Agenda Document Pack - Housing and Community Safety Committee - 24/06/2025
Moray Council · 24 June 2025
Back to Housing and Community Safety Committee — 24 June 2025 and its agenda
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Housing and Community Safety Committee Tuesday, 24 June 2025 NOTICE IS HEREBY GIVEN that a Meeting of the Housing and Community Safety Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 24 June 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 15 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minute of meeting of 6 May 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 7 - 8 5. Written Questions ** 6. Moray Affordable Housing Investment Programme Report by Depute Chief Executive (Economy, Environment and Finance) 9 - 16 7. Consultative Draft Local Housing Strategy 2025-2030 Report by Depute Chief Executive (Economy, Environment and Finance) 17 - 24 Page 1
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8. Evaluation of the Tenancy Sustainment Fund Report by Depute Chief Executive (Economy, Environment and Finance) 25 - 32 9. Place Standard Tool for Community Safety Lens Report by Depute Chief Executive (Economy, Environment and Finance) 33 - 38 10. Housing and Property Services Budget Report to 31 March 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 39 - 48 11. Allocations Policy Annual Performance Report 2024-25 Report by Depute Chief Executive (Economy, Environment and Finance) 49 - 60 12. Performance Report (Housing and Property) - Period to March 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 61 - 68 13. Housing and Property Services Service Plan 2025-26 Report by Depute Chief Executive (Economy, Environment and Finance) 69 - 80 14. Information Reports - if called in Item(s) which the Committee may wish to consider with the Press and Public excluded 15. Building Services Budget 2024-25 - Budget Monitoring [Para 9] • 9. Information on terms proposed or to be proposed by or to the Authority; Page 2
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Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services at least 48 hours before the meeting for which the report is published. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Housing Investment Outturn 2024-25 Report by Depute Chief Executive (Environment, Economy and Finance) 81 - 92 Summary of the Housing and Community Safety Committee functions: To deal with matters relating to Housing/HMOs, Housing Regeneration, Homelessness, Social Inclusion, Equalities, Community Safety, Anti- Social Behaviour (including road accidents) and Community Liaison. Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Housing and Community Safety Committee SEDERUNT Councillor Amber Dunbar (Chair) Councillor Donald Gatt (Depute Chair) Councillor James Allan (Member) Councillor Neil Cameron (Member) Councillor Tracy Colyer (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Marc Macrae (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor Derek Ross (Member) Councillor John Stuart (Member) Ms Alison Angus (Non-Voting Member) Ms Beverley Davenport (Non-Voting Member) Ms Elizabeth McKnockiter (Non-Voting Member) Clerk Name: Lissa Rowan Clerk Telephone: 07765 741754 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Housing and Community Safety Committee Tuesday, 06 May 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor James Allan, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor Derek Ross, Councillor John Stuart APOLOGIES Ms Alison Angus, Ms Beverley Davenport, Ms Elizabeth McKnockiter IN ATTENDANCE Depute Chief Executive (Economy, Environment and Finance), Head of Housing and Property Services, Building Services Manager, Georgina Anderson, Senior Solicitor and Lindsey Robinson, Committee Services Officer 1. Chair The meeting was chaired by Councillor Amber Dunbar. 2. Declaration of Group Decisions and Members Interests * In terms of Standing Order 21 and 23 and the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. 3. Resolution The Committee resolved that under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for the items of business detailed below, on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act. Paragraph Number of Minute Paragraph Number of Schedule 7a and Reason 7 9 - Information on terms proposed or to be proposed by or to the Authority. 4. Minute of meeting dated 11 February 2025 Item 4. Page 7
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The Minute of the meeting of the Housing and Community Safety Committee held on 19 November 2024 was submitted and approved. 5. Written Questions ** The Committee noted that no written questions had been submitted. 6. Information Reports The Committee noted that neither of the information reports had been called in. 7. Building Services Budget Report 2025-26 [Para 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) presenting the Building Standards Trading Operation Budget for 2025/26. Following consideration, the Committee unanimously agreed: i. the proposed Building Services Trading Operation Budget for 2025/26, as detailed in section 6 and APPENDIX I of the report; ii. to approve the service development proposals at a cost of £181k as detailed in section 7 of the report; iii. the Building Services key business priorities highlighted in section 8 of the report; and iv. the Building Services anticipated key performance outputs for 2025/26, as set out in section 9 of this report. Page 8
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Report to: Housing and Community Safety Committee Meeting Date: 24 June 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: HPS022/25 Author: Fiona Geddes Contact Email: housingstrategy@moray.gov.uk Subject: Moray Affordable Housing Investment Programme 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of progress on the Affordable Housing Investment Programme in Moray. 1.2 This report is submitted to Committee in terms of Section III G (10) of the Council's Scheme of Administration relating to the preparation and implementation of strategic housing plans. 2. SUMMARY 2.1 The report provides details of an update on the current and future affordable housing investment programme, including the recently received Resource Planning Assumption for 2025/26. The report also provides an update on the Council’s own new build and acquisition programme, including an update on development of Bilbohall, Elgin. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) notes the resource planning assumption received from the Scottish Government and its implications for the development programme; ii) scrutinises and notes progress on the Moray Affordable Housing Investment Programme; iii) scrutinises and notes progress on delivery of housing at Bilbohall, Elgin; and Item 6. Page 9
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iv) scrutinises and notes progress on the delivery of the Council’s new build and acquisition programme. Fiona Geddes Housing Strategy and Development Manager 4. BACKGROUND AND CONTEXT 4.1 The Council receives an annual resource allocation from the Scottish Government to fund the supply of new affordable housing in Moray. The Council’s Strategic Housing Investment Plan (SHIP) determines how this funding will be used to plan and deliver the affordable housing priorities of the Local Housing Strategy. The investment and project priorities set out in the SHIP form the basis of an annual Strategic Local Programme Agreement (SLP) between the Council and the Scottish Government. The SLP details the projects that will be funded during the year, the affordable housing developers who will deliver them, the targets for grant expenditure and the milestones by which progress on delivery will be measured. The Council and Registered Social Landlords (RSLs) are the principal developers of affordable housing in Moray. 4.2 On 19 November 2024, this Committee approved the Council’s SHIP (paragraph 8 of the Minute refers). 4.3 On 13 February 2024, this Committee approved a rationale for prioritisation of projects anticipated to start during 2024/25/26 (paragraph 9 of the Minute refers. The agreed priorities are: • corporate and strategically important projects, i.e. Bilbohall; Speyview, Aberlour; • supported housing for people with learning disabilities i.e. Woodview2, Lhanbryde; Western Village, Elgin South; • Growth Deal Housing Mix Project developments i.e. South Street/High Street, Elgin; Dallas Dhu, Forres; • NHS key worker housing, to be agreed following the publication of NHS Housing Need Assessment currently in development; and • Open market acquisition of long-term empty homes. 5. MORAY STRATEGIC LOCAL PROGRAMME (SLP) Outturn 2024/25 5.1 The RPA spend achieved in 2024/25 was £10.512m, against RPA of £7.127m (147%). This positive outcome was due to Moray’s ability to bring projects forward and so take advantage of project slippage and underspend within the wider Highlands and Islands administrative region. Page 10
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5.2 New build completions during 2024/25 Site Town No of units Landlord Completion date Ferrylea R3 Phase 2 Forres 43 Grampian HA Apr 2024 Findrassie Ph2a Elgin 25 Grampian HA Apr 2024 Findrassie Ph2b Elgin 16 Grampian HA Nov 2024 Banff Road Phase 2 Keith 26 Moray Council Mar 2025 Total 110 Resource Planning Assumption 2025/26 (RPA) 5.3 On 1 May 2025, Moray Council received notification of the RPA for 2025/26 of £8.902m plus £0.093m for acquisitions specifically to help address temporary accommodation pressures, totalling £9.995m. This is similar to pre-2024/25 allocations. No indication of RPA for subsequent years has been provided. 5.4 The following tables illustrate the affordable housing programme for 2025/26 where Scottish Government funding has been secured, or where the project fits with the prioritisation described at Para 4.3 above: Currently under construction Site Town No of units Landlord Completion date (est) Kinneddar Meadows Lossiemouth 10 Osprey Housing Sep 2025 Speyview Phase 1 Aberlour 39 Moray Council Feb 2026 Kinneddar Meadows Lossiemouth 8 Osprey Housing Feb 2026 Western Village, Elgin South Elgin 44 Grampian HA May 2026 High St/South St Regen Elgin 38 Places for People Oct 2026 Total 139 Site start expected during 2025/26 Site Town No of units Landlord Site start (est) Bilbohall Phase 1 (R2) Elgin 28 Moray Council TBC Speyview Phase 2 Aberlour 31 Moray Council Sep 2025 Garmouth Road Lhanbryde 30 Grampian HA Mar 2026 Total 89 5.5 Officers will continue to maintain a substantial shadow programme of developments. Should additional grant funding become available, officers will be able to bring a project(s) forward from the shadow programme, in accordance with the priorities set out at Para 4.3 and in the SHIP. 5.6 Progress on programme delivery will be reported to this Committee on a biannual basis. 6. MORAY STRATEGIC LOCAL PROGRAMME (SLP) 2025/26 SSEN Page 11
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6.1 SSEN have plans to complete a £20billion investment programme. Full details are available on the SSEN website at Projects - SSEN Transmission. SSEN need to bring their workforce into the north of Scotland to deliver this programme. This impacts on Highland, Moray, Aberdeenshire and Angus local authority areas. Workforce accommodation will be required during 2025 – 2030. 6.2 Officers have provided options for SSEN, drawn from the SHIP Shadow Programme, with the aim of enabling delivery of affordable housing stalled due to lack of funding. Given that delivery and occupation within required timescales are fundamental to SSENs programme, options where planning consent has already been granted have been prioritised. At the time of writing social landlords, including Moray Council, were actively considering participation. 6.3 Proposals for the Council’s participation will be considered by Moray Council at a future meeting. Bilbohall, Elgin 6.4 The first phase of development at Bilbohall (R2) was granted planning consent on 22 October 2024 (102 units). Officers had intended to publish a tender for procurement of a construction contractor in December 2024, to deliver 28 units plus shared infrastructure at the earliest possible opportunity, with the aim of achieving site start in Feb/Mar 2025. However, in November 2024 SSEN further reduced the electrical capacity they can make available to the site, to a level where delivery is not viable. Therefore the tender was paused. 6.5 Following formal engagement with SSEN at a senior level, proposals for electricity supply to the site by 2027 have been provided, at additional cost of £0.5m, sufficient to supply 106 units (R2). SSENs quote for this work expired on 31 May 2025. The Head of Housing and Property has accepted this quote under the Scheme of Delegation 14 (Enabling: To develop and manage Council house new building projects). Officers seek homologation of the decision to accept this quote by the deadline. Acceptance of the quote was key to publication of a tender for 28 units and shared infrastructure on 30 May 2025. It is anticipated that it will be possible to present tendered costs for approval by this Committee in November 2025. 6.6 Significant priority has been assigned to the Bilbohall development in the current SHIP, with an allocation of funding from the 2025/26 RPA and communication with the Scottish Government over securing the grant required to achieve site start continues. It is expected that the programme can include Moray Council’s 28 units at R2 (see Para 5.4 above), plus sufficient road and drainage infrastructure to facilitate delivery of Grampian Housing Association’s supported housing for people with learning disabilities on R3 (22 units) in 2026/27. 7. COUNCIL ACQUISITION PROGRAMME 7.1 The SHIP provides facility to purchase properties from the open market for provision of affordable housing, where strategic and value for money criteria have been met. 7.2 The outturn for 2024/25 is presented in the table below. Page 12
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7.3 Open market acquisitions approved to proceed or completed: Funding Source Budget outturn spend 2024/25 completions 2024/25 pending completions 2025/26 Affordable Housing Supply Programme RPA £0.133m 2 Rural Affordable Homes for Key Workers Fund Additional to RPA but national budget £0.205m 1 1 Temporary Accommodation Pressures £0.369m ringfenced within RPA £0.363m 2 3 7.4 Three of the pending completions will return empty properties back into occupation, helping to support the strategic aims of the Local Housing Strategy. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy Page 13
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☒ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population 8.3 Policy and Legal The affordable housing supply programme contributes to meeting the Council’s statutory duties to address homelessness and meet housing need in Moray. Assisting SSEN in their objectives will contribute to delivery of the Council’s Economic Strategy, to delivery of new build housing, and to achieving energy security in the longer term. 8.4 Financial The report provides details of the resources being made available by the Scottish Government to part-fund affordable housing in Moray. The Council has agreed that 50 new council houses will be built per annum. The current HRA Business Plan has made provision for the level of borrowing required to part-fund the Council’s housebuilding programme. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 8.5 Risk The lack of RPA beyond 2024/25 is a significant risk to larger developments where construction costs may extend beyond one financial year. Moray Council and RSL Boards may be unable to commit to a project if the Scottish Government funding commitment is unconfirmed. There is a risk that slippage or reduction in the programme will result in loss of Scottish Government More Homes Division grant funding to Moray, with the funds diverted to other LAs. The programme may be impacted by economic and market conditions and site-specific issues as developments proceed. In particular, interest rates and potential front funding will impact on the cost of development. There are processes in place to manage these risks and mitigations considered. 8.6 Staffing There are no implications arising from this report 8.7 Best Value and Transformation Page 14
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There are no implications arising from this report 8.8 Property The report details the ongoing programme for development of additional affordable housing in Moray in response to strategic needs and specifically the Council new build programme to increase the Council’s own supply of affordable housing. 8.9 Information Communications/Technology/Digital There are no implications arising from this report. 8.10 Equalities, Social Inclusion and Economic Impact The housing needs of equalities groups are identified in the Local Housing Strategy (LHS). The Moray Affordable Housing Programme seeks to deliver the housing priorities identified in the LHS. 8.11 Climate Change and Biodiversity Impacts The aims of the affordable housing programme are closely aligned to the Council’s Climate Change Strategy, and Local Heat and Energy Efficiency Strategy (LHEES). 9. CONSULTATION 9.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), the Head of Housing and Property Services, G. Anderson, Legal Services Senior Solicitor, the Property Asset Manager, the Acting Head of Economic Growth and Development, the Strategic Planning and Development Manager, the Integrated Service Manager, Community Learning Disability Service, the Chief Financial Officer and L. Robinson, Committee Services Officer. 10. BACKGROUND PAPERS 10.1 Held by author Page 15
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS020/25 Author: Fiona Geddes Contact Email: housingstrategy@moray.gov.uk Subject: Consultative Draft Local Housing Strategy 2025-2030 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide an update on the development of the draft Local Housing Strategy 2025-2030. 1.2 This report is submitted to Committee in terms of Section G (11) of the Council's Scheme of Administration relating to the formulation and implementation of the Council’s strategic Housing Plan. 2. SUMMARY 2.1 The report provides a summary of the progress made in the development of the Local Housing Strategy 2025-2030. The report also seeks approval of a revised Scheme of Assistance and seeks delegated authority to appoint consultancy to complete a Sheltered Housing review. 3. RECOMMENDATIONS – 3.1 It is recommended that Committee: i) notes the approach to development of the LHS; ii) notes that the consultative draft LHS will be presented to this Committee on 9 September 2025, for approval prior to public consultation; iii) approves the revised Scheme of Assistance; and iv) grants delegated authority to the Head of Housing and Property to procure consultancy/resource to complete a Sheltered Housing Review. Item 7. Page 17
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Fiona Geddes Housing Strategy and Development Manager 4. BACKGROUND AND CONTEXT 4.1 The Housing (Scotland) Act 2001 requires local authorities to produce a Local Housing Strategy (LHS) supported by an assessment of housing need and demand. 4.2 On 13 Feb 2024, this Committee was advised of the “robust and credible” status of the Housing Need and Demand Assessment 2023 (HNDA) (para 6 of the Minute refers). 4.3 On 26 February 2025, Moray Council agreed to reduce the budget for discretionary repair grants during 2025/26, and to review the remaining provision from 2026/27 (para 4 of the minute refers). 4.4 On 21 June 2022, this Committee approved the LHS Action Plan 2024/25 (paragraph 7 of the Minute refers). The Action Plan included an action to complete a Sheltered Housing Review which remains outstanding. 5. LHS DEVELOPMENT 5.1 The LHS has been in development since July 2024. It has been developed to this stage using a collaborative co-production approach between partners, consultation with stakeholders and the public, and is underpinned by the findings of the HNDA 2023. Arneil Johnston have facilitated the consultation activities. 5.2 The draft LHS is still in development. It will set out how the Council and its partners intend to alleviate housing need, address homelessness and improve the whole housing system. The LHS actions will range from building more new affordable houses of the right type and in the right location, to reducing fuel poverty, improving the condition of housing and alleviating homelessness. 5.3 To build the new Local Housing Strategy, officers have been working with a wide range of partners to assess local needs, agree priorities and define the ideas and solutions to deliver a shared vision for housing and housing services in Moray. The Council also commissioned Arneil Johnston, to support the development of the new LHS framework including research, stakeholder engagement and action planning. 5.4 The development of the LHS is overseen by the multi-agency Housing Market Partnership, supported by Arneil Johnston. This group includes representatives from the relevant Council Services and other agencies e.g. Planning, Health and Social Care Moray, NHS Grampian, Registered Social Landlords (RSLs), Scottish Government enterprise companies, private sector representative bodies and Third Sector Representatives. The Housing Market Partnership will be a key consultation body as the LHS develops. Key elements of the LHS development process include: 1. extensive analysis of the Moray housing system building on the Housing Need & Demand Assessment 2023 including housing market operation, housing affordability, housing access and choice, un-met need for both mainstream and specialist homes, the extent and nature of homelessness, property condition and energy efficiency challenges and neighbourhood quality. Page 18
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2. consultation with Moray residents on the housing issues that have the greatest impact on local households and communities, as well as priorities for future action. 3. prioritisation of the main housing issues to be tackled over the next five years in collaboration with housing market partners. 4. engagement with stakeholders to co-produce the LHS vision, agree the main priorities for action and define the action, investment and partnership activities that should be considered. 5. option appraisal of strategy actions ensuring the most deliverable and impactful activities are integrated into the LHS action plan over the next 5 years. 5.5 So far, the co-production process has agreed the overarching LHS vision of “In Moray everyone has access to the right home, in the right place at the right time” To achieve this vision and tackle the main priorities for action identified by local residents, partners and stakeholders, the following four LHS priorities have been defined: Priority 1: Building more homes creates sustainable communities and enabled economic growth. Priority 2: Making better use of existing homes prevents homelessness and improves housing options and choice. Priority 3: Partnership working maximises housing’s role in improving health and wellbeing. Priority 4: Improving property condition and achieving affordable warmth is enabled in all homes. 5.6 Next Steps The LHS development process is now well underway, with the remaining activity focusing on a programme of interactive option appraisal workshops to be held with housing market partners across May 2025. These workshops will enable expert stakeholders to identify the actions that should be taken forward by the Council and partners over the next 5 years. The outcome of the option appraisal process will be the development of the LHS action plan and strategy document. The Council and partners have agreed the appraisal criteria to be applied to each potential action, which places priority on providing measurable difference, providing a positive impact on housing need and demand, deliverability, best use of available resources and fit with national/local objectives. 5.7 Further actions are: Arneil Johnston will compile a draft LHS and Action Plan for further consultation. An Integrated Impact Assessment will be developed. The consultative draft LHS will be presented to this Committee in September 2025 for approval, prior to public consultation. 6. REVISED SCHEME OF ASSISTANCE 6.1 The Scheme of Assistance (SofA) is a requirement of the Housing (Scotland) Act 2006 and aims to set out the information, advice and in some circumstances, financial assistance the Council will provide to owner-occupiers and private renters in the repair, maintenance and adaptations of their home. 6.2 The SofA was approved by Communities Committee on 1 December 2009 (para 6 of Minute refers). It has been reviewed in the light of the recent budget reduction for Repairs Grant allocations. Page 19
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6.3 The revised SofA continues to provide homeowners and private tenants with details on assistance and advice available to carry out repairs, improvements and disabled adaptations to their homes. The elements which have been amended are the removal of information relating to financial assistance available for repair works along with a general update on services. The revised SofA is available at: http://www.moray.gov.uk/moray_standard/page_101101.html 6.4 Approval is sought to publish the revised SofA, which forms part of the suite of documents associated with the LHS. 7. LHS ACTION: SHELTERED HOUSING REVIEW 7.1 The LHS Action Plan includes a requirement to complete a Sheltered Housing Review originally planned for 2023/24 but this remains outstanding. The drivers for this requirement are associated with: “flat” demand for sheltered housing, despite our aging population, and in contrast with the sharply increasing demand for 1 bed accessible housing. This is evidenced in the HNDA 2023 and in the annual review of the Council’s Allocation Policy provided elsewhere on this agenda; high levels of non-payment of the Warden charges in some locations. higher than average levels of refusal of offer in some locations. 7.2 Delegated authority is sought for the Head of Housing and Property to commission specialist consultancy or other staffing resource to complete the Sheltered Housing Review during 2025/26, at an estimated cost of £40k. Provision of 0.2 FTE additional policy resource is also sought to enhance service capacity to review policies. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. Page 20
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a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population. 8.3 Policy and Legal It is a requirement of the 2001 Housing (Scotland) Act that local authorities have a Local Housing Strategy. Detailed guidance has been produced by the Scottish Government. 8.4 Financial The costs associated with consultancy to deliver the Sheltered Housing Review will be derived from the service development component of the HRA budget. One off Costs: Service Area Budg et Budge t Years Propose d Spend this Year Virement From Other Comments Housing Strategy & Development 2025/2 6 £40k Service Developmen t Budget (HRA) The cumulative commitment against the service development budget will be £272,200 if each of the recommendation s in the LHS, Placed Based Pilot and Evaluation of the Tenancy Sustainment Fund reports are approved, further to previous approvals. This leaves a balance of £37,800 Page 21
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against the £310k budget. Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comment s Housing Strategy & Development 01 August 2025 10,600 Service Developmen t Budget (HRA) Will be included in baseline for 2026/27 8.5 Risk There are no implications arising directly from this report. 8.6 Staffing Should the resource required to deliver the sheltered housing review be available internally instead of via external consultancy, a temporary appointment would be required. Appointment of an additional 0.2 FTE Senior Policy Officer (Grade 8) would be made per para 7.2. 8.7 Best Value and Transformation There are no implications arising directly from this report. 8.8 Property There are no implications arising directly from this report. 8.9 Information Communications/Technology/Digital There are no implications arising directly from this report. 8.10 Equalities, Social Inclusion and Economic Impact It is a statutory requirement that equality issues should be addressed in the LHS. The LHS includes strong themes on economic disadvantage and inequality. Data and evidence about the specialist housing and support needs of equalities groups has been gathered as part of the Council’s Housing Need and Demand Assessment 2023. The LHS will set out how the Council intends to address these needs. Officers will prepare a draft Integrated Impact Assessment which will form part of the public consultation. Equality groups will be included in the LHS consultation. 8.11 Climate Change and Biodiversity Impacts The aims of the Local Housing Strategy are closely aligned to the Council’s Climate Change Strategy, and Local Heat and Energy Efficiency Strategy (LHEES). 9. CONSULTATION 9.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), the Head of Housing and Property Services, the Head of Economic Growth and Development, the Strategic Planning and Development Manager, G. Anderson, Legal Services Senior Solicitor, the Chief Social Work Officer, Chief Officer Health and Social Care Moray, the Property Asset Manager, the Housing Page 22
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Needs Manager, the Chief Financial Officer, the Equal Opportunities Officer and L. Robinson, Committee Services Officer. 10. BACKGROUND PAPERS 10.1 Held by author Page 23
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS023/25 Author: David Munro Contact Email: david.munro@moray.gov.uk Subject: Evaluation of the Tenancy Sustainment Fund 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and note the evaluation of the Tenancy Sustainment Fund (TSF) which operated during the fiscal year 2023/24, an update on activity in 2024/25 and proposals for ongoing provision. 1.2 This report is submitted to Committee in terms of Section III G (1c) of the Council’s Scheme of Administration relating to dealing with the levy, collection, payment and recovery of Council house rents. 2. SUMMARY 2.1 The report provides an evaluation of the Tenancy Sustainment Fund which operated during 2023/24. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the evaluation of the TSF as detailed in Section 5; ii) notes the reduction in rent arrears achieved during 2024/25 as detailed in paragraph 5.3 to 5.7; iii) approves the establishment of a TSF on an ongoing basis as detailed in paragraph 5.8; iv) agrees to the addition of a further 1.0 FTE Area Housing Officer as detailed in paragraphs 5.9 and 5.10; and Item 8. Page 25
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v) delegates authority to the Head of Housing and Property, in consultation with the Chief Financial Officer, to write-off rent arrears balances in exceptional circumstances, where balances are deemed unreasonable to pursue as set out in paragraph 5.11. David Munro Housing Services Manager 4. BACKGROUND AND CONTEXT 4.1 On 13 February 2024, the Housing and Community Safety Committee approved the implementation of a revised Rent Setting Policy (Item 7 of the Minute refers). At the meeting, Committee also granted approval for a rent campaign incorporating the operation of a TSF to assist vulnerable Council tenants who are facing financial hardship due to the cost-of-living crisis. 4.2 The aim of the TSF is to support tenancy sustainment and remove the potential threat of homelessness by offering financial assistance where full repayment of arrears is uneconomic or inappropriate due to financial hardship. The fund also provides relief where small arrears balances have been accrued, and the cost of collection is not viable as it would exceed the balance being pursued. This pragmatic approach ensures that resources are used efficiently, enabling staff to focus on higher value arrears cases. 4.3 On 7 May 2024, the Housing and Community Safety Committee noted the review and evaluation of the TSF (Item 7 of the Minute refers) which had operated from 1 March 2024 until 31 March 2024. The Committee also approved the continuation of the TSF for financial year 2024/25 with a further review in the next financial year. 4.4 It is worth noting eight out of the sixteen local authorities that attend the Scottish Housing Rent Forum operate TSF’s with the average value of the funds being £469k. 5. REVIEW AND EVALUATION 5.1 In the first year of operating the scheme (2023/24), 151 referrals were made in the course of March 2024. Of these referrals, 117 received an award of funding, with 34 being unsuccessful. 5.2 An analysis of these 117 tenancies took place in February 2025 to determine the extent to which application of the TSF had helped to reduce or eliminate arrears and ultimately avoid tenancy failure. A summary of the position at that time was: 25 (21.4%) tenants had no arrears; 53 (45.3%) tenants were adhering to payment arrangements and successfully reduced the arrears balance; 32 (27.4) tenants had not adhered to payment arrangements and had increased arrears balances; and 7 (6.0%) tenancies had ended for reasons of: o Abandonment (3) o Downsizing (1) o Transfer to Moray Council tenancy (1) o Transfer to Housing Association tenancy (1) o Move to Private Rented tenancy (1). Page 26
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5.3 It is considered that the first two categories of tenants, those with no arrears (21.4%) or those who had engaged with payment agreements and reduced their balances (45.3%), had clearly succeeded against the scheme objectives. Similarly, of the seven tenancies which had ended, four (3.4%) had moved on to alternative accommodation requiring reference checks for new tenancies. Accordingly, 82 of the tenants receiving assistance in the initial scheme (70.1%) are deemed to have sustained an improvement thereafter. Given the adverse circumstances which made them eligible, this is taken to be a considerable success. 5.4 The 32 tenants (27.4%) who had not adhered to payment arrangements and 3 tenancies ended by abandonment (2.6%) are accepted as not having met the scheme objectives in terms of reducing arrears and sustaining tenancies. Housing Officers continue to engage with these tenants under the rent procedures in an effort to rectify the situation. That 97.4% of overall recipients remain in tenancies after 12 months and none have ended by court action in the interim, can be considered positive, given that to have been entitled to assistance implied the tenants were facing considerable adversity in sustaining their rental payments. 5.5 Out of 232 TSF referrals, 215 received financial assistance totalling £64,247.70, averaging £298.83 per application. The highest individual award was £3965.49 with the lowest being £7.43. Unsuccessful applications were due to several reasons including lack of financial hardship evidence, arrears had been cleared or substantially reduced, lack of tenant engagement, too risky due to high level of arrears and no money left in the fund. 5.6 The TSF has contributed significantly to the service’s ability to maintain strong rent collection performance. As a result, the Council’s rent arrears levels continue to remain comparatively low when measured against our benchmark peer group and the wider cohort of local authorities. The table below provides rent arrears performance data since the implementation of the TSF on 1 March 2024. 29 February 24 31 March 24 31 March 25 Change +/- Total rent arrears £923,569 £749,448 £500,208 -£423,361 Total no. in arrears 1810 1468 1085 -725 Accounts > £1000 259 189 129 -130 5.7 The TSF is another option in the toolbox to help Area Housing Officers address rent arrears. Results show that the TSF has helped build trust and better relationships with tenants, encouraging meaningful engagement around rent arrears and reducing legal actions and homelessness. Unfortunately, despite being a last resort, there are still cases that result in legal action leading to repossessions. During the financial year, the Council recovered six properties following escalation to court action due to non- payment of rent. 5.8 Based on the positive impact and feedback from the Area Housing Teams, it is proposed to establish the TSF on an ongoing basis, with periodic reporting and monitoring by Committee. Within the HRA budget for 2025/26 there is provision of £310k for Service Developments, which is available to underwrite the operation of the scheme. It is proposed that the value of the TSF should remain at £60k for 2025/26. Page 27
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5.9 Although the service has made considerable progress in addressing rent arrears, there remain concentrated areas across Moray that continue to present challenges under current staffing levels. These areas require more focused and sustained engagement than existing resources can provide. 5.10 In response to this emerging operational need from the increased housing stock in recent years, Housing Management has identified the requirement for an additional 1.0 (FTE) Area Housing Officer (Grade 7/8), at an estimated cost of £53,223. This post would initially be dedicated to delivering intensive housing management in high-arrears patches, supporting tenants to sustain their tenancies and improving rent recovery outcomes. Approval for this post is therefore sought on an ongoing basis and the ratio of properties to housing officer will remain under review as the new build and acquisition programmes progress. 5.11 Approval is sought that delegates authority to the Head of Housing and Property, in consultation with the Chief Financial Officer, to write-off rent arrears balances which are deemed unreasonable to enforce, in exceptional circumstances. By its nature this would be used very infrequently, the need for this being evidenced in a recent case where a tenant had no means to make rental payments but was temporarily ineligible for means tested assistance. Any utilisation of this provision will be detailed in financial reporting to this Committee. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. Page 28
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy. ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population. 6.3 Policy and Legal The Housing (Scotland) Act 2010 introduced the Scottish Social Housing Charter which sets the standards and outcomes that social landlords should achieve for their tenants and other customers in Scotland. The Charter includes outcomes relevant to tenancy sustainment, managing arrears and all resources effectively and a balance is struck between the level of services provided, the cost of the services, and how far current and prospective tenants and service users can afford them. The Scottish Housing regulator is responsible for monitoring with the Charter. 6.4 Financial There are financial implications associated with this report if approval is granted to establish the TSF on an ongoing basis. Provision has been set aside in the HRA Budget for £60k in 2025/26. There is also approval being sought for the recruitment of an additional 1.0 (FTE) Area Housing Officer, at an estimated cost of £53,223. This will be funded from the service development budget. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budge t With Effect From Annua l Net Impact Virement From (if applicable) Other Comments Housing Operations: Tenancy Sustainment 01 April 2025 £60k Service Developmen t Budget (HRA) The cumulative commitment against the service development budget will be £272,200 if each of the recommendation s in the LHS, Placed Based Pilot and Evaluation of the Page 29
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Tenancy Sustainment Fund reports are approved, further to previous approvals. This leaves a balance of £37,800 against the £310k budget. Housing Operations: Housing Management 01 Septembe r 2025 £30.9k Service Developmen t Budget (HRA) As above 6.5 Risk There is a risk of an increase in enforcement action if the provisions of this report are not implemented. A reduction in rent collection performance will impact the financial viability of the Housing Revenue Account to provide new housing and upgrade its existing housing stock. 6.6 Staffing Approval will result in the recruitment of 1.0 FTE Area Housing Officer (Grade 7/8). 6.7 Best Value and Transformation This report is seeking to secure continuous improvement in rent collection performance and achieve best value for our tenants. The Scottish Social Housing Standard requires social landlords to manage all aspects of their business so that tenants receive services that provide continually improving value for the rent and other charges they pay. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no Information Communications/Technology/Digital implications arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no negative Equalities, Social Inclusion or Economic Impacts arising from this report. The fund positively supports the Council’s corporate duty to tackle socio- economic inequality and disadvantage. 6.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity impacts arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Housing and Property, Human Resources Manager, Chief Financial Officer, G. Anderson, Senior Solicitor, Page 30
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Equal Opportunities Officer and L. Robinson, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 31
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) EGD016/25 Author: Chrissy Stower Contact Email: chrissy.stower@moray.gov.uk Subject: Place Standard Tool for Community Safety Lens 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the Place Standard Tool pilot for community safety, and to seek approval for the recruitment of a temporary member of staff to provide co-ordination support for the pilot scheme. 1.2 This report is submitted to Committee in terms of Section III (G) (12) of the Council's Scheme of Administration relating to Community Safety and Antisocial behaviour (including road accidents) in partnership with other public sector partners, voluntary sector and private sectors as appropriate. 2. SUMMARY 2.1 Moray Council has been selected, by Public Health Scotland (PHS) and the Scottish Community Safety Network (SCSN) to be a pilot area for the development of a community safety focus for the Place Standard Tool. The purpose of the Tool is to provide a device that underpins community change, giving a voice to the communities involved, and ownership of decisions made. Led by Community Safety and Housing Management a residential area within Buckie, of primarily Council owned properties has been selected as the area for the pilot. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) note the selection of Moray Council for the pilot project for the Place Standard Tool for Community Safety, by Public Health Scotland and the Scottish Community Safety Network; and ii) approve the funding to recruit a temporary member of staff to provide co- ordination support for the pilot project. Item 9. Page 33
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Chrissy Stower Lead Public Health Officer, Moray Council 4. BACKGROUND AND CONTEXT 4.1 The Moray Crime and Antisocial Behaviour (ASB) Tactical Group identified that Elgin and Buckie are areas of concern for crime and ASB. Where-as incidents in Elgin tend to be spread across the town, in Buckie the incidents are concentrated on a residential estate of primarily Moray Council owned properties, on the east side of town. The incidents are known to be caused by a relatively small number of Council tenants, but the impact on other tenants is high. The estate is also identified as being in the top 30% of deprived communities by the Scottish Indices of Multiple Deprivation, ranked at 1,852 of 6,976 local authority areas; and has a significant number of families identified as having complex needs. 4.2 The estate is generally in good condition in terms of properties and public spaces, although some improvements to the physical space have been requested by tenants. The main issues identified to date are more social and behavioural. The majority of complaints and incidents are linked to adults (10% attributed to young people), and include drugs, violence, and aggression, alongside noise nuisance and other neighbour disputes. 4.3 For the project steering group to understand the root causes of the issues and to develop a partner service plan approach, there is a need for significant engagement with tenants, and other members of the community. Engagement with tenants in the area can be challenging and requires a unique approach to break down the barriers, give voice to tenants and encourage engagement to break the cycle of criminal and ASB behaviour, and create better well-being and opportunities for Council tenants. It is hoped that the pilot scheme will offer the device to enable this. 4.4 In the report Tenant Survey to this committee on19 November 2024 (Paragraph 5.8 of the Report refers), it was noted in the Key Findings that there had been a substantial decrease in tenant satisfaction with how the Council manages its neighbourhoods and with how they are able to participate in the decision-making processes. 4.5 The project steering group agreed, in principle, a twin approach of community-based activities and individual family work. The challenge has been finding a model that will achieve these goals and get the engagement needed. In February 2025, Moray Council was invited by the Scottish Community Safety Network (SCSN) and Public Health Scotland (PHS) to apply to become part of Cycle 2 of a national pilot scheme to develop a community safety lens for the Place Standard Tool. The Council was notified of the success of its application on the 9 April 2025, with the Buckie estate as the area chosen for the pilot. The pilot scheme does not come with any funding attached. Details of the pilot and start date were communicated at the end of April 2025. 4.6 The Place Standard Tool is a tool to structure a conversation about a specific place. It helps those involved to think about both the physical and social aspects of places. It has 14 themes, each with a question to help stimulate conversations and identify issues for improvement. The Place Standard Tool has been in use in Scotland since 2015, but it currently does not consider community safety as a standalone topic, and this can often be a key issue raised when carrying out community consultations. PHS and SCSN have invited seven local authorities in total to be part of the pilot to develop a community safety lens that will allow a much deeper dive and holistic exploration of Page 34
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community safety issues identified within each of the tool themes. Moray Council will be the only local authority with a focus on a residential area. 4.7 The designated lead for the pilot will be the Head of Housing and Property Services, with the Lead Public Health Officer (LPHO) acting as the single point of contact and project manager, working closely with Housing management and other partners. It is proposed that a temporary member of staff, at SCP (26)10 (Total cost £20,694), from September 2025 to end March 2026, be recruited to provide co-ordination support for the pilot scheme, funded by HRA, and operationally situated within Community Safety, reporting to the LPHO. 4.8 There is budgetary provision available within the HRA budget for 2025/26 to facilitate this short-term service enhancement. 5. PROPOSALS 5.1 To use the Council’s involvement in the Place Standard Tool pilot to engage tenants and members of the community on the estate in Buckie. 5.2 To make positive changes to the Buckie estate for the benefit of the Council’s tenants. 5.3 To recruit a temporary member of staff, until end March 2026, to provide co-ordination support for the Place Standard Tool pilot, funded by HRA budget. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. Page 35
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy. ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population. 6.3 Policy and Legal The Antisocial Behaviour etc (Scotland) Act 2004 requires the Antisocial Behaviour strategy to contain specific arrangements for consulting community bodies and this Place Based Tool will ensure that adequate, suitable engagement will be devised and included in the statutory required Antisocial Behaviour Strategy. 6.4 Financial Funding has been provided from the HRA budget for service development, at a current level of £20,694 which includes an estimate of 3% pay increase for 2025. One off Costs: Service Area Budg et Budge t Years Propose d Spend this Year Virement From Other Comments Environmental Health & Trading Standards: Community Safety 2025/2 6 £20,694 Service Developmen t Budget (HRA) Post terminates 31 March 2026 The cumulative commitment against the service development budget will be £272,200 if each of the recommendation s in the LHS, Placed Based Pilot and Evaluation of the Tenancy Sustainment Fund reports are approved, further to previous approvals. This leaves a balance of £37,800 against the £310k budget. Annually Recurring Costs: N/A Page 36
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Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 6.5 Risk Development of a place based tool will provide the necessary tool which enables relevant services and partners to work together for the benefit of the community. Failure to engage and develop the necessary tool will ultimately result in poorer outcomes for the community and the residents therein, continued high level of complaints, continued escalation of ASB and community disengagement. Failure to address the issues identified within the area could result in reputational harm to the council. 6.6 Staffing This is a short-term pilot and requires timeous co-ordination and response. The role will provide a central liaison point for tenants and partners seeking information or to engage with the pilot, alongside the delivery of administration tasks, and the recording of monitoring data. To ensure the maximum benefit for Moray Council and the chosen community it is proposed to facilitate this by the employment of a temporary post for a maximum 6 months (Sept 25 to Mar 26). 6.7 Best Value and Transformation N/A. 6.8 Property N/A. 6.9 Information Communications/Technology/Digital It is expected that various communications options will be utilised to ensure as wide an engagement as possible is achieved. 6.10 Equalities, Social Inclusion and Economic Impact This is embedded in the place based tool. The tool will allow a more thorough assessment of the area identified and any potential associated impacts. Provides the opportunity to inform more effective, targeted interventions to improve safety, wellbeing and inclusion, while having the potential to further explore existing inequalities or disadvantage that may be a contributory factor or root cause. 6.11 Climate Change and Biodiversity Impacts N/A. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), the Acting Head of Economic Growth and Development, the Head of Housing and Property Services, the Environmental Health and Trading Standards Manager, the Equal Opportunities Officer, the HR Manager, the Chief Financial Officer, G. Anderson, Senior Solicitor and L. Robinson, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS Page 37
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8.1 N/A. Page 38
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS016/25/ECT Author: Edward Thomas Contact Email: edward.thomas@moray.gov.uk Subject: Housing and Property Services Budget Report to 31 March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note the interim out-turn position for the Housing Revenue Account (HRA) and General Services Housing & Property budgets for the period up to 31 March 2025. 1.2 This report is submitted to Committee in terms of Section III G (1) of the Council's Scheme of Administration relating to the management of budgets. 2. SUMMARY 2.1 This report sets out the interim out-turn position for the HRA and General Services Housing & Property budgets to 31 March 2025 and also comments on the variances on these budgets. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the interim outturn for 2024/25 for the period to 31 March 2025, consisting of a surplus balance of £2,250k for the HRA and an underspend of £430k for General Services Housing and Property. Edward Thomas Head of Housing and Property Services 4. BACKGROUND AND CONTEXT Item 10. Page 39
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4.1 The Council agreed the HRA Budget for 2024/25 at a Moray Council meeting on 28 February 2024 (para 8 of the Minute refers). Housing and Property budget monitoring reports are presented quarterly. 5. HOUSING REVENUE ACCOUNT TO 31 MARCH 2025 5.1 Appendix I details the provisional and unaudited HRA budget position to 31 March 2025. The HRA budget for the period to 31 March 2025 is as follows, including variances arising: Annual Budget to 31/03/2025 Actual to 31/03/2025 Variance to 31/03/2025 £,000 £,000 £,000 26,190 25,400 790 5.2 The breakdown by service is as follows: HRA Expenditure 2024/25 Budget to 31/03/2025 Actual to 31/03/2025 Variance to 31/03/2025 £,000 £,000 £,000 Supervision & Management 6,081 5,900 181 Sheltered Housing 64 65 (1) Repairs & Maintenance 9,694 10,985 (1,291) Financing Costs 7,188 7,774 (586) Bad & Doubtful Debts 250 183 67 Capital Funded for Current Revenue (CFCR) 2,641 272 2,369 Downsizing Incentive Scheme 72 73 (1) Service Development 200 148 52 5.3 The key expenditure variances to 31 March 2025 are summarised below. 5.4 Supervision and management – there are a range of variations within this budget resulting in a net underspend of £181k. The main underspends were in relation to Staffing (£340k), arising from the lead-in time for recruitment of vacancies and software costs (£63k) due to implementation of a new module on the housing management system being delayed unto 2025/26. These were partially offset by overspends in insurance (£103k due to an increase in premiums/excess), voids (£81k arising from higher cost per property), Council Tax (£35k arising from the Additional Council Tax Premium on long term empty properties) and £3k in other smaller overspends. Page 40
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5.5 Sheltered Housing – there was an overspend of £1k arising from minor cumulative elements of expenditure. 5.6 Repairs and maintenance – there was an overspend of £1,291k net in the repairs and maintenance budget, which comprised of: £815k in additional response repairs, elements of which are arose from work associated with the accelerated improvement programme; £601k in planned/cyclical programmes, predominantly arising from higher than anticipated roof and fabric repairs (£1,027k) and additional expenditure on estate upgrades following the resumption of the estate walkabouts (£379k), which were partially offset by underspends in other programmes; an additional £243k in void expenditure, arising from higher than budgeted costs per property. These overspends were partially offset by an underspend of £368k, generated by a refund of the DLO surplus/property fees, given the level of activity being higher than initially budgeted. 5.7 Financing Costs – there was an overspend of £586k due to higher loans pool interest rates. 5.8 Bad and doubtful debts – there was an underspend of £67k, arising from favourable rent recovery and therefore lower than anticipated write-offs. 5.9 Capital from Current Revenue (CFCR) – There was an underspend of £2,369k based on the estimated balancing figure to maintain level of HRA reserves. This arose due to the increased level of stock investment undertaken within the year and is expected to return to the budgeted level in 2026/27 as the scale of activity reduces. 5.10 Downsizing Incentive Scheme – there was an overspend of £1k with more transfers than expected completed during the year, following the implementation of the revised allocations policy. 5.11 Service Developments – there was an underspend of £52k, with a proportion of the allocated budget not required to fulfil agreed objectives for the year. 5.12 HRA income for the year to 31 March 2025 is as follows: HRA Income 2024/25 Budget to 31/03/2025 Actual to 31/03/2025 Variance to 31/03/2025 £,000 £,000 £,000 Non-dwelling rents 260 260 - House Rents 25,126 24,990 (136) Interest on Revenue Balances (IORB) 437 352 (85) Other Income 152 202 50 Total Income 25,975 25,804 (171) 5.13 The income at 31 March 2025 was £171k lower than expected. This arises from £136k less in rental income, attributable to the additional rent-free week applied to mitigate the impact of the Universal Credit omission of the 53rd accounting period and £85k less income from interest on revenue balances. This was partially offset by an additional £50k in income from tenant recharges. Page 41
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5.14 The estimated HRA surplus balance at 31 March 2025 was £2,250k, which was £878k higher than the projected outturn of £1,372k. 6. GENERAL SERVICES HOUSING & PROPERTY BUDGET 6.1 Appendix II provides details of the interim budget position to 31 March 2025. The General Services Housing & Property budget for the period to 31 March 2025 is as follows, including variances arising: Annual Budget to 31/03/2025 Actual to 31/03/2025 Variance to 31/03/2025 £,000 £,000 £,000 4,224 3,794 430 The breakdown by service is as follows: General Services Housing & Property Expenditure 2024/25 Budget to 31/03/2025 Actual to 31/03/2025 Variance to 31/03/2025 £,000 £,000 £,000 Planning & Development 261 247 14 Housing Management 15 15 - Homelessness / Allocations 1,719 1,596 123 Miscellaneous General Services Housing (13) (31) 18 Building Services 0 (5) 5 Property Services 2,185 2,132 53 General Services Housing & Property Savings 218 - 218 General Services Housing & Property Allocations (161) (160) (1) 6.2 Planning and Development consists of Improvement Grants and Affordable Housing budgets. There was an underspend of £14k arising from fewer discretionary grants being provided to homeowners for disabled adaptations under the budget managed by the Moray Integration Joint Board. Page 42
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6.3 Housing Management relates to the Gypsy/Traveller budget. There was no variance in this budget. 6.4 Homelessness/Allocations comprises of Homelessness and Housing Support services. There were variations across a range of budgets within this heading resulting in an underspend of £123k in this budget. This is comprised of an underspend of £95k in temporary accommodation, arising from increased service income following the revision of charges and a further underspend of £50k against the remaining homelessness budget, arising from lower than anticipated spend in rapid rehousing. These underspends were partially offset against by an overspend of £22k in housing support, arising due to a reduction in income and additional expenditure on staff transportation costs. 6.5 Miscellaneous General Services Housing comprises of House Loans and the complex needs development at Urquhart Place, Lhanbryde and another social care premises. There was an underspend of £18k arising from additional rental income and lower repairs expenditure at Urquhart Place. 6.6 The Building Services Budget is reported in detail separately on this Committee’s agenda. An underspend of £5k was returned to general services as a share of the DLO surplus generated. 6.7 The Property Services Budget includes the budgets for the Design Team and Property Resources. There was an underspend of £53k at year end, attributable to a £72k overspend in Design and Construction, arising from a reduction in property fee income (£132k) and higher architectural software costs (£14k), partially offset by underspends in Building Information Management (BIM) of £64k and less recourse to consultancy (£10k). The Design and Construction overspend was offset against an underspend of £125k in Property Asset Management, which was attributable to an underspend of £120k in Assets Held for Sale, following the disposal of properties, additional income for Industrial Estates (£67k), lower Repairs and Maintenance expenditure (£27k) following a restriction on discretionary work being undertaken and £22k lower expenditure on other miscellany. These were some overspends in Property Asset Management partially offsetting the underspend: £52k in management of surplus property, £41k in higher Schools Repairs & Maintenance, albeit this was significantly lower than projected following the application of spend controls and £29k in costs for shared buildings, predominantly higher energy costs. 6.8 Housing and Property Savings – savings from staffing costs were £218k above vacancy target at year end. In addition, the service delivered £448k in net savings as part of the corporate budget and transformation processes: Housing and Property Proposed 24/25 £,000 Saving posted 24/25 £,000 Homelessness - negotiated discount for block purchased temporary accommodation (96) (96) Homelessness - allocate a further 5 flats for homelessness accommodation (5) (5) Housing Needs - allocate 50% of Housing Support costs to HRA (197) (220) Housing General Services – review of resourcing for Gypsy/Travellers (8) (8) Page 43
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Property - commercial approach to rent reviews (65) (65) Property - close of corporate offices (25) (46) Temporary Accommodation - increased charging policy (42) 0 Office rental 0 (8) (438) (448) 6.9 Housing and Property Allocations – there was an overspend (£1k) due to less income than budgeted for shared building service recharges. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy. ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population. 7.3 Policy and Legal The Council There are no policy or legal implications arising from this report. 7.4 Financial Page 44
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There are financial implications in this report which are considered in Sections 4-6 of this report and detailed in APPENDICES I and II. 7.5 Risk Budget Managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from the Committee in line with Financial Regulations. 7.6 Staffing None. 7.7 Best Value and Transformation There are no direct implications arising from this report, however para 6.8 details the savings delivered by the service as part of the corporate budget and transformation processes. 7.8 Property None. 7.9 Information Communications/Technology/Digital None. 7.10 Equalities, Social Inclusion and Economic Impact There are no equalities/socio economic impacts arising from this report. 7.11 Climate Change and Biodiversity Impacts None. 8. CONSULTATION 8.1 This report has been prepared in consultation with Finance staff, the Chief Financial Officer, the Legal Services Manager, Senior Managers within Housing and Property Services and L. Robinson, Committee Services Officer who all agree the content of the report where it relates to their area of responsibility and any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 HRA Budget Report Feb 2025: Housing Revenue Account Annual Budget 2025-26 Housing Revenue Account Annual Budget 2025-26 - Appendix I Housing Revenue Account Annual Budget 2025-26 - Appendix II Housing Revenue Account Annual Budget 2025-26 - Appendix III H&PS Budget Report Feb 2025: Housing and Property Budget Report to 30 November 2024 Housing and Property Budget Report to 30 November 2024 - Appendix I Housing and Property Budget Report to 30 November 2024 - Appendix II HRA Budget Report Feb 2024: Housing Revenue Account Annual Budget 2024-25 Housing Revenue Account Annual Budget 2024-25 - Appendix I Housing Revenue Account Annual Budget 2024-25 - Appendix II Housing Revenue Account Annual Budget 2024-25 - Appendix III Page 45
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APPENDIX I Budget Monitoring to 31 March 2025 Service Description Annual Budget 2024-25 Actual to 31 March 2025 Variance to 31 March 2025 Expenditure £,000 £,000 £,000 Supervision & Management 6,081 5,900 181 Sheltered Housing 64 65 (1) Repairs and Maintenance 9,694 10,985 (1,291) Financing Costs 7,188 7,774 (586) Bad & Doubtful Debts 250 183 67 CFCR 2,641 272 2,369 Downsizing Incentive Scheme 72 73 (1) Service Development 200 148 52 Total Gross Expenditure 26,190 25,400 790 Income £,000 £,000 £,000 Non-dwelling rents 260 260 - House rents 25,126 24,990 (136) IORB 437 352 (85) Other income 152 202 50 Total Income 25,975 25,804 (171) Surplus / (Deficit) for the year (215) 404 619 Accumulated Surplus Balance brought forward 1,846 Estimated Surplus Balance at 31st March 2,250 Page 46
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APPENDIX II General Services Housing & Property Monitoring to 31 March 2025 Annual Actual Variance Service Description Budget to at 2024-25 31 March 2025 31 March 2025 £'000 £'000 £'000 Planning & Development 261 247 14 Housing Management 15 15 0 Homelessness / Allocations 1719 1596 123 Miscellaneous General Services Housing (13) (31) 18 Building Services 0 (5) 5 Property Services 2185 2132 53 General Services Housing & Property Savings 218 - 218 General Services Housing & Property Allocations (161) (160) (1) General Services Housing & Property Total 4224 3794 430 Page 47
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS021/25/DM Author: Daska Murray Contact Email: housingstrategy@moray.gov.uk Subject: Allocations Policy Annual Performance Report 2024/25 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the performance of the Council’s Allocations Policy during 2024/25. 1.2 This report is submitted to Committee in terms of Section III (G) (11) of the Council’s Scheme of Administration relating to the preparation and implementation of strategic housing plans. 2. SUMMARY 2.1 The report provides an update on the performance of the Council’s Allocations Policy during 2024/25 and seeks to set appropriate allocations quotas for 2025/26. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the performance identified within the report and detailed within Appendix I; and ii) agrees the allocations quotas for 2025/26 detailed at paragraph 5.11 of this report. Daska Murray Senior Housing Officer (Strategy) 4. BACKGROUND AND CONTEXT Item 11. Page 49
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4.1 The Communities Committee approved a revised Allocations Policy on 5 February 2019 (Paragraph 9 of the Minute refers) for implementation on 1 May 2019. On 13 February 2024, this Committee approved further changes to the Policy, but for implementation from 1 April 2024 (Paragraph 8 of the Minute refers). 4.2 The Communities Committee approved Moray’s Local Housing Strategy (LHS) 2019- 2024 on 2 April 2019 (Paragraph 6 of the Minute refers). The LHS sets out the Council’s approach to addressing housing need and homelessness, property condition and fuel poverty. The operation of the Allocations Policy is a key factor in the delivery of LHS outcomes. 4.3 Performance monitoring information on the operation of its Housing Allocations Policy has been considered annually by Committee since 2005. The most recent report was presented to this Committee on 25 June 2024 (Paragraph 9 of the Minute refers). 5. ALLOCATIONS POLICY PERFORMANCE Analysis of Housing List Allocation and Demand Trends 5.1 Statistical information on the operation of the policy is presented in Appendix I. The statistics for 2021/22 should be viewed in the context of the national response to the COVID-19 pandemic and associated restrictions in activity. 5.2 Table 1 provides details of the housing list for the last 5 years. Since 2020/21, the housing list has reduced by 8.1%. This decrease should be considered within the context that the Grampian wide common housing register Apply4Homes disbanded in 2021. Applicants were invited to re-register on the Council’s new online system if they still required housing. Since 2020/21, the number on the homeless and transfer lists have increased by 24% Although there has been an overall decline in homelessness approaches over the past year, Table 1 shows an increase in the number of homeless applicants on the list at year end. This rise is attributed to efforts to accelerate decision making timescales on homelessness applications, which reduced from 20 days in 2023/24 to 17 days in 2024/25. 5.3 Table 2 outlines the size and type of housing required by applicants on the housing list. Over the past five years, there has been increasing demand for amenity and accessible housing. The pressure on larger family homes seems to be stabilising, likely because of the positive impact from the affordable housing programme and the downsizing scheme. 5.4 Table 3 summarises the first area of preference for current housing list applicants. This shows that the first area preference broadly aligns with the number of dwellings available (across all tenures) within each Housing Market Area, except for the Elgin Housing Market Area which has an 8% difference. 5.5 Applicants who apply for housing can select the areas where they want to live. This allows them the choice of any, or all, of the 63 lettings areas across Moray. These choices can be driven by urgency and availability, rather than the applicant’s desire to live in a particular area. To support strategic planning for affordable housing, applicants are asked separately to state their first, second and third areas of preference (i.e. where they would ideally choose to live). This second strategic question is the source used to inform the Council’s approach to delivery of new affordable housing across geographical areas and is reflected in the Strategic Housing Investment Plan (SHIP). Page 50
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5.6 Table 4 provides details of the number of re-lets from Council stock in 2024/25. When compared with the housing list as at 31 March 2025, it shows that there were 8.2 applicants on the list per re-let (8.2:1) during 2024/25. However, this pressure varies greatly across house types and sizes: 1 bedroom general needs (23:1) 2 bedroom general needs (5:1) 3 bedroom general needs (7:1) 4 bedroom (25:1) 5.7 With 2020/21 excluded, Table 5 shows reduced turnover for the past few years, although there was a small increase in 2024/25. Allocations Policy and Quota for the Housing List 5.8 The housing list consists of three separate lists: Waiting, Transfer and Homeless. The Homeless List includes those assessed as statutorily homeless, the Waiting List contains applicants who are waiting for a Council house including current RSL tenants and the Transfer List which includes current Council tenants who need or want to move. The proportion of allocations made to each list is determined annually by the Committee. 5.9 Table 6 shows the proportion of allocations made to applicants from the three housing lists over the past five years. This table includes new lets arising from the acquisition programme in addition to new builds let for the first time. 5.10 The Rapid Rehousing Transition Plan aims to minimise the use of temporary accommodation and provide permanent housing options to homeless households as quickly as possible. The Homeless List quota proposed below is intended to strike an appropriate balance between the need to implement the Rapid Rehousing Transition Plan, and the need to minimise any unintended consequences of an increased quota i.e. that the Homeless List would be viewed by applicants as the quickest route into permanent housing and would significantly increase as a result. 5.11 Historically, this Committee has taken a pragmatic approach, agreeing quotas intended on striking an acceptable balance between all lists. Significant challenges lie ahead including implications associated with the increased cost of living, a reduced budget for affordable housing delivery and the declaration of a national housing emergency. Therefore, it is proposed that the quotas for 2025/26 remain unchanged from the 20224/25targets, which are set out in the table below: List Target Tolerance Homeless List 50% +/- 5% Waiting List 30% +/- 5% Transfer List 20% +/- 5% 5.12 A change to the Allocations Policy with the intention of improving access to housing for key workers was implemented on 1 April 2024. Despite the NHS seeking support with this issue, uptake has been lower than expected, with only one NHS worker housed in 2024/25. Those eligible for the points have expressed less interest when they realise tenancies are limited to 6 months (with potential for a maximum additional 6 months extension) but also because the property is unfurnished. Page 51
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5.13 A further change, introduced at the same time and aimed at releasing high demand properties through the downsizing incentive scheme, has been notably successful. During 2024/25, 27 households were rehoused through the scheme, slightly exceeding the £72k allocated budget. This has been the highest uptake since the scheme was introduced in 2012/13 and is a significant increase compared with the previous year (19). New Build Lettings Plan 5.14 The new build lettings plan was introduced in 2015. The Plan sets out how the Council will deviate from the Allocations Policy in identifying the first tenant in new build properties, with the aim of establishing successful, sustainable new communities, and this includes deviation from Housing List quotas. 5.15 Table 7 shows there were 26 properties added to the Council’s stock profile during 2024/25 from the Council’s new build programme in the Keith Housing Market Area. 5.16 Table 8 shows the proportions of allocations from each List, and that 38% of new lets for the Council’s new build programme were allocated to Transfer List applicants and 42% to Waiting List applicants. Trust Properties Letting Plan 5.17 On 28 January 2025, Corporate Committee formally approved an arrangement for vacant trust properties to be leased by the Housing Revenue Account, with a view to facilitating their refurbishment and returning them into residential use (Paragraph 6 of the Minute refers). Table 9 details the number of lets for these trust properties during 2024/25. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. Page 52
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a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The primary legislation governing allocations of Council housing is contained within the Housing (Scotland) Act 1987 as amended by the Housing (Scotland) Act 2001, the Homelessness etc. (Scotland) Act 2003 and the Housing (Scotland) Act 2014. This legislation provides the Council with the discretion to develop allocation and local letting policies in line with local priorities. The Scottish Social Housing Charter sets out standards against which the Scottish Housing Regulator will assess local authorities as part of its inspection regime. 6.4 Financial None arising from this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation None arising from this report. 6.8 Property None arising from this report. Page 53
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6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report as the purpose of the report is to inform Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), Head of Housing and Property Services, Housing Needs Manager, Housing Services Manager, Housing Strategy and Development Manager, Chief Financial Officer, Equal Opportunities Officer, G. Anderson, Senior Solicitor and L. Robinson, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 With author. Page 54
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APPENDIX I Table 1: No of applicants on the Housing List at year end List 2020/21 2021/22 2022/23 2023/24 2024/25 Change since 2020/21 (No) Change since 2020/21 (%) Homeless List 101 97 114 103 125 24 23.8% Housing Waiting List 2,425 2,754 2,278 2,633 2,519 94 3.9% Transfer List 533 621 559 615 663 130 24.4% Total 3,059 3,472 2,951 3,351 3,307 248 8.1% Page 55
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Table 2: Size and type of property sought by applicants at year end Property size and type 2020/21 2021/22 2022/23 2023/24 2024/25 Change since 2020/21 (No) Change since 2020/21 (%) 1 bed general needs 1,180 1,347 1,132 1,323 1,254 74 6.3% 1 bed amenity/ wheelchair accessible 418 487 409 503 515 97 23.2% 2 bed general needs 590 682 597 644 659 69 11.7% 2 bed amenity/ wheelchair accessible 123 138 133 127 132 9 7.3% 3 bed general needs 442 466 367 394 393 -49 -11.1% 3 bed amenity/ wheelchair accessible 31 37 36 45 43 12 38.7% 4 bed general needs 168 195 153 176 188 20 11.9% 4 bed amenity/ wheelchair accessible 7 11 8 5 7 0 0.0% 5+ bed all types 48 68 64 69 65 17 35.4% sheltered 52 41 52 65 51 -1 -1.9% Total 3,059 3,472 2,951 3,351 3,307 248 Table 3: Where applicants wish to live – 1st Area Preference as at 31 March 2025 List Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total Homeless List 18 85 16 3 3 0 125 Transfer List 110 370 92 51 38 2 663 Housing Waiting List 356 1,417 433 159 141 13 2,519 484 1,872 541 213 182 15 3,307Total 14.6% 56.6% 16.4% 6.4% 5.5% 0.5% 100% % of dwellings (Source: HNDA 2023 Table 4.3c Housing Tenure Within HMAs) 16.5% 48.6% 17.5% 8.5% 7.0% 1.8% 100% Page 56
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Table 4: Re-lets by property size and type in 2024/25 (secure tenancies only) Property size and type Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total ratio/ relative pressure (lets vs demand) Bedsit 1 1 1 bed general needs 1 36 15 1 2 55 22.8 1 bed amenity/ wheelchair accessible 13 36 9 9 7 74 7.0 2 bed general needs 30 63 21 16 12 142 4.6 2 bed amenity/ wheelchair accessible 6 14 8 5 2 35 3.8 3 bed general needs 9 25 3 12 5 1 55 7.1 3 bed amenity/ wheelchair accessible 2 2 2 6 7.2 4 bed all types 4 1 3 8 24.5 5+ bed all types 1 0 1 65.0 sheltered 6 15 3 24 2.1 71 191 65 45 28 1 401 8.2Total 17.7% 47.6% 16.2% 11.2% 7.0% 0.2% 100% % of dwellings (Source: HNDA 2023 Table 4.3c Housing Tenure Within HMAs) 16.5% 48.6% 17.5% 8.5% 7.0% 1.8% 100% Table 5: Rate of relets to Council stock (turnover) (new lets excluded) Council stock 2020/21 2021/22 2022/23 2023/24 2024/25 Change since 2020/21 (No) Change since 2020/21 (%) Council stock 6,250 6,297 6,342 6,380 6,410 160 2.6% No of relets 340 445 457 387 394 54 15.9% Rate of relets 5.4% 7.1% 7.2% 6.1% 6.1% Page 57
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Table 6: Allocations by Housing list (secure tenancies) (re-lets and new lets) List 2020/21 2021/22 2022/23 2023/24 2024/25 Homeless List 212 49.2% 264 52.6% 236 50.8% 254 54.7% 223 51.5% Housing Waiting List 127 29.5% 150 29.9% 151 32.5% 122 26.3% 126 29.1% Transfer List 92 21.3% 88 17.5% 78 16.8% 88 19.0% 84 19.4% Total 431 100% 502 100% 465 100% 464 100% 433 100% Table 7: Moray Council new build completions during 2024/25 House type Buckie HMA Elgin HMA Forres HMA Keith HMA Speyside HMA CNP HMA Total 1 bed general needs 8 8 30.8% 2 bed general needs 0 0.0% 2 bed amenity/wheelchair accessible 10 10 38.5% 3 bed general needs 6 6 23.1% 3 bed amenity/wheelchair accessible 0 0.0% 4+ bed all types 2 2 7.7% Total 0 0 0 26 0 0 26 100% Page 58
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Table 8: Moray Council new lets (new build programme only) List 2020/21 2021/22 2022/23 2023/24 2024/25 Homeless List 11 12.1% 10 17.5% 5 62.5% 5 11.9% 5 20.0% Housing Waiting List 37 40.7% 27 47.4% 1 12.5% 23 54.8% 11 44.0% Transfer List 43 47.2% 20 35.1% 2 25.0% 14 33.3% 10 36.0% Total 91 100% 57 100% 8 100% 42 100% 25 100% Table 9: Trust lets Financial Year Total 2024/25 1 Page 59
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Report to: Meeting Date: Housing and Community Safety Committee 24 June 2025 Report by: Report No: HPS025/25/ISDepute Chief Executive (Economy, Environment and Finance) Author: Iain Sneddon Contact Email: performance@moray.gov.uk Subject: Performance Report (Housing and Property Services) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. 1.2 This report is submitted to the Committee in terms of section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 2.2 The report identifies the progress of Service Plan Actions and Performance Indicators highlighting areas of good progress and areas where there have been challenges. Mitigations and actions taken to address challenges are detailed within the body of the report. At the end of March, Service Plan actions are 84% complete and with most actions progressing well. The single Strategic Level action completed at the end of quarter 4. Of the 14 Service Level actions, seven completed by the end of quarter 4 and four are at advanced stages of completion all with completion dates beyond March 2025. One action relating to energy efficiency is subject to some slippage and will be carried forward. Two actions, relating to the review and approvals of efficiencies with teams have been deferred and will be carried forward to be included within the 2025-28 Service Plan. Item 12. Page 61
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RAG STRATEGIC LEVEL Delivery of the Housing, Investment and Affordable Housing Supply programmes 100% Systematic Review of Housing Repairs 31% Housing Needs 70% Energy Efficiency within Building and Housing Stock 26% Housing Revenue Account 100% Tenants Survey 2024 75% Gas Scheduling System 100% Rent Strategy 100% Review of Teams 10% Workforce Health & Wellbeing 100% 84% SERVICE PLAN PRIORITIES SERVICE LEVEL OVERALL PLAN PROGRESS Comment By the end of the reporting period (31 March 2025) the plan was unable to fully complete, partly due to to completion dates for four actions extending beyond 31 March 2025. Data not available - Data not yet published or unavailable due to reporting timescales. 5 3 5 6 10 SERVICE PLAN PI'S Achieving Target Within Target Below Target Data Only Data not available 29 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Scrutinises performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. Iain Sneddon Research & Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Page 62
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Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 Due to the reporting schedule quarter 4 performance indicator data is incomplete. Where Quarter 4 data is not available, quarter 3 data will be referenced and will be highlighted within the report. 5.2 The Strategic Housing Investment Plan (SHIP) was approved by the Housing and Community Safety Committee on 19 November 2024 (para 9 of the minute refers). The Committee approved a methodology for prioritising development opportunities in the light of reduced Scottish Government grant funding for affordable housing during 2024/25. A total of 85 units of affordable housing were completed with the past year. The number of new units of affordable housing has been on a declining trend, from a highpoint of 147 built in 2021/22. (Action HP25-4.1, PI H1.10a) 5.3 Supported by consultants the business plan review of the Housing Revenue Account (HRA) was undertaken, completed and subsequently approved by Housing and Community Safety Committee on 19 November 2024 (para 10 of the minute refers). (Actions HP25-5.4, HP25-5.4a) 5.4 The review and appraisal for improvements of existing gas servicing systems completed during quarter 3. Processes have been streamlined, and performance has improved with no gas service failures witnessed in quarters 1, 3 and 4. The one failure Page 63
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experienced in quarter 2 related to a property newly acquired by Moray Council. As of March 2025, all properties are compliant with current gas regulations. At the end of December 2024 all Gas Safety Register service records were kept to acceptable standards and services have been carried out to standards of satisfactory workmanship. (Action HP25-5.6a, PIs H2.13a, H2.16, H2.19 & H2.20) 5.5 Tenants were consulted regarding a multi-year rent increase proposal for 2025 to 2028. Two options were presented to tenants (6% or 7%). A total of 798 responses were received with 94% of respondents choosing the option of a 6% increase. This increase was approved at Moray Council on 26 February 2025. (Action HP25-5.7a, 5.7b) 5.6 Absence management procedures have been implemented and are fully adhered to within the service. Absence levels throughout 2024/25 have fluctuated with an average of 51.36 FTE days lost per quarter, showing an average absence rate of 5.52%. The service absence rate follows the overall Moray Council trend but remains at lower levels. The greatest proportion of absences continue to be attributable to Depression/Stress/Anxiety or Back Pain/Injury and managers are applying the absence management procedures to support employees to return to work and sustain attendance. (Action HP25-5.9, PIs H&P 1.0, H&P 1.1) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.7 Action milestones are present within most action areas, many of which are based on performance indicator improvements. For some there is no quarter 4 data, preventing milestone achievement, in turn affecting further progress of the plan. Where appropriate reference is made in the relevant sections of this report. Milestone progress is identified within the service plan background paper. 5.8 Key Energy Efficiency service plan milestones have not been met slowing the overall progress of this service plan area. Data is not yet available to evidence target being met to reduce corporate estate emissions. The milestone to increase the percentage of council houses in meeting Energy Efficiency Standard for Social Housing (EESSH) in line with our family group average may be overly ambitious. At the end of March 69.7% (4,470) properties met EESSH, an improvement from 2023/24 (65%), but significantly below our family group average (81.3%). Work to improve the fabric of Cullen Primary School is ongoing. Further projects to install LED lighting and solar panels throughout the corporate estate are in progress and will continue into 2026/27. In 2024/25 there was significant investment to improve energy efficiency of housing stock by upgrading heating systems, building insulation and solar panel installation. Progress has been stifled by resource issues relating to tenant agreement to works, contractor availability and time lag with certification to confirm improvements. With all contracts now in place it is expected work will continue at pace during 2025/26. (Actions HP25-5.3, HP25-5.3a, PIs HSN03, H2.2b) 5.9 Three key milestones were set in undertaking the Tenants Survey, two were achieved. The milestone set to achieve parity with benchmarked peers in relation to overall tenant satisfaction did not complete. Overall satisfaction in Moray reduced from 82.8% in 2021 to 81.7% falling short of the 83.4% as the average of benchmarked authorities, Moray satisfaction levels were however greater than Scotland (79.4%). Page 64
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Survey findings were presented to this committee on 19 November 2024, and the improvement plan was approved on 11 February 2025 (para 6 of the minute refers). Actions within the improvement plan seek to address issues identified around housing repairs, home improvements, neighbourhood management and antisocial behaviour, communication and customer service, tenant participation and rents and affordability. (Action HP25-5.5, HP25-5.5a, PI H1.1, H2.3, H2.14) 5.10 Actions to review, consult and approve opportunities and efficiencies across staff teams have been deferred and will be carried forward within the 2025-28 service plan. The prioritisation given to deliver the accelerated investment programme and alignment with the future corporate structure prevented progress to expected levels. The milestone set to implement efficiency savings was not met due to progress stalling. Initial work has taken place, and delivery is expected to complete by the end of March 2026. (Action HP25-5.8, HP255.8a, HP25-5.8b) 5.11 The Economic Growth and Development Service Plan Action relating to Community Safety is incorporated into this report in line with the remit of the Housing and Community Safety Committee. Preparation of the Community Safety Strategy Response Plan is out with target timescales with recruitment of additional Community Wardens taking longer than anticipated. Now posts have been filled, work to deliver this plan will progress. (Service Level Action EGD24-25 5.5.1) 5.12 Three performance indicators measuring response to repairs of council houses have failed to meet target throughout 2024/25. Repairs completed within target timescales showed continued decline during the year with an average of 92.93% against a target of 98%. Emergency reactive repairs completed within the timescale remained fairy static, although showing improvement towards the end of 2024/25 at 89.73% remained significantly below target (99.9%). Similarly reactive repairs carried out within timescales at 39% for 2024/25 fell significantly below the target of 90%. With only one allocated tradesperson per trade covering Out of Hours it has proven difficult to carry out reactive repairs within timescales. The tenants survey highlighted this as an area of concern. Actions within the Improvement Plan are in place to address repairs timescales. (PIs H2.9b, H2.10a, H2.10e) Complaints and MP/MSP Enquiries 5.13 155 complaints were received and 148 were resolved in the half year to March 2025, respectively 11 and 12 more than the first half of the year. 95% (141) were closed at frontline stage of which 67% (94) were upheld, 6% (9) were partially upheld, 25% (35) were not upheld and 2% (3) were closed via resolution. 72% (101) frontline complaints were closed within the 5-day target timescale with an average of 5 days to close all frontline complaints. 22% (31) of frontline complaints were granted an extension. 5.14 Seven (3%) investigative complaints were closed within the period, five of which were not in need of escalation. Of the five, four (80%) were upheld and the remaining complaint was not upheld. One escalated complaint was upheld, with the other being partially upheld. Six (86%) of the investigative and escalated complaints were closed within the 20-day timescale. One escalated complaint was granted an extension. Page 65
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5.15 Almost 80% (87) of the complaints either upheld or partially upheld related to repairs or planned maintenance. The Tenant Satisfaction Survey Improvement Plan identifies a number of necessary actions to be implemented in relation to improving the repairs service. 5.16 A total of 68 MP/MSP enquiries were received during the second half of 2024/25 and 71 were closed, three of those closed during the period were received prior to 1 October 2024. The areas where most enquiries were made were Housing needs with 75% (53) and Housing Services 21% (15) enquiries. Case Studies 5.17 Nothing to report Consultation and Engagement 5.18 Nothing to report 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: Page 66
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☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial There are none arising from this report. 6.5 Risk There are none arising from this report. 6.6 Staffing There are none arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact An Equality Impact Assessment is not required as this report is to inform the Committee on performance. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Deputy Chief Executive (Economy, Environment & Finance), The Head of Housing & Property Services, Service Managers, and L. Robinson, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Performance Indicators Service Performance Indicators Service Complaints Page 67
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Service Plan Action – Community Safety Service Plan Performance Indicator – Community Safety Page 68
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Report to: Meeting Date:Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS017/25 Author: Rhona Gunn / Edward Thomas Contact Email: edward.thomas@moray.gov.uk Subject: Housing and Property Services Service Plan 2025-28 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Housing and Property Services Service Plan for 2025-28. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans have been prepared identifying the improvements targets for 2025/28. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Consider and approve the Service Plan for Housing and Property Services for the year ahead in Appendix 1. Rhona Gunn Depute Chief Executive (Economy, Environment and Finance) 4. BACKGROUND AND CONTEXT Item 13. Page 69
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4.1 Service planning is a key aspect of the Council’s Performance Management Framework and is undertaken annually to set out the strategic direction for services over the coming months. 4.2 It should be noted that actions from the Best Value Action Plan, agreed by the Corporate Committee on 23 April 2024 (para 6 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant factors such as Public Sector Improvement Framework (PSIF) or other equivalent service improvement tool and matching of resources to these priorities. Priority outcomes are those included in the Council’s Corporate Plan that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for each of the services based on the performance monitoring carried out throughout the year by the services and reported to committee as part of performance reporting. 5. PROPOSALS 5.1 The focus of the plan is for 2025-26 although the service has set high level priorities for a three-year period 2025-28 with actions being reviewed annually. Housing and Property Services 5.2 Progress on planned work (success) The delivery of housing, investment and affordable housing supply programmes were successful. The Strategic Housing Investment Plan (SHIP) approved in November 2024 and methodology prioritising development opportunities agreed. Housing Revenue Account (HRA) business plan review completed and approved in November 2024. Findings shared with members in February 2025. Tenant Survey completed in August-September 2024 and Improvement Plan approved by Committee in February 2025. The review of existing gas servicing systems undertaken and completed enabling the streamlining of processes. Tenants consulted on rent increases and proposals for the next three financial years. Page 70
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Revised Absence Management procedures applied by all managers. 5.3 Progress on planned work (areas for development / not delivered) The implementation of repairs improvement plan and work to develop self-service options have had completion dates extended into 2025-26, with both actions being carried forward within 2025-28 Service Plan. Work to improve energy efficiency is ongoing, with contracts in place to continue the work into 2025-26. Action to be carried forward within 2025-28 Service Plan. Evidence from Tenants Survey indicates some improvement milestones have not been met. Improvement Plan aims to address the areas for improvement. The option for gas servicing systems appraisal for improvement has been delayed. The final stage of consultation to be considered by Transformation Board in June 2025. Action to identify opportunities for efficiency across staff teams has been deferred and will be carried forward within 2025-28 Service Plan. 5.4 Planned focus in new plan (reflecting above and challenges to come) Delivery of the Housing, Investment and Affordable Housing Supply programmes. Reduce the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children. Review of Depot & Stores – Improvement and rationalisation of estate. Implement the Repairs and Improvement Plan. Revise the Housing Contribution Statement with Health & Social Care Moray. Achieve strategic alignment of allocations, operations and Development between the Council and IJB. Continue to improve the Council’s housing stock and reduce the carbon impact arising from Housing & Property Services. Complete option appraisal for improvements to the gas service scheduling system and develop an implementation plan for the identified solution. Review, consult and approve team interdependencies with changes to be incorporated and aligned with corporate structural changes. Review of Refugee Resettlement Team to incorporate team with Housing & Property Services. Ensure revised operational implementation of absence management procedures are applied by managers. 5.5 The service plan for Housing and Property Services is attached in Appendix 1. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property xPage 71
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Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: Building capacity and resilience Change management and a workforce culture to support and enable change Health and Well-being management (including absence management) Recruitment and retention 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising from this report. Page 72
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6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Heads of Service and their management teams and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 73
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 1. Service Definition: Management and maintenance of Council housing stock Local strategic housing function Statutory duties in relation to homelessness and fuel poverty Development and delivery of the Moray Affordable Housing Supply Programme (AHSP) Maintenance of the Council’s corporate buildings, management of the Council’s corporate property portfolio and the industrial estate Building Service DLO Property Design Asset Management and Estates function. 2.Service Resources: FTE: 344 employees Total Annual Budget 2025-26: £60.7m Housing Revenue Account: £28.8m Building Services: £19.8m General Services Housing & Property: £12.1m 3.What have we identified for improvement in 2025-28 What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Systemic Review of Quality and Customer Service for Housing Repairs Informed by volume of tenant and elected member representations and complaints. Comprehensive review of data including complaints to inform a systemic action plan for improvement in terms of quality, value for money and customer satisfaction. Review of gas servicing scheduling systems Existing ICT is unsupported. Potential to replace it with a more robust, supported and integrated system, which will schedule works and satisfy statutory reporting requirements. Local Housing Strategy 2025-30 Alignment with IJB with development of the Strategic Commissioning Plan which must include a Housing Contribution Statement. The statement will be informed by the HNDA undertaken in 2023/24. Improve attainment of EESSH (Energy Efficiency Standard for Social Housing) and SHQS (Scottish Housing Quality Standard) Scottish Housing Regulator and benchmarking data – Moray Council remains below local authority averages. Reducing the number of children in temporary accommodation and the duration of homelessness for families Scottish Government homelessness data and reports on the impact on children – Moray Council performs well against local authority comparators and is striving for best practice. Page 74
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 4.Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high 3 low and 4 for ongoing, 5 for on hold) (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities Delivery of the Housing, Investment and Affordable Housing Supply programmes Increase in affordable housing available in Moray PIs H1.10a Number of affordable housing completions at end of current FY 91 completions 36 site starts 31 March 2028 31 March 2026 31 March 2026 Housing Strategy & Development Manager 1 (L) Building a better future for our children & young people. (CP) Tackle Poverty and Inequality Reducing the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children Prevention of homelessness or rapid rehousing for families threatened with homelessness Number of children in temporary accommodation reduced by 5% Number of homeless presentations from families with children Instances of homeless prevention Duration of homelessness for families with children reduced by 5% 31 March 2026 and annually against 2024 baseline. Work to determine baselines will be undertaken in Q2. Housing Needs Manager 2 Page 75
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 Educational Attendance & Attainment for children impacted by homelessness (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Review of Depot & Stores Improvement and rationalisation of estate Per FBC PIs Milestones 1. Approval of Full Business Case 2. Development of Implementation Plan 31 March 2028 30 June 2025 31 Dec 2025 Property Asset Manager 1 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Systemic Review of Housing Repairs Implementation of Repairs Improvement Plan Increased customer satisfaction and value for money assurance Value for money assurance Milestones/PIs 1. Increase the proportion of repairs completed correctly the first time by 5% 2. Level of Complaints decrease by 10% 3. Response Repair expenditure reduced by 10%, PIs H1.8 No of Complaints Received 1. 30 June 2025 2. 31 March 2026 3. 31 March 2026 Building Services Manager 1 Page 76
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 H1.8a Number of Complaints Closed H1.8b Number of complaints received relating to Repairs/Capital/Planned Maintenance H1.8c % of complaints closed relating to Repairs/Capital/Planned Maintenance H2.7 Average length of time (hours) to complete emergency repairs H2.8 Average length of time (working days) to complete non-emergency repairs (Quarterly) H2.11 % of repairs completed right first time H2.12 % of repairs appointments kept H2.15 Response repair expenditure HSN04b Average number of days taken to complete non-emergency repairs Page 77
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 Housing Needs Revise the Housing Contribution Statement with Health & Social Care Moray Achieve strategic alignment of allocations, operations and Development between the Council and IJB Assess and respond to the housing needs of older people, in partnership with IJB 31 Dec 2025 31 Mar 2026 Housing Strategy & Development Manager/Housing Needs Manager 1 Energy Efficiency & housing quality within building and housing stock Continue to improve the Council’s housing stock and reduce the carbon impact arising from Housing & Property Services Phased improvement of Council housing and energy efficiency within corporate buildings and housing stock to be carbon neutral by 2030 Milestones/PIs 1. A reduction in Scope 1 (direct emissions arising from energy Consumption in relation to the corporate estate) of 10% against 21/22 baseline of 5,615 tonnes of CO2, 2. Increase % of houses meeting EESSH (To meet LGBF Family Group Average) PIs HSN03 Proportion of council dwellings meeting Scottish Housing Quality Standards. HSN05a Proportion of Council dwellings that are energy efficient H1.20 Direct emissions arising from energy 31 March 2026 Property Asset Manager 2 Page 78
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 consumption on the corporate estate (tonnes CO2e) H2.2b Percentage of stock meeting the Energy Efficiency Standard for Social Housing (EESSH) Gas Service Scheduling System 1. Complete option appraisal for improvements 2. Develop implementation plan for identified solution Provision of a robust, supported and integrated system, which will schedule works efficiently and satisfy statutory reporting requirements. Value for money PIs H2.13a Number of times did not meet statutory obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check – target is zero instances. H2.16 Percentage of properties compliant with current Gas Regulations (holding a valid Landlord Gas Safety Record) – target is 100%. H2.19 Percentage of service records kept to Gas Safe Register acceptable standards. H2.20 Percentage of services carried out to Gas Safe Register standards of satisfactory workmanship. 1. 30 Sep 2025 2. 31 March 2026 Building Services Manager/ Housing Strategy & Development Manager 1 Page 79
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SPMAN-1024035114-1079 APPENDIX 1 HOUSING AND PROPERTY SERVICE PLAN 2025-28 Review of Teams 1. Review of interdependencies and changes to be incorporated (aligned with corporate structure changes). 2. Review of Refugee Resettlement Team Efficiency of service delivery £75K savings Implementation of the Change Management Plan to absorb Refugee Resettlement Team within Housing & Property Services Milestones Review of relevant roles (Action 1) Implementation of proposals (Action 1) Inclusion in Scheme of Delegation & Scheme of Administration (Action 2) Implementation of Staffing Changes (Action 2) 1. 31 Dec 2025 2. 30 Jun 2025 3. 30 Sep 2025 Head of Housing & Property Services Housing Needs Manager/Housing Strategy & Development Manager 2 Workforce Health & Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively and levels of absence are reduced efficiently and timeously. PIs H&P1.0 Sickness absence days lost (Service) FTE H&P H&P1.1 % of Sickness absence (Service) H&P 31 March 2026 Head of Housing & Property Services 2 Page 80
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Report to: Meeting Date: Housing and Community Safety Committee 24 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS019/25 Author: Neil Strachan Contact Email: housingasset@moray.gov.uk Subject: Housing Investment Outturn 2024/25 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to inform the Committee of the predicted outturn to 31 March 2025 of the Housing Investment Plan. 1.2 This report is submitted to Committee in terms of Section III G (3) of the Council’s Scheme of Administration relating to the maintenance of the Council’s housing stock. 2. SUMMARY 2.1 The investment plan comprises of 6 main headings, Response Repairs, Void repairs, Estate works, cyclical maintenance, planned maintenance and other investment. Appendices I – VI provides detailed spend in accordance with the unaudited draft figures for the investment programme as at 31 March 2025. 2.2 At year end there was an overall underspend of £701k, however within budget lines and headings there has been significant variances as the focus has been on improving the stocks compliance with the Scottish Housing Quality Standards (SHQS). 3. BACKGROUND AND CONTEXT 3.1 The HRA Business Plan provides for the level of investment required to meet Scottish Housing Quality Standard (SHQS) and Energy Efficiency Standard for Social Housing (EESSH) standards. This has resulted in increased investment across the housing portfolio. Financial projections in this area will remain subject to economic influences and supply chain variables, which may lead to variances Page 81
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within the overall programme and budget allocation as indicated in this financial year unaudited outturn. 3.2 The Council meeting of 28 February 2024 approved the Housing Revenue Account Annual Budget for 2024-25. Within this approved budget there is the Housing Investment Plan budget. Appendix I shows the approved budget for 2024/5, which was £26,486k. 3.3 Appendices I-VI and the below provide an outline of annual budget, commitment and variance. 3.4 Appendix I shows income and expenditure for 2024/25. The figure shows that an overall year-end expenditure of £25,785k was achieved, which represents a spend of 97% against the £26,486k annual budget allocation. This represents a slight underspend in the overall budget however there are significant variances within the separate budget headings which are outlined below. Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 26,486 25,785 701 .3 3.5 Appendix II shows expenditure on Response and void repairs. Spend is £5,819k to 31 March 2025, which delivered 18,682 housing repairs and 425 void property repairs. Overall void repair costs have increased with an overspend in this budget line of £735k as additional spend was required to support the improvement of properties prior to occupation to ensure compliance with SHQS and a target Energy Performance rating of C or higher. Some of these works have been capitalised and are included within Appendix V. Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 4,759 5,819 -1,054 3.6 Appendix III shows that the annual budget for Estate works was £719k. Expenditure exceeded this, with the total spend of £891k at 31 March 2025. This represents a 24% overspend. This additional spend is attributable to Estate forum upgrade spend. Improvements were undertaken in a number of areas including car park repairs, external wall reinstatements, tree removals and fencing. Landscape maintenance has also resulted in a £23k overspend as the maintenance of areas remains ad hoc until a contract can be in place for financial year 2025/26. Page 82
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Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 719 891 -172 3.7 Appendix IV shows the expenditure on Cyclical maintenance. Spend was £755k to 31 March 2025 which equates to an underspend of 800k which is due to the external decoration and fabric repairs being significantly underspent with only 25% of the budget being committed at year end. There has also been a £75k spend on house condition surveys, this is attributable to miscoding and will be corrected within the next reporting cycle. 3.8 Appendix V shows the planned maintenance and other investment split between Capital and Revenue spend. Overall, the spend was £18,836k to 31 March 2025, which represents an underspend of £617k. The capital works have delivered internal wall insulation (246), cavity wall insulation (114), loft top ups (244), heating upgrades (245), kitchen improvements (203), bathroom improvements (204) and solar panel installations (82)across the housing portfolio. This spend is necessary to continue to work towards achieving the Scottish Housing Quality (SHQS) standard and also the Energy Efficiency Standard for Social Housing which is currently achieving 69.73% compliance. It is noted that within the capital budget lines there are significant over and under spends due to the priority of improving SHQS compliance which focused on the insulation, heating, bathroom and kitchen upgrades. Within the revenue spend there was significant spend under the budget heading of Roof and Fabric repairs which had no budget. The work coded here was a variety of works including repairs to property fabric in relation to Damp and Mould works. Moving forward these items will be coded against property repairs and any replacements will be coded to the capital line for Roof Replacements. Further, there were significant spend against the Enabling and Miscellaneous budget lines this is as a result of the significant work being undertaken to improve the stock which has resulted in some preparatory work being coded here rather than potentially within the capital programme. Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 19,453 18,836 617 Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 1,555 755 800 Page 83
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3.9 Appendix VI shows the income and expenditure for Private Sector Housing Grants to 31 March 2025. The legally committed figure in Category C of £110k represents 97.3% of the allocated budget. Spend to 31 March 2025 was £69k which represents 61.0% of the allocated budget. This budget has been largely committed, and it is expected to spend fully. Annual Budget (£000’s) Unaudited outturn at 31 March 2025 (£000’s) Variance to 31 March 2025 (£00’s) 113 113 0 4. SUMMARY OF IMPLICATIONS 4.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 4.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy. ☒ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population. Page 84
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4.3 Policy and Legal The Council carries out Maintenance and improvement works in order to meet statutory legal requirements and in accordance with current relevant policies. 4.4 Financial The financial implications associated with this report are detailed in paragraphs 3.1 to 3.9 . The planned level of spend achieved in 2024/25 is as set out in APPENDIX I. 4.5 Risk Failure to expend agreed budgets have affected the Council’s ability to maintain stock at the SHQS, replace life expired elements and attain the EESSH. Budget Managers are aware of responsibilities for managing budget allocations and approval for variance will be sought from Committee in line with the Financial Regulations. There is a risk of not delivering the scale of improvement sought in 2025/26, notwithstanding the additional resourcing of the accelerated programme. There is a corresponding risk of increased regulatory scrutiny if the Council does not meet the SHQS requirements. 4.6 Staffing There are no specific implications with this report. 4.7 Best Value and Transformation There are no specific implications with this report 4.8 Property The improvement and maintenance of the housing stock will ensure that it remains sustainable in the longer term both physically and environmentally. 4.9 Information Communications/Technology/Digital There are no specific implications with this report. 4.10 Equalities, Social Inclusion and Economic Impact There are no equalities issues associated with this report, as it is to inform the Committee on budget monitoring. 4.11 Climate Change and Biodiversity Impacts The continued investment in the Council Owned Housing Stock identified in this report has contributed to Moray Council progressing its climate change targets by utilising a range of energy saving measures that incorporate zero or low carbon into design, construction materials and systems that support the Council in achieving The Energy Efficiency Standard for Social Housing (EESSH). 5. CONSULTATION 5.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), the Head of Housing and Property Services, Building Services Manager, Head of Human Resources, Chief Financial Officer, G. Anderson, Senior Solicitor, the Equal Opportunities Officer and L. Robinson, Committee Services Officer and any comments made have been incorporated into the report. Page 85
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6. BACKGROUND PAPERS 6.1 None. Page 86
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APPENDIX 1 INVESTMENT PROGRAMME INCOME AND EXPENDITURE 2024/25 31 MARCH 2025 (All amount in £0’000) Annual budget 2024/25 Unaudite d outturn % budget balance Budget balance Expenditure Response, Gas & Void Repairs 4,759 5,819 122% -1060 Estate Works 719 891 124% -172 Cyclic Maintenance 1,555 755 49% 800 Planned Maintenance (Revenue) 1,913 2,685 140% -772 Planned Maintenance (Capital) 16,942 15,153 89% 1,789 Other Investment 598 482 81% 116 Sub total 26,486 25,785 97% 701 Other Capital expenditure New build – capital costs 15,000 7.351 Total 41,486 36,127 Funded by HRA revenue 9,544 11,216 Government grant 15,825 4,974 Use of Council tax discount 650 717 Prudential borrowing 12,862 16,481 Other Grants 0 738 Capital receipts 0 109 C.F.C.R 2,641 237 Total 0 0 Page 87
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APPENDIX II INVESTMENT PROGRAMME EXPENDITURE 2024/25 31 MARCH 2025 (All amounts in £0,000) RESPONSE AND VOIDS REPAIRS Annual budget Unaudite d outturn to 31 March % expenditu re plus committe Budget balance West area 900 1,196 133% -296 East area 860 905 105% -45 Central area 850 876 103% -26 Void house repairs 1,513 2,248 148% -735 Gas heating repairs 636 594 93% 42 4,759 5,819 122% -1,060 Page 88
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APPENDIX III INVESTMENT PROGRAMME EPENDITURE 2024/25 31 March 2025 (all amounts in £’000) ESTATE WORKS Annual budget Expendit ure plus commitm ent to % expenditu re plus committe Budget balance Projected outturn to 31 March 2025 Garage Upgrades 27 9 33% 18 9 Asbestos 372 188 51% 184 188 Landscape Maintenance 90 113 126% -23 113 Estates/forum upgrades 230 581 253% -351 581 719 891 124% -172 891 Page 89
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APPENDIX IV INVESTMENT PROGRAMME EPENDITURE 2024/25 31 March 2025 (all amounts in £’000) CYCLIC MAINTENANCE Annual budget Expendit ure plus commitm ent to % expenditu re plus Budget balance Projected outturn to 31 March Gas Servicing 419 417 100% 2 417 Solid fuel servicing 5 16 320% -11 16 Air source heat pump servicing 65 56 86% 9 56 Smoke detector servicing 16 14 88% 2 14 External decoration & Fabric Repairs 835 122 15% 713 122 General Servicing 60 52 87% 8 52 House condition surveys 0 75 0% -75 75 Fire Risk Assessments & Associated works 155 3 2% 152 3 1,555 755 49% 800 755 Page 90
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APPENDIX V Investment Programme expenditure 2024/25 31 March 2025 (all amounts in £’000) PLANNED MAINTENANCE & OTHER INVESTMENT Annual Budget 2024/25 Unaudited outturn to 31 March 2025 % expenditure plus committed to date Budget Balance Kitchens and Bathrooms 1,153 1,892 164% -739 Bathroom Replacements 395 882 223% -487 Central Heating 2,588 2,841 110% -253 Doors and Windows 2,538 1,171 46% 1,367 EESSH - Insulation 1,641 4,840 339% -3,199 EESSH - Social Housing Net Zero Fund 5,631 2,630 47% 3,001 EESSH / EESSH 2/ Insulation 1,281 709 55% 572 Major works 694 0 0% 694 Smoke/Co upgrade 0 0 0% 0 Roof replacements 1,021 188 18% 833 Sub Total (Capital) 16,942 15,153 89% 1,789 Rainwatergoods 290 20 7% 270 Rainwatergoods - Roof Moss Cleaning 232 307 132% -75 Roof and Fabric Repairs 0 1,027 0% -1,027 Plumbing Upgrades 60 32 53% 28 Electrical Upgrades 1,114 1,077 97% 37 Safety & Security 25 78 312% -53 Sheltered Housing 12 3 25% 9 Decoration Vouchers 120 115 96% 5 Shower Installations 60 26 43% 34 Sub Total (Revenue) 1,913 2,685 140% -772 Disabled Adaptations 548 482 88% 66 Misc 0 237 0% -237 EPC certs 0 47 0% -47 Enabling Projects 50 232 464% -182 Sub Total (Other Investment) 598 998 167% -400 Total 19,453 18,836 97% 617 Page 91
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APPENDIX VI PRIVATE SECTOR HOUSING GRANT SCHEME OF ASSISTANCE – 2024/25 Annual budget Expendit ure to Balance Legally committe Expected outturn at 31 March 2025 CATEGORY Independent Living Category C 113 69 44 110 113 CATEGORY DESCRIPTIONS Category C Grant Assistance to aid independent living – House condition works Page 92