Item 8 - Appendix 2
West Dunbartonshire Council · 13 May 2026
Back to Housing & Communities Committee — 13 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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2026-27 DELIVERY PLAN Housing Services ITEM 8 - APPENDIX 2
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Contents 2. PERFORMANCE REVIEW ................................................................................................................................................................................................................... 2 3. STRATEGIC ASSESSMENT .................................................................................................................................................................................................................. 5 4. RESOURCES .................................................................................................................................................................................................................................... 12 FINANCE .......................................................................................................................................................................................................................................................... 12 EMPLOYEES ...................................................................................................................................................................................................................................................... 14 6. APPENDIX 1: ACTION PLAN............................................................................................................................................................................................................. 14
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1. Introduction Housing Services comprises a wide range of services covering Building Services, Housing Asset & Investment, Housing Development and Homelessness and Housing Operations & ASB. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Housing & Communities Committee twice yearly, at mid-year and year-end. 2. Performance Review The management team completed a detailed review of 2025/26 performance, focusing on the following: 2025/6 Delivery Plan year-end progress; Local Government Benchmarking Framework (LGBF) comparative data Scottish Housing Network comparative data; Association for Public Service Excellence (APSE) comparative data; Scottish Housing Regulator Tenant Satisfaction Survey feedback Citizens’ Panel feedback; Complaints; Tenant Participation and Engagement; Continuous Improvement Other benchmarking/feedback/ etc. This review highlighted our key achievements in 2025/26 as well as the challenges to be addressed in 2026/27. These are summarised below.
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Key Achievements 2025/26 Housing Services achievements The biennial Tenant Satisfaction survey that covers all areas of Housing Services, demonstrated significant improvement in tenant satisfaction in key areas such as: overall satisfaction with their Landlord (87%, up 25.7% points); satisfaction with the quality of their home (87.2%, up 25.1% points); satisfaction with the management of their neighbourhood (86%, up 23.3% points) and satisfaction that rent costs represented good value (85.6% up 25.1% points). As well as showing improvement over the two years, the results showed that West Dunbartonshire Housing Services performed better than the Scottish local authority average. Launch of the Common housing application form in partnership with six local social housing providers; this further demonstrates our commitment to improving the customer journey. Building Services Significant steps towards delivering on new service structure. This will allow us to deliver more effectively on key objectives including productivity and financial accountability going forward. Significant financial efficiencies were made around reducing spend on overtime budget, resizing the painter resources and externalising the roofing contract. Implemented the new repairs policy. Improved productivity internally including to reduce non-specialist sub-contractor spend. Reduction in spend in the average void costs. Housing Asset & Investment Significant improvements made to council owned properties in relation to energy efficiency improvements contributing to the Council strategic priority as well as contributing to potential reduction in fuel poverty for tenants. Significant progress made to council owned properties in relation to SHQS contributing to the Council strategic priority in housing standards that are fit for purpose. Housing Development and Homelessness Secured £780k from social housing net zero fund from Scot government to deliver energy efficiency measure in non- traditional construction properties in the Clydebank area.
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Awarded the Affordable Housing Development of the Year at The Herald Property Awards for Scotland 2025 Completed Pappert, Mount Pleasant, Gilmore Avenue and Willow Park (phase one) providing 65 additional homes, consisting of mainstream housing and dedicated sheltered accommodation at Willox Park. In addition, we completed the acquisition of a further 35 new homes through our buyback scheme. Through the work of the empty homes scheme, in the last year we brought 45 empty homes back into circulation. Implemented the Housing First Service for Young People in West Dunbartonshire, providing specialist support for young people with complex needs to sustain their own home. Housing Operations Consistently increased number of lets year on year resulting in an increase of 20.32% over the last four years (959 compared with 797). Continued reduction in housing offers refused from the previous year (40% compared with 42%) Maintained reduction in void properties, over the last five years this has reduced from 366 to 140 in 2025/26. Relet times have seen significant improvement, over the last year this has reduced over the last five years from 45.76 days to 23.19 days, work continues through the void working group to ensure continued improvement. CCTV installation completed this includes a suite of 406 state of the art cameras, this will support our teams promote community safety and help protect communities and vulnerable people, alongside supporting Police Scotland with the detection of crime including wilful fire-raising and intercepting drug dealing in our estates. Restructured the Anti Social Behaviour (ASB) service to incorporate decimalised parking enforcement to generate an income for the Council and improve accessibility in traffic enforcement areas. In addition, this has upskilled the previous neighbourhood team into the redesigned Intervention Team to manage category C ASB cases and respond to ASB call outs and disturbances. Challenges Housing emergency, there are a number of key strategic housing challenges which the Council will be required to negotiate over the next 12-month period. Similar to other Scottish Local authority areas, we have a record number of homeless households in temporary accommodation, and access to suitable housing is proving to be extremely challenging. Added to the challenges around homelessness and housing access, will be the impact of the cost-of-living pressures on local communities. The requirement to increase housing supply is critical.
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There has been an overall reduction in voids being delayed due to meter issues, however, there still remains a smaller number of longer-term properties with complex meter issues that are causing delays with the utility companies. Officers will continue to work with utility companies, supported by ‘help to move’ to find solutions for these complex meter issues. Managing customer expectations amid sustained housing demand with stock availability, where waiting lists highlight a mismatch between available property types and customer demand, requiring enhanced expectation management approaches. Housing Supply - recent Scottish Government increases to the Affordable Housing Supply Programme and council grant levels are positive in respect of our ability to deliver more social homes. However, to meet the requirements there requires to be more joined up thinking across all spheres of government, the proposal to look at HRA debt relief through the work of the Scottish Government’s Housing Investment Taskforce could provide such an opportunity. Rising costs including borrowing costs, inflation and pay costs which has provided significant and sustained challenges in managing the HRA 3. Strategic Assessment The Housing Services team completed a strategic assessment and performance review to determine the major influences on service delivery and strategic priorities going forward into 2026/27. As a result of this assessment, the following factors were recognised as having a significant influence on the work of service in 2026/27: Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. These challenges are experienced sharply in the Housing Service with unprecedented pressure on the Housing Revenue Account (HRA). The Council declared a Housing Emergency in 2024, and this requires action to reduce costs to the HRA including from across the Council. Further action is required to ensure a balanced budget, replenish HRA reserves and seek to increase financial resources to reduce borrowing and protect services for tenants. There are pressures on borrowing costs which impact on the capital programme, increased demand particularly through increased
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homelessness presentations and other financial challenges balanced by a requirement to keep rent rises as low as possible without compromising the quality and reach of tenant services. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within this service, £17.951m of the revenue budget which has been identified as being more susceptible to fluctuations are: The Homeless projected income from DWP budget of £4.356m is sensitive due to the nature of the service, as the income received will be dependent on client presentations. The HRA repairs/maintenance budget of £12.688m is demand lend to a large extent so can fluctuate based on need and cost of materials. The void rent loss budget £0.907m is dependent on turnover of tenants and the time taken to repair the void property which can vary based on the condition of the property that tenants leave their home. Local Housing Strategy & Housing to 2040/National Housing emergency Action Plan The Local Housing Strategy (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing and housing-related opportunities and challenges over the next five-year period 2022-27. In 2026/27, we will continue to implement the new strategy in 2026/27 and develop the new LHS plan 2028-33 to address newly arising housing matters such as the housing emergency. The Housing (Scotland) Act 2001 (‘the 2001 Act’) places a statutory requirement on local authorities to produce a LHS that sets out its strategy, priorities and plans for the delivery of housing and related services. It should demonstrate the local authority’s strategic approach to dealing with key housing-related issues such as: Delivering high quality housing and housing related services across all tenures; setting out its contribution to the effective integration of health and social care; and showing how the LHS is supporting the Scottish Government National Outcomes and Targets, whilst reflecting the needs and priorities of the local authority area.
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Our LHS is aligned with the vision around Housing to 2040 which highlights: - A well-functioning housing system: people can find, and afford, the right home for their needs. This will involve making the best out of the housing stock we have, providing people with good investment options and ultimately ensuring the housing system is fair; High-quality sustainable homes: all homes, regardless of the tenure or age of the home, should be well-designed and high quality. They should be easily maintained, have clear running costs and be low carbon. Further, all homes should be occupied; Sustainable Communities: Places should be vibrant, well connected and well designed. They should include a variety of houses to enable people to move as their needs change and be designed to promote health and well-being including quality green space; and Homes that meet people's needs: homes should support well-being, and areas should offer a diverse range of homes to allow people to move. People should be able to easily access information about their housing rights alongside services to support their independence. In 2026/27, we will respond fully to Housing to 2040 within the wider development of the Local Housing Strategy and National Housing Emergency Plan. Housing (Scotland) Act 2025 (“the 2025 Act”) The Housing (Scotland) Act 2025, introduced on 6 November 2025, aims to reform the housing sector and enhance homelessness prevention with provisions rolling out between 2025 and 2028. The “2025 Act” focuses on rented housing and homelessness, introducing significant changes to improve tenant rights incorporating Awaab’s Law and ensuring housing stability. A cornerstone of the “2025 Act” is the introduction of a homelessness prevention duty, the “2025 Act” imposes an “ask and act” duty on public bodies like social landlords, health boards, and police to identify and address housing risks up to six months before homelessness occurs, extending the current two-month threshold. This proactive approach seeks to reduce crisis interventions, though its success hinges on adequate funding and housing supply, The “2025 Act” will also strengthen tenant protections and granting the ability to keep pets and personalise homes, fostering a sense of security and belonging. In 2026/27, we will respond positively to the requirements of the new Housing (Scotland) Act 2025 include developing a new preventative housing solutions access service.
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Housing Solutions Strategy The strategy was produced in partnership with key stakeholders, which importantly included in-depth consultation with households experiencing homelessness and staff working in the service and takes accounts of these opinions around how we can end homelessness in West Dunbartonshire. Following this process, four Key Objectives for West Dunbartonshire Council were clear, and they are: 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. In 2026/27, we will develop and introduce a new prevention focused housing access system. New Housing Supply West Dunbartonshire Council through the Strategic Housing Investment Plan delivered 1000 new homes for the West Dunbartonshire Communities. These properties all meet national and local standards providing exemplar energy efficiency and enhanced space. In 2026/27, we will continue to push the boundaries in terms of our housing building programme putting quality first and driving forward plans to tackle the housing emergency and address the climate emergency within funding availability through the Council’s own resources supported by grant funding from the Scottish Government’s affordable housing supply programme. Better Homes/Sustainability Scotland has set a legally binding target of net-zero greenhouse gas emissions by 2045. Around 14% of emissions in Scotland come from homes. Around 22% of homes in Scotland are social housing so as a strategic landlord we have a significant part to play. All future council homes will be built to a net zero carbon standard. The Climate Change (Scotland) Act 2009 places duties on all public bodies to contribute to emission reduction targets (Mitigation); deliver programmes to increase resilience against Climate Change (Adaptation), and to act in a ‘Sustainable’ way.
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In response, we intend to further develop our strategic housing asset management strategic approach and commitment to environmental sustainability which will allow us to build new homes and manage existing stock and assets in a way that will make them fit for generations to come. Key to this will be developing a new Housing Capital Investment Programme that combines our approach to decarbonisation and positively impacting on fuel poverty. In 2026/27, we will carry out a full stock assessment to inform future housing investment plans. Housing Capital Investment Programme A refreshed Housing Revenue Account (HRA) Capital Plan for period 2026/31, was agreed at Council March 2026. The programme will help deliver the requirements of the Scottish Housing Quality Standards (SHQS), the Energy Efficiency Standard for Social Housing (EESSH) its landlord obligations, health and safety responsibilities and deliver the Council’s new build programme. Delivering the programme in line with the budget, timescales and implementation plan is a significant priority. A revised plan will be agreed to account for the additional investment. In 2026/27, we will continue to continue to progress improvements in SHQS and EESSH compliance. Zero Bills project As part of our commitment to actively pursue sustainable housing initiatives aimed at achieving net zero emissions, improving energy efficiency, and addressing affordable housing needs through comprehensive strategies and policies, we will work in partnership with energy provider Octopus Energy, on a Zero Bills initiative, on a limited number of properties, a framework designed to support the decarbonisation of homes while guaranteeing zero bills for residents. In 2026/27, we will progress the ‘Zero Bills’ pilot project in a limited number of properties. Housing: Improving customer journey and support During 2024/25, we reviewed the customer journey to ensure the service is able to adapt to change and is reflective of new ways of engagement and working, this included exploring the opportunity for implementing digital improvements into service delivery. In addition to the tenant portal, we will continue to identify and review a number of processes and procedures using technology and automation to ensure efficient working practices and improved customer journey. In 2026/27, we will continue to expand the implementation of digital technologies to drive efficiency and a modernised service. The focus of this work will include further development of areas using the Integrated Housing Management system and greater emphasis on the tenant portal.
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Tenant safety and Wellbeing Ensuring tenant safety remains a key priority for the service. In 2026/27 we will continue to monitor, assess, and report on the performance. As part of our commitment to this we will pay particular focus on ensuring that we implement action to meet the requirement of Awaab’s law, that came into force in October 2025. The process to gain access to properties to complete an EICR has been under review to increase the number of completed inspections. The current cost-of-living crisis, and in particular rising energy costs, will mean that many tenants face difficulties in heating their homes. So, it is now more important than ever that we have robust procedures for managing reports and instances of mould and dampness. The process for mould and dampness in tenants’ homes has been revised to effectively manage and eradicate dampness. Using a prevention and treatment approach, we will continue to install environmental sensors to gather intelligence and data on root causes which will help to inform our work. Additionally, environmental sensors are paired with a tenant app that provides real-time insights into the home’s temperature and humidity levels. This tool helps tenants monitor their environment and take proactive steps to maintain a healthy living space. We will continue to advise tenants on prevention measures to reduce the risk of condensation and dampness occurring in properties. Treatment works include improved ventilation, heat recovery ventilation systems to promote moisture removal, external penetrating dampness and mould removal treatments. In 2026/27, we will continue to roll out the installation of environmental sensors in our Council properties and educating and supporting tenants. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. We have established a range of cross service working groups across key areas to improve the customer journey. Services, such as Estates/caretaking, Allocations and Voids and have a range of other short-term working groups looking at ASB and CCTV. These groups will look at a range of aspects including existing processes, systems and interaction with customers to identify improvements to our service delivery areas.
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Housing Voids The Void working group, chaired by Housing Operations Manager, has been established to reduce the time taken to re-let properties. The significant priority to reduce the number of void properties will continue into 2026/27. Housing services will work with the internal partners to improve re-let times. Decants We have continued to reduce the number of decants through improved joint working with Housing Operations and Building Services. In 2026/27 we will continue to have this as a key area of focus. Rent areas We established a joint working group with Housing Operations, Homelessness and the Corporate Debt teams to work together to review and improve cross service processes in relation to pre-tenancy and in tenancy activity, to support tenancy sustainment and rent management. Electrical Meter related issues Weekly liaison meeting established between Housing Operations and Building Services and Help To Move, we will continue to work together in 2026/27 to find solutions around electrical meter related issues in our voids. Awaab’s Law working group In order to ensure we meet the requirements of Awaab’s Law; to improve procedures around the management of mould and dampness, the housing management team have established a working group to ensure this work is prioritised and managed effectively. Review groups Housing Services Review Groups, service specific review groups meet quarterly to ensure improvement in key area of the Scottish Social Housing Charter. Tenant scrutiny Panel The Tenant Scrutiny Panel (TSP) is a group of tenant volunteers that evaluates housing services to ensure they meet the needs of tenants and comply with established standards. The TSP plays a crucial role in assessing how well housing services align with the standards set out in the Scottish Social Housing Charter from a service user perspective.
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Improvement Plan for Building Services Over the last five years the Building Services management team have identified a number of key service improvements that focused on reviewing processes and procedures to ensure they were fit for purpose, provided efficient ways of working and delivered strong customer focused services. In 2026/27, we will focus on training and embedding the new processes and procedures of the Building Services Improvement Plan. Action Plan & Risks The challenges identified at section 2 and the key factors identified in Section 3 have informed Housing Services priorities for 2026/27. Appendix 1 sets out the action plan to address them, including the relevant risks and the performance indicators and targets that will enable progress to be monitored and reported to stakeholders. It also incorporates the Strategic workforce actions. The Council has identified risks at both a strategic and service level. Strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In planning for 2026/27, the Housing Services team considered the Council’s strategic risks and identified risks specific to the service. These are set out in the action plan at Appendix 1 alongside actions to mitigate these, with the aim of improving or maintaining the current position (i.e. the current risk score). 4. Resources Finance Housing Services has a net General Services revenue budget of £1.257m and a nil capital budget in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible.
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Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27(£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Private Sector Housing 0.016 - 0.016 - Energy Efficiency Scotland Area Based Scheme 1.570 1.570 - - Resettlement Services 0.440 0.440 - - Homelessness Services 5.313 4.389 0.924 - Private Sector Housing Grant 0.430 0.382 0.048 - CCTV & Anti-Social Behaviour 0.489 0.220 0.269 - Total 8.258 7.001 1.257 - Housing Services also have responsibility for a considerable HRA, both revenue and capital. Gross Expenditure (Revenue) £m Gross Expenditure Capital £m HRA budget 2026/27 60.880 63.285
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Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2026) are as follows: Absence in 2025/26 The quarterly absence statistics for Housing Services are shown below together with the Council average for the same periods for comparison. The figures for Housing Services have been higher than the Council average for annual FTE days lost in 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Housing Services 7.02% 7.64% 9.4% 8.67% 17.94 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 5. Appendix 1: Action Plan 1. Our communities Service Area Headcount FTE Building Services 289 274.5 Housing Asset & Investment 18 16 Housing Development & Homelessness 96 88.6 Housing Operations 137 132.4 TOTAL 540 511.5
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Appendix 1 Our neighbourhoods are safe, resilient, and inclusive Performance Indicator 2026/27 Target Owner % of anti-social behaviour cases resolved 96% Nicola Pettigrew Number of incidents directed to Police by Public Space CCTV team 400 Nicola Pettigrew % of Public Space CCTV cameras operational 98% Nicola Pettigrew Number of breaches of the Unsuitable Accommodation Order 0 John Kerr Action Due Date Owner Carry out a full stock assessment to inform future housing investment plans 31/03/26 John Kerr Develop the Local Housing strategy for 2028-33 31/03/26 John Kerr Our residents’ health and wellbeing remains a priority Performance Indicator 2026/27 Target Owner Number of children in temporary accommodation Data PI John Kerr Action Due Date Owner Develop and introduce a new preventative focused housing solutions access system 31/03/26 John Kerr Deliver on key objectives of the Housing Emergency Action Plan 31/03/26 John Kerr 2. Our Environment
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Appendix 1 Our neighbourhoods are sustainable and attractive Performance Indicator 2026/27 Target Owner Number of new supply social housing for rent (all supply) TBA John Kerr Tenancy Sustainment Levels within Housing First TBA John Kerr % satisfaction with quality of new build council housing (SHN) TBA John Kerr % of properties that require a gas safety record which had a gas check and record completed by the anniversary date TBA Craig Wilson % of youth homeless levels in West Dunbartonshire TBA John Kerr The number of incidences of youth homelessness in West Dunbartonshire is reduced TBA John Kerr % of council dwellings that meet the Scottish Housing Quality Standard TBA Alan Young % of Council houses that are energy efficient TBA Alan young % of all homeless cases re-assessed within 12 months (repeat homelessness) TBA John Kerr Action Due Date Owner Implement digital improvement for housing service (self-serve portal) 31/03/26 Nicola Pettigrew Implement further phase of digital improvement for housing operations (mobile app) 31/03/27 Nicola Pettigrew Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31/03/27 Alan Young Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31/03/27 Alan Young Explore opportunity for partnership working with Octopus energy to promote zero bills homes 31/03/27 Alan Young Deliver on the More Homes Programme 31/03/26 John Kerr Implement our approach to the new Social Housing Net Zero Standard 31/03/26 John Kerr Service Risk Description Current Assessment Target Assessment Owner
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Appendix 1 Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator. John Kerr Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities, we will be unable to adequately meet housing needs due to rising costs and reduction in funding. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. Alan Young Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. Craig Wilson Failure to optimise implement IHMS system across building services The effective implementation of the IHMS system will deliver efficiency, improve case tracking, capture customer satisfaction and improve service delivery. Craig Wilson Housing emergency Assessment of key workstream planned to exit the current Housing Emergency. John Kerr
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Appendix 1 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar- 2027 All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2027 All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2027 All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2027 All Managers Develop an action to respond regulatory leadership changes in terms of Housing 31-Mar- 2027 John Kerr Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2026/27 Target Owner % of tenants satisfied with the overall service provided by their landlord TBA John Kerr Average length of time to re-let properties TBA Nicola Pettigrew % of council rent that was lost due to houses remaining empty TBA Nicola Pettigrew Percentage of repairs appointments kept TBA Craig Wilson Average time taken (in days) to complete medical adaptations TBA Alan Young Average time (in days) to inspect and repair empty homes TBA Craig Wilson Average length of time (in hours) taken to complete emergency repairs TBA Craig Wilson
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Appendix 1 Percentage of reactive repairs carried out completed right first time TBA Craig Wilson Average time taken (in days) to complete non-emergency repairs TBA Craig Wilson % of tenants satisfied with the repairs and maintenance service TBA Craig Wilson % of properties returned from repairs within target TBA Craig Wilson Action Due Date Owner Reduce the actual days taken to Bring Back to Relet Standard (BRS) a void property. 31/03/27 Craig Wilson Embed Client Function to monitor Building Services quality and performance including financial performance 31/03/27 Craig Wilson Embed new repairs policy with a focus on adhering to target time responses 31/03/27 Craig Wilson *PI targets with TBA, targets will not be determined until the housing improvement board meets in June 2026 to agree new targets based on year-end performance. End of document