshire Health and Social Care Partnership. The Housing stock in these areas will be offered retrofit investment of a high standard to help eradicate fuel poverty for the residents and increase the desirability of the area, with increased incentives for owners to participate. Demolition and new build housing are also part of the regeneration project. As well as investing in the housing stock, improvements to the surrounding environment are being made with landscaping works, new ideas around communal refuse storage and visual improvements to communal areas such as stairwells. New Supply Programme Our new builds will be designed to meet future net zero requirements, with very high energy efficiency, high levels of air tightness, MVHR and clean heating. Over the life of this strategy, circa 340 new homes are projected to be built. Existing Housing Stock There are currently three key housing investment programme workstreams • External Housing Investment • Internal Housing Investment • Investment in High-Rise Blocks External Housing Investment The external housing investment programme continues to focus on improving energy efficiency across Renfrewshire homes with the installation of External Wall Insulation (EWI) that reduces heat loss and lower carbon emissions, contributing to the national Net-Zero ambitions set out by the Scottish Government. This programme also involves essential works that may include all or some of the following: roof and gutter replacement, replacement rendering, solar PV, loft insulation and common windows and doors. Over the life of this strategy, over 2000 homes are projected to receive external investment. The current contract with our external contractor ends in 2026 and a new contractor will be procured covering the remaining life of this strategy. Internal Housing Investment Internal investment in Renfrewshire’s housing stock includes the replacement of kitchens, bathrooms, heating systems and electrical rewiring where required. Kitchen, bathroom, heating replacements and rewires may also be carried out by Building Services and external appointed contractors on a reactive basis through the void works programme and other ad hoc reactive works including because of fire damage, rot works or heating failures.
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30 | P a g e PUBLIC Over the life of this strategy, over 5000 homes are projected to receive some form of internal investment. Investment in High Rise Blocks Refer to section 5.3 for details of the investment requirements to the multi storey blocks. 8.2 Responsive Repairs Repairs are a crucial part of asset management, ensuring we maintain standards and helping to retain or extend the expected life span of components. The majority of responsive repairs are undertaken by Renfrewshire Council’s own internal service provider, Building Services, supplemented by external contractors where required or for works of a specialist nature. Where repairs are no longer viable and a major component needs replaced urgently, such as a failing roof finish, it is not always possible to have that roof added to an existing planned contract. As a result, there can be delays in progressing with these major repairs, leading to more decants and increased void loss. A review of alternative options for progressing such works should be undertaken. Agree a process in the Housing Investment Team where urgent major repairs are dealt with effectively Performance, satisfaction and best value with our reactive repairs service, can be shown by some key performance indicators and benchmarking performance against other Local Authorities. (source: Scottish Housing Network – benchmarking data) Repairs Right First Time
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31 | P a g e PUBLIC Average Days to Complete Non-Emergency Repairs Although these two important KPI’s shows an improving reactive repairs service, with KPI’s better than our peer group, tenant satisfaction levels with the service have been falling. Over the life of this strategy improve tenant satisfaction with the repairs service 8.3 Dampness & Mould Dealing with dampness and mould is a key priority for all social housing landlords and monitoring performance in this area will be a requirement for the annual return to the Scottish Housing Regulator from 2025/26. In line with other landlords, Renfrewshire has experienced an increase in the volume of reports for dampness and mould from tenants, and our procedures have been updated to reflect this. The Housing (Scotland) Bill introduces Awaab’s Law which mandates social landlords to address damp and mould within a set timeframe to ensure tenants’ health and safety. It is expected to be implemented from March 2026 subject to Parliament’s agreement. As deep retrofit progresses with suitable ventilation measures, and with the increasing use of environmental sensors (please refer to section 6 on Digital Asset Management), the likelihood of dampness and mould occurring is expected to decrease. However, a review of the ventilation in the housing stock, across all the main archetypes prior to a retrofit, is recommended. Monitor mould and damp frequency and the use of environmental sensor data
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32 | P a g e PUBLIC Review ventilation currently used and develop a ventilation strategy that is integrated with retrofit and SHQS requirements 8.4 Void works General void works are carried out by Building Services, supplemented by external contractors for SHQS works. The impact of Net zero requirements needs to be considered in reviewing the Void Property Standard with additional works such as underfloor insulation or changing heat/hot water provision, likely to be required. Review void letting standard to include requirements to meet the SHNZS Improving the void process and reducing the void turnaround timescales has been a key priority for Housing Services and a pilot of a new ‘Single Voids Team’ has been underway since March 2024. Review impact of single voids team pilot Performance, satisfaction and best value with our voids service, can be shown by key performance indicators and benchmarking performance against other Local Authorities. (source: Scottish Housing Network – benchmarking data) Void Re-Let Days 8.5 Cyclical Planned Maintenance Cyclical maintenance is required to help ensure asset components attain or exceed their expected life span. This should lead to improved business planning and enable efficient use of resources.
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33 | P a g e PUBLIC Current cyclical regimes include – • Gutter Cleaning • Door and Window Servicing • Lift Servicing • Boiler Servicing • Communal Boilers and Controls • Fire Alarm Panel Servicing • Fire Detection and Suppression systems • Roof Anchor Checks • Emergency Lighting Servicing • Decoration within Sheltered Complexes • CCTV Servicing • Timber Painting • Cleaning • Smoke Vent Servicing • Laundry Servicing The introduction of new technologies to support meeting net zero requirements mean there are a range of planned programmes to be developed to service these new components, these include- • Heat Pump Servicing • Mechanical Ventilation & Heat Recovery Servicing • Solar Panel Array Inspections • Battery Storage Inspections • Ventilation Filter Replacements Consideration should also be given to extending planned maintenance regimes to include the following, subject to analysis of cost / benefits. • Decoration of Common Areas • Door Entry System Servicing • Hot Water Cylinder Inspections • External Wall Insulation Inspections • Multi Storey Inspections • Defect Period Inspections • Estate Inspections Add new cyclical maintenance regimes within the lifetime of this strategy for new technologies Conduct cost/benefit analysis of extending planned maintenance regimes
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34 | P a g e PUBLIC 8.6 Compliance Housing asset management compliance is the process of following laws, rules, regulations, and industry standards to manage assets. The main areas of compliance for social housing are: • Asbestos Management • Gas Safety • Legionella and Water Hygiene • Electrical Safety • Fire Safety • Mechanical and Lifting Equipment Safety Compliance is a key social landlord responsibility, with a risk to the organisation of reputational damage. Following a review of housing compliance which was undertaken by Savills consultancy in 2020/21, it was recommended that a dedicated compliance team be established within Housing Services. Prior to this team being created, responsibility for housing compliance was complex, with various services across the Council having different elements of responsibility. The housing compliance team structure was developed and the majority of posts filled during 2023/24. Renfrewshire Council joined the Social Housing Safety Network (Scotland) in November 2023 which, as an organisation dedicated to tenant and resident safety in Scotland, provides a forum for keeping members updated and aware of changes to legislation, regulations or regulatory requirements, with the opportunity to share resources and knowledge. The housing compliance team also actively engage with the Council’s Health and Safety Team and participate in corporate compliance related working groups. The introduction of a new housing management system within the life of this strategy is expected to significantly enhance and assist the data management for compliance with this phase of the system anticipated to go live in mid-2027. The compliance team carry out their own audits on data and are seeking to engage external agencies to carry out further audit checks. The Housing Landlord Compliance Strategy 2025-2028 was approved by the Policy Board in March 2025, which contains a commitment to provide a compliance performance report bi-annually. Compliance team to ensure all Policies, Procedures and Guidance is in place for each compliance regime Compliance team to ensure effective monitoring and reporting is in place
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35 | P a g e PUBLIC 8.7 Medical Adaptations Housing Investment carry out disabled adaptations to Council homes, enabling tenants to stay in their homes longer. Total spend in 2024/25 was around £750k. Performance, satisfaction and best value with our adaptations service, can be shown by key performance indicators and benchmarking performance against other Local Authorities. (source: Scottish Housing Network – benchmarking data). Medical Adaptations – Average days to complete Average days to complete approved adaptations to be under 30 days within the lifetime of this strategy 9. Tenant Consultation & Participation Our current Tenant Participation Strategy was adopted in 2022. In that we acknowledge that when consulting with tenants, we will listen to tenants and make sure their views and priorities are considered before decisions are reached. To accommodate this, we have a wide range of consultative methods that makes it easy for tenants and residents to give their views, these are: • Tenants and Residents Associations • The Tenants Scrutiny Panel • Tenant Quality Circles • The Council Wide Form The Service carries out surveys to ascertain tenants’ views on service delivery and general satisfaction. In addition to this a Service Development Officer specialises in tenant participation and supports and encourages tenants to be involved in service delivery decisions.
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36 | P a g e PUBLIC Our Regeneration Team also provide a wide range of consultation events for residents within the regeneration areas. To help deliver the new Investment programme, the Housing Investment Team will work with colleagues and tenants in line with the principles of our Tenant Participation Strategy to shape investment priorities and the delivery of these priorities over the next five years. Working with the Development Officers and tenant groups we will establish a monitoring system whereby tenants can review the progress of the Investment programme Establish a process where tenants can review proposed investment programmes 10. Governance & Risk 10.1 Governance Arrangements Renfrewshire Council Communities and Housing Policy Board is where housing strategy and performance is reported to the council’s elected members. Decisions on policy and scrutiny of performance are presented to the policy board, with senior officers available to answer questions from elected members. Contract awards for housing investment related works are presented for approval by procurement to the Finance, Resources and Customer Services Policy Board. In addition to the Policy Boards, two programme boards chaired by the Director of Environment, Housing and Infrastructure meet regularly to oversee the delivery of investment in the housing stock and the regeneration areas. A structured framework has been established that defines decision making authority, accountability and oversight of the Housing Asset and Investment Programme chaired by the Director of Environment, Housing and Infrastructure and comprising of Chief Officers and Senior Officers. Clear roles and responsibilities are assigned across the project team and regular governance reviews, risk management and performance monitoring are embedded within each project. It should be recognised that the Housing Asset and Investment Team are also responsible for the delivery of regeneration projects in existing housing stock within the designated regeneration areas, and these are governed by the Regeneration and Renewal Programme Board. The governance structure incorporates thematic groups, bringing together representatives from various council departments, serving as a collaborative forum designed to facilitate and promote discussion. The housing asset management thematic group’s primary role is to ensure that all relevant perspectives, expertise, and resources are considered in the planning and implementation of improvements
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37 | P a g e PUBLIC A mixed tenure block thematic group was established by the Housing-led Regeneration and Renewal Programme Board and due to the shared interest in this area, it is now a joint thematic group. 10.2 Risk Management The large levels of investment involved in the housing investment programme and the regeneration area programme, led to a risk register being created for both work streams. The risk registers highlight risk areas that could affect the programmes, with each risk scored according to impact and likelihood. Any mitigations to lower or eliminate risk are also outlined. At each Programme Board, the risk registers are updated and scrutinised. 11. Strategy Implementation & Monitoring Each action created within the strategy document has been added to an Action Plan, with target dates, leads identified and expected outcomes. Action plan progress will be reported annually to the Housing Investment Programme Board and to the Communities and Housing Policy Board.
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38 | P a g e PUBLIC Overall progress with the action plan will be commented upon in the next asset management strategy of 2030-2035, and its effectiveness in achieving the core asset management objectives. Action plan progress to be reported annually to the Housing Investment Programme Board
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PUBLIC CORE ASSET OBJECTIVE 1 - Ensure our housing stock and estates are suitable for current use and supports efficient and effective service delivery both now and in the future: ACTION LHS PRIORITIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Determine HRA tree information held by Neighbourhood Services, consider carrying out a tree survey to create a tree management plan SP2 P2 2026 -2027 Recommendation if HRA tree survey is required Tree asset and condition on GIS Tree management plan Capture extent of unadopted HRA assets on GIS and carry out a condition survey to provide a baseline for adding to APEX SP2 P2 2025-2026 Dataset on GIS Information provided to the Roads Section on roads and paths Create a strategy to manage non-housing estate assets effectively SP2 P3 2026-2027 Plan for maintaining and developing to meet resident needs Act on outcomes from the lockup & ground sites review SP2 P2 2026 Data amended in Apex Planned maintenance regime in place Increased demand for lockups Housing Investment team to follow policy announcements on ‘Scottish Passivhaus’ and determine impact on Repairs (main contractor training), components in Apex and 30yr cost profile SP2 P2 2025-2030 Report on Policy announcements Determine impacts Last in block policy to be reviewed for possible expansion, must consider net- zero and the Councils LHEES plan SP2 P4 2026-2027 Review and report with recommendations made Asset & Investment team to progress net- zero heating proposals for the multi storeys SP2 2026-2028 Report provided recommending clean heating solution for each block
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PUBLIC Review void letting standard to include requirements that help meet the SHNZS SP3 2025 New lettings standard integrated into retrofit requirements for SHNZS Average days to complete approved adaptations to be under 30 days within the lifetime of this strategy SP5 2025-2030 Top quartile of Local Authorities for days to complete adaptations. Increased tenant satisfaction with homes Action plan progress to be reported annually to the Housing Investment Programme Board P1 2025-2030 Annual report showing progress CORE ASSET OBJECTIVE 2 - Ensure homes are improved and maintained to a high standard, meet tenant aspirations and are compliant with relevant legislation: ACTION LHS PRIORITIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Deliver at least £292m of HRA capital investment SP2, SP3 2025-2030 Existing standards met. Working towards new standards Legislative compliance High tenant satisfaction of quality of home Deliver investment of £27m to the multi storey flats SP2, SP3 2025-2030 High tenant satisfaction of quality of home Legislative compliance Re-evaluate non-trad stock for structural condition and investment required to meet net-zero, considering mixed tenure or adjoining owners SP2 P2 2027-2028 Condition Report and evaluation Net-zero design cost and evaluation Over the life of this strategy, aim for SHQS compliance to be over 90% (excluding the possible inclusion of the SHNZS into the SHQS) SP2 2025-2030 Existing standards met High satisfaction from tenants Housing Services to keep abreast of Scottish Government policy announcements in relation to mixed tenure SP2 P4 2025-2030 Report on any changes of ability to maintain mixed tenure blocks
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PUBLIC Agree a process in the Housing Investment Team where urgent major repairs are dealt with effectively SP2 2025-2026 Process created for Delivery team to follow Monitor mould and damp frequency and the use of environmental sensor data. SP2 2025-2030 Mould and damp cases falling. Less severe instances of mould and damp Service Standards met Review ventilation currently used and develop a ventilation strategy that is integrated with retrofit and SHQS requirements SP2 2025-2026 Strategic ventilation plan covering all archetypes for repairs, void, retrofit and new build Compliance team to ensure all policies, procedures and guidance is in place for each compliance regime SP2 P1 2025-2030 Policies, Procedure and Guidance in place for review CORE ASSET OBJECTIVE 3 - Ensure future decisions are based on upon robust data with reviews or option appraisals of cause for concern stock: ACTION LHS PRIORTIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Incorporate shops into cost base within Apex. Asset performance review of these assets considering wider issues than net present value alone SP2, SP3 P2 2025-2027 Shops integrated into APEX. Cost base added to APEX SOR. Net-zero design/cost of blocks with shops Evaluate costs with income and plan Analyse costs from early projects, to determine impact on cost projections for stock to meet SHNZS SP3 P3 2026-2027 Report provided on ramifications of costs for future years Housing Investment Team to follow policy announcements on net-zero and energy efficiency to adapt designs and plan progress to 2045 SP3 P2 2025-2030 Updates provided yearly on any changes and horizon scan for future
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PUBLIC Regeneration Team to follow policy announcements on ‘Scottish Passivhaus’ and determine impact on the council’s new build programme SP1, SP3 P2 2025-2030 Evaluation provided of impact on new build programme Create a strategy for energy efficiency and ‘clean’ heating & hot water SP3 2026-2027 Plan produced for stock that meets SHNZS requirements Liaise with the LHEES team to provide input from a council housing perspective, to help shape their LHEES action plan SP3 2025-2030 Attend LHEES meetings and provide Social Housing Perspective to LHEES delivery Report on progress and any changes required to investment plan. To follow and report on the Green Heat Finance Taskforce findings to help determine future investment policy within mixed tenure estates SP3 2025-2030 Report on findings and any changes required to investment plan. Renfrewshire Council Housing to consider net-zero within an updated 30-year business plan SP3 2025-2030 Updated Business Plan. Monitor deep retrofit projects and determine actual fuel usage and costs for heating and hot water. Information provided to assist meeting the Fuel Poverty Act SP3 2025-2030 Produce report to evidence findings Assist Council to meet Fuel Poverty Act Consider WLC in HRA projects and operations, developing an initial plan to achieve full sustainability SP3 2027-2028 Report recommending changes to operation, procurement, and specifications Complete full stock condition survey and interface data into APEX SP2 P2 2025-2029 Report on findings and any changes required to investment plan. Asset Performance Review to be undertaken P3 2026-2027 Asset Performance Review report provided. APR model should be a tool to allow yearly updates in- house Complete SBA’s and assess any resulting recommendations as part of the multi storey investment programme SP2 P2 2025-2027 SBAs completed and blocks on safe cladding register. Any actions added to the investment programme
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PUBLIC CORE ASSET OBJECTIVE 4 - Develop the digital infrastructure to provide accurate asset management and performance information: ACTION LHS PRIORTIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Review scope of components in APEX, ensure SOR is updated P3 2025-2029 Apex provides all HRA property data for complete and accurate cost projections Asset & Energy team to take responsibility for accuracy of property data within Apex and associated data in OHMS P2 2025-2027 Apex and OHMS aligned and ready for replacement system Asset & Energy team to explore increasing the use of GIS and expand the users accessing it for information 2025-2030 GIS used by wider number of Housing staff GIS applications created for service improvement GIS awareness sessions Asset & Energy to explore increasing the use of environmental sensors across the stock SP3 2025-2027 Report on current usage and advise on improvements Asset & Energy team to explore developments of BIM and IoT within housing asset management and make recommendations P2 2026-2030 Yearly update and horizon scan report CORE ASSET OBJECTIVE 5 - Demonstrate value for money in the delivery of our reactive repair service, cyclical maintenance services and capital improvement programmes: ACTION LHS PRIORITIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Make applications to Social Housing Net Zero funds for retrofit projects and EES:Abs for owners, aiming for at least £10m over the life of this strategy SP5 SP3 2025-2030 Report on successful funding bids Over the life of this strategy improve tenant satisfaction with the repairs service. SP2 2025-2030 Renfrewshire to be in top quartile for this KPI amongst other authorities
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PUBLIC Review impact of the single voids team pilot SP2 2025-2026 Void targets achieved with cost savings Increased satisfaction in home quality for new tenancies Add new cyclical maintenance regimes within the lifetime of this strategy for new technologies SP2 2025-2030 New cyclical programmes created Conduct cost/benefit analysis of extending planned maintenance regimes SP2 2026-2027 Report produced with recommendations Compliance team to ensure effective monitoring and reporting is in place SP2 2026 Reports to SMT provided on overall compliance OHMS replacement system utilised CORE ASSET OBJECTIVE 6 - Ensure tenant involvement in the development and monitoring of our services and improvement programmes: ACTION LHS PRIORITIES SHR GUIDANCE PRIORITIES TARGET DATE OUTPUTS Investigate the support available from the Heat & Energy Efficiency Scotland agency to help determine future investment strategies SP3 2025-2026 Report on contact with agency Establish a process where tenants can review proposed investment programmes 2025-2026 Output from tenants involvement shown to impact investment decisions