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Asset Management Strategy 2006-2011


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  • 1. Asset Management Strategy 2007-2017
  • 2. Homes for Haringey Asset Management Strategy Foreword by Stephen Clarke, Chief Executive of Homes for Haringey This document sets out our Asset Management Strategy with detailed targets and outcomes for the period 2007 to 2017. Our first Asset Management Strategy was completed in July 2006 and submitted as part of our bid to the Department of Local Government and Communities for Decent Homes funding. This document is our ‘Year 1’ update. It sets out progress and achievements since then, and follows a review of the Strategy against current best practice in Asset Management. The Asset Management Strategy is for the use of staff, residents, the Homes for Haringey Board, Haringey Council Members, and any other individual or organisation interested in the Asset Management Service provided by us. The Asset Management Residents Consultation Group has been consulted about the Strategy and agreed the key objectives we are seeking to achieve over the next ten years. As an Arms Length Management Organisation (ALMO), we need an Asset Management Strategy that is separate from, but clearly linked to, Haringey Council’s Corporate Asset Management Strategy. Our need to set out a strategy for achieving the Decent Homes Standard prompted an overhaul of our arrangements for investing in and managing our housing assets. As part of this, we are seeking a more ‘joined up’ approach to the way we plan and deliver our capital investment, cyclical/planned maintenance, repairs to empty property, and responsive repairs programmes. Our overall aim is to deliver a value for money service that provides greater opportunity for resident’s involvement and leads to an increase in customer satisfaction. A good quality Asset Management Strategy will contribute to our mission: to work with residents to provide quality housing services and deliver decent homes. The government expects organisations like ours to have an Asset Management Strategy that is clearly aligned to business objectives and integrated into business planning processes. 9 May 2007 Page 2/73
  • 3. Homes for Haringey Asset Management Strategy Our approach to asset management, which is set out in this Strategy document, has been influenced by best practice guidance from the Royal Institute of Chartered Surveyors (RICS) and the Housing Quality Network, and our membership of the Best Practice in Asset Management Group for London. This Asset Management Strategy will be challenged, revised and updated as part of our business planning cycle. If you wish to discuss anything in this document, or would like further information, please contact Jacinta Walters, Asset Manager Regeneration and Sustainability, by phone on 020 8489 1067 or email 9 May 2007 Page 3/73
  • 4. Homes for Haringey Asset Management Strategy Contents Executive Summary................................................................................. 6 1. Introduction ..................................................................................... 7 1.1 Homes for Haringey Mission, Aims and Key Objectives........................... 7 1.2 Asset Management Strategy Aims and Objectives................................. 7 1.3 Principles of the Strategy .............................................................................. 8 1.4 Strategic Context and Links to Corporate Plans and Strategies............ 8 1.5 Haringey Strategic Partnership Vision and Key Objectives:.................... 8 1.6 Housing Strategy Objectives:....................................................................... 9 1.7 Corporate Capital Strategy and Asset Management Plan ................... 9 2. Our Housing Assets....................................................................... 10 2.1 Property Portfolio ......................................................................................... 10 2.2 Estate Descriptions....................................................................................... 10 2.3 Stock Condition............................................................................................ 11 2.4 Decent Homes Assessment........................................................................ 12 2.5 Supply and Demand................................................................................... 13 2.6 Reviews of Asset Portfolio ........................................................................... 13 3. Review of existing strategy and future objectives .................... 16 3.1 Review of existing Strategy ........................................................................ 16 3.2 Asset Management self-assessment checklist ........................................ 16 3.3 Achievements to Date and Future Focus................................................ 17 3.4 Key Challenges ............................................................................................ 18 3.5 Key Objectives of the Asset Management Strategy ............................. 19 4. Delivering our objectives............................................................. 20 4.1 Objective: To deliver Decent Homes by the government target of (currently 2010)............................................................................................. 20 4.2 Objective: to deliver an efficient and effective responsive repairs and voids service which provides value for money ....................................... 27 4.3 Objective: Increase the ratio of expenditure on planned to responsive repairs in line with best practice to 60/40 and sustain at that level .... 31 4.4 Objective: Increase the energy efficiency of our homes and deliver sustainable Investment ............................................................................... 34 4.5 Objective: Help regenerate Haringey’s neighbourhoods and provide a safer, cleaner, greener environment. ................................................... 39 4.6 Objective: Develop effective systems and software to support the Asset Management Strategy..................................................................... 44 4.7 Objective: Be legally compliant in relation to health, safety and access for people with disabilities. ........................................................... 46 4.8 Objective: Consult and engage residents fully in the development and implementation of the Asset Management Strategy ................... 50 5. Strategy Delivery and Monitoring ............................................... 56 5.1 Performance Management ...................................................................... 56 9 May 2007 Page 4/73
  • 5. Homes for Haringey Asset Management Strategy 5.2 Risk Management........................................................................................ 58 6. Funding the strategy .................................................................... 60 6.1 Assumptions around Future Funding to 2011/12..................................... 61 6.2 Other Funding Sources ............................................................................... 62 6.3 Leaseholder Contributions ......................................................................... 63 6.4 30 Years Housing Revenue Account Business Plan ................................ 63 6.5 Responsive Repairs Funding....................................................................... 63 7. Beyond decent homes: 30 Years Investment Strategy ............ 64 8. Appendix A: Document Register ................................................ 65 9. Appendix B: 2003 Stock Condition Survey Results.................... 66 10. Appendix C: Summary of ALMO bid by element ..................... 67 11. Appendix D Asset Management Action Plan 2007/08........... 68 12. Appendix E Homes for Haringey Business Plan 2007 -2012 Asset Management Performance Indicators................................................ 72 9 May 2007 Page 5/73
  • 6. Homes for Haringey Asset Management Strategy Executive Summary Our Asset Management Strategy 2007-2017 sets out a strategic framework within which we will manage, maintain and invest in our housing assets. We aim to deliver capital investment, planned/cyclical maintenance, repairs to empty property and responsive repairs programmes in a structured and sustainable way. The Strategy contains a series of tasks, outputs and outcomes all linked to improvements in performance and delivering value for money. This Strategy is based on: • Council and resident priorities • the findings of the 2003 Stock Condition Survey • the 2006 bid to the Department of Communities and Local Government for Decent Homes funding • relevant Audit Commission Key Lines of Enquiry (KLOE) for Stock Investment and Asset Management • relevant Performance Indicators, both Best Value and Local • findings and recommendations from previous inspections • learning from Beacon Councils and 3-star Arms Length Management Organisations • latest best practice guidance for Asset Management Key reference documents are listed and, if appropriate, are attached as appendices. The document has been cross-referenced with existing Council and Homes for Haringey plans and strategies. Section 1 sets out the context for the Strategy and shows how it links to our strategic priorities as well as the Council’s strategic priorities. Section 2 provides information about our housing assets including property portfolio, stock condition, decent homes assessment, current performance indicators, demand and asset reviews. Section 3 sets out our strategic objectives for the next 10 years and guiding principles of the strategy. Section 4 sets out proposals and action for achieving each of our objectives, including progress to date. Section 5 sets out how we will monitor performance including risk management. Section 6 sets out how we will fund the Strategy. Section 7 sets out our plans beyond Decent Homes. 9 May 2007 Page 6/73
  • 7. Homes for Haringey Asset Management Strategy 1. Introduction 1.1 Homes for Haringey Mission, Aims and Key Objectives The Asset Management Strategy is designed to support Homes for Haringey’s Mission, Aims and Objectives. Homes for Haringey’s mission statement is: working with residents to provide quality housing services and decent homes. To achieve our mission we will: • Deliver excellent services • Provide better Homes • Help develop safer, stronger communities We will do this by: • Becoming an excellent and well-led organisation • Delivering value for money services Four principles run through everything we do: • Equalities and diversity • Involving residents • Working in partnership with stakeholders • Sustainability 1.2 Asset Management Strategy Aims and Objectives Our Asset Management Strategy sets out: • how we work with residents to deliver decent homes and sustainable investment over the next 10 years. • how we deliver all capital investment, planned/cyclical maintenance, repairs to empty property and responsive repairs. • a strategic framework from which informed decisions can be made about investment in and maintaining our housing assets; and • how we deliver value for money and improve the service we provide to residents. 9 May 2007 Page 7/73
  • 8. Homes for Haringey Asset Management Strategy 1.3 Principles of the Strategy The Strategy is based on the following principles which were agreed by the Board in July 2006: • tacking homes in the worst condition first • targeting deprived areas and linking in with existing regeneration and neighbourhood plans • programming delivery of works in the most cost effective manner we have also added the following: • delivering sustainable investment which contributes to reducing carbon emissions and benefits the local community Our detailed objectives and how we arrived at them are set out in section 3. 1.4 Strategic Context and Links to Corporate Plans and Strategies Our Asset Management Strategy is closely linked to our Business Plan 2007-2012, as well as the following wider Council strategies: Housing Strategy, Corporate Asset Management Plan, Capital Strategy, Neighbourhood Renewal Strategy, Better Haringey campaign and overall draft Sustainable Community Strategy. 1.5 Haringey Strategic Partnership Vision and Key Objectives: The Partnership’s (draft) vision for Haringey is to be “A place for diverse communities that people are proud to belong to’ To achieve this vision, the following corporate objectives have been developed by the Haringey Strategic Partnership as set out within the Draft Sustainable Community Strategy (currently out for consultation). • Have an environmentally sustainable future • Have economic vitality and prosperity shared by all • Be safer for all • Better Haringey Council • Have healthier people with a better quality of life • Be people focussed 9 May 2007 Page 8/73
  • 9. Homes for Haringey Asset Management Strategy 1.6 Housing Strategy Objectives: While the Sustainable Community Strategy sets out the Partnerships’ overall vision and objectives, Haringey’s Housing Strategy establishes the Housing outcomes critical to achieving these objectives. The key priorities are to: • Improve housing services to residents across the tenures • Maximise the supply of affordable homes, increasing access and housing choice • Improve community safety, sustainability, improving our most deprived neighbourhoods and creating opportunities for people to achieve and succeed • Regenerate Haringey’s neighbourhoods, achieving decent homes for all and improve the environment. The Asset Management Strategy aims to support these objectives. 1.7 Corporate Capital Strategy and Asset Management Plan In developing our Asset Management Strategy we have taken account of Haringey Council’s Capital Strategy 2006 - 2011 and Corporate Asset Management Plan 2006-2011, both of which were updated in July 2006. (see document register at Appendix A) Haringey Council’s Capital Strategy sets out the approach for optimising available capital resources to maximise support for the corporate objectives and service priorities. The main aim of Haringey Council’s Corporate Asset Management Plan is to ensure that the council only holds property assets that are required in direct or indirect support of service priorities and corporate objectives and that these are managed efficiently and effectively to demonstrate good use of resources and value for money. The Corporate Asset Management Strategy is the key driver for all capital decisions within the council. 9 May 2007 Page 9/73
  • 10. Homes for Haringey Asset Management Strategy 2. Our Housing Assets 2.1 Property Portfolio Most of the homes we manage are houses and medium rise flats located in the east of the borough. The majority were built after 1945. On 1 March 2007 Homes for Haringey managed 16,347 tenanted homes including 1,479 used for supported housing. Table 1: Tenanted stock by archetype as at 01 March 2007 Pre 1945 small terrace houses 1,349 Pre 1945 semi detached 208 All other pre 1945 houses 2,083 1945-64 small terrace houses 40 1945-64 large terrace/semi/detached 105 1965-74 houses 472 post 1974 houses 730 Non traditional houses 132 pre 1945 low rise flats 873 post 1945 low rise flats 860 Medium rise flats 6,510 High Rise flats 2,741 Bungalows 221 16,347 We also manage council homes bought under Right to Buy in Haringey. On 01 March 2007 there were 4,455 homes occupied by leaseholders. 2.2 Estate Descriptions We are compiling detailed descriptions of council estates in Haringey. These include a description of the history of the property, the main features of the locality, the residents’ association (where one exists), parking, lifts, recent major works or refurbishment carried out and the construction types of the flats/houses. Photographs and digital maps are also included. These help to build an estate profile which is useful for constructor partners and other interested parties. 9 May 2007 Page 10/73
  • 11. Homes for Haringey Asset Management Strategy 2.3 Stock Condition Stock Condition Survey 2003 In 2003 Haringey commissioned FPD Savills to undertake a comprehensive stock condition survey. Surveyors carried out an internal inspection of a representative sample of homes (13%) and an external inspection of 100% properties. The primary purpose of the survey was to assess the cost of the work required to bring all properties up to a modern standard within 5 years, and then to maintain them at that standard for 25 years thereafter. It also included an assessment of how properties measured up against the decent homes criteria as set out by the then Office of Deputy Prime Minister. Savills found that the stock had generally been well maintained on a day to day basis, but had lacked sustained capital investment. As a result, there were a significant number of major components that had reached, or were reaching, the end of their useful life and would require replacement soon. The key findings can be summarised as follows: • Many of the pitched roofs will require renewal during the next 15 years. A significant number of properties have flat roofs, many of which will require comprehensive renewal. • Most properties have single glazed windows which are reaching the end of their useful life and should be replaced with modern doubled glazed units. • Many of the front and back doors are original and would benefit from replacement with modern more secure units. • Environmental improvements such as paths, fences and boundary walls have not been a priority and some areas are in need of attention. • Internally, many of the kitchens and bathrooms are original and need modernising • Most properties have central heating although in some cases this is only a partial provision. • Much of the wiring throughout the stock is original and many properties will need to be re-wired or have the wiring upgraded during the next 10 years. 9 May 2007 Page 11/73
  • 12. Homes for Haringey Asset Management Strategy 2.4 Decent Homes Assessment Savills concluded that 58% of the then total stock of 18,203 units failed the Decent Homes Standard and that, without sufficient investment, most of the remainder would fall into non-decency by 2010. The 2003 Stock Condition Survey has been updated to reflect completed works and the effect these have had on the level of non- decency. As at 31st March 2007 we estimate that 42.58% of our homes are non-decent. Table 2 below shows a breakdown of decent homes failures as at 1st January 2007. Table 2: Non Decent Homes as at 1 January 2007 Non-decent dwellings at 1//01/07 7,197 a. Dwellings not meeting the statutory 815 minimum standard b. Dwellings not in a reasonable state 5,964 of repair c. Dwellings without reasonably 1,210 modern amenities and services. d. Dwellings without a reasonable 1,288 degree of thermal comfort NB This table represents the number of dwellings that fail in each category. A dwelling can fall into more than one category of non- decency failure. 14% 9% a. dwellings not meeting the statutory minimum standard b. dwellings not in a 13% reasonable state of repair c. dwellings without reasonably modern services and amenities d. dwellings without a 64% reasonable degree of thermal comfort 9 May 2007 Page 12/73
  • 13. Homes for Haringey Asset Management Strategy We have achieved this considerable reduction in non-decency by targeting our existing resources, over the last three years, at programmes which make homes decent. These include rewiring 1,920 tenants’ homes, installing 824 new kitchens, installing new windows to 1,446 homes, and replacing roofs to 1,302 homes. We have also ensured that when homes become void they are brought up to the government decency standard before reletting. 2.5 Supply and Demand The 2001 Census shows that 20% of Haringey households are council tenants. In common with other London authorities, Haringey is faced with a severe imbalance in the demand and supply of affordable housing. This, coupled with an increasingly unaffordable private sector in both the rented and owner-occupier markets, has led to a massive increase in the number of families living in temporary accommodation Our 2006 Housing Needs Survey shows that the average house price in Haringey is nearly eight times the average annual salary making the owner-occupier sector unavailable to the majority of residents. Demand for housing has reached such high levels in Haringey that to address both projected newly arising need and the current backlog, an annual programme of over 4,000 additional affordable homes would be required. The 2006-08 Housing Corporation approved National Affordable Housing Programme will enable Registered Social Landlords in Haringey to build over 1,100 new affordable housing units. These units will provide a mix of rented and intermediate sector homes. Haringey has the second highest number of households in temporary accommodation (5,900 at 31 January 2007) in London. Also, the 2006 Housing Needs Survey estimated that, within existing council stock, 15% of households require one or more extra bedrooms to relieve severe overcrowding. These issues present a challenge for Homes for Haringey, in terms of community cohesion and stock management. We use a supply and demand model to carry out projections for the coming years. This shows that for those households with priority need, we have a severe shortfall of larger, family sized properties. 2.6 Reviews of Asset Portfolio Responsibility for reviewing or changing the asset portfolio rests with the Council. We would, however, be involved in any proposed reviews. 9 May 2007 Page 13/73
  • 14. Homes for Haringey Asset Management Strategy 2.6.1 Commercial Portfolio Homes for Haringey is responsible under the Management Agreement for the management of the Housing Revenue Account Commercial Property Portfolio. This portfolio is as follows: Asset Type Approx. Approx. no. of type annual rental Retail Shops 175 £1,112,000 Offices 5 £14,600 Industrial 3 £14,400 Land 33 £135,000 Community Lettings 8 £68,600 Clinics 3 £26,600 Storage 2 £10,000 Residential 6 £18,700 Advertising hoardings 2 £45,000 Aerials 20 £227,000 Substations, Wayleaves, Other 136 £31,700 Total 393 £1,704,300 The management of the portfolio is carried out by the Council’s Property Services Business Unit under a Service Level Agreement. The Council is undertaking a review of its’ commercial portfolio and has set up a project steering group which includes Homes for Haringey. Specific outputs include identifying sites for regeneration and housing development potential. 2.6.2 Housing Revenue Account Asset Audit Housing and other services within Haringey Council commission regular reviews of different aspects of their property portfolios to identify sites that can be better utilised, disposed of, or redeveloped. In 2004 the Housing Service commissioned the Housing Asset Audit to identify sites within housing estates that were suitable for development, disposal or alternative use. The Housing Asset Audit aims to support the corporate strategy of creating safer communities by improving derelict areas prone to crime, whilst also improving the environment. The purpose of this investigation was to identify surplus land for development of social or private housing, community areas and commercial shops, or to find sites for disposal to generate capital receipts. Once identified, each site is considered in consultation with 9 May 2007 Page 14/73
  • 15. Homes for Haringey Asset Management Strategy the Planning Department to assess its development potential. As a result, Property Services, in liaison with housing associations, have been programming sites with development potential into the capital disposal programme. Homes for Haringey is continuing to work closely with the Council to progress some of the outcomes of the Housing Asset Audit. We are currently undertaking a mapping exercise which will be put onto one electronic system (Graphical Information System) which is accessible to all services involved. Proposals are being drawn up to present to the Council for its’ approval to use receipts for decent homes preparatory works and bringing larger or uneconomic empty properties back into use. 2.6.3 Extensive Voids (Empty Property) Disposals Policy The council’s current draft policy is to dispose of empty property, which is uneconomic to repair, for example property requiring extensive structural works. We use a cost model to identify the properties to be considered for disposal. Current policy is that if the repair costs are high the property is sold at open market value. We are reviewing this policy with the Council’s Housing Service as part of a Voids Improvement Project. This work will include looking at the cost at which a property is deemed too expensive to repair and revising this if necessary. We will also look at alternative sources of funding void repairs when, under the current policy we would recommend disposal due to high repair costs. This includes the sale of one bedroom flats to help maintain larger units. 2.6.4 Sheltered Housing Although sheltered housing was included in the 2004/5 Stock Options Appraisal process, it was acknowledged that Haringey Council would need to carry out a more detailed project on the longer term housing needs of older people. Ridgeway Associates Consultancy carried out an analysis of the housing and support needs of older people in 2005. To help develop a plan to meet future needs, in 2005, the council also commissioned FPD Savills to assess the repairs and maintenance costs of Haringey’s supported housing schemes over the next 30 years. 9 May 2007 Page 15/73
  • 16. Homes for Haringey Asset Management Strategy All of the supported housing stock was included in the 2003 stock condition survey and in our bid for decent homes. Compared to the rest of the stock it is in a reasonable condition and we will be programming decent homes work to be carried out in the later stages of the programme for this reason. This will also allow sufficient time for the Council to complete its review of the future need for supported housing in Haringey. 3. Review of existing strategy and future objectives 3.1 Review of existing Strategy We have carried out a review of our existing Asset Management Strategy (2006) with reference to the following: • Current best practice guidance from the Housing Quality Network and the Royal Institute of Chartered Surveyors • Self -Assessment against the relevant Audit Commission Key Lines of Enquiry for Stock Investment and Asset Management • Consultation with residents about what our priorities should be over the next ten years. Since July 2006, when we produced our first Asset Management Strategy, there have been some significant developments in best practice guidance. These will help us to benchmark our Asset Management Strategy against current best practice. • Housing Quality Network (HQN) has produced an Asset Management self-assessment tool kit for best practice. • We are a member of HQN’s Best Practice in Asset Management Group for London. • The Royal Institute of Chartered Surveyors (RICS) is also working on some guidelines on Best Practice. These are currently out for consultation and will be published in summer 2007. 3.2 Asset Management self-assessment checklist We developed the following checklist and used it when reviewing our strategy: 9 May 2007 Page 16/73
  • 17. Homes for Haringey Asset Management Strategy • Do we have a good understanding of the asset management challenges we face? • Is our strategy linked to and consistent with other key strategies both within Homes for Haringey and the Council? • Do we address the issue of current and future need? • Are residents fully engaged in drawing up and delivering the Asset Management Strategy? • Are we making the best use of our assets including exploring opportunities for capital recycling? • Do we have an accurate and up-to-date stock condition database? • Do we have clear repairs and investment programmes based on an objective prioritisation process? • Does our investment planning address life cycle costs, sustainability, regeneration, energy efficiency and wider community outcomes? • Do we show clearly how asset management activities lead to delivery of value for money? • Do we show how option appraisal is carried out and translated into decision making? • Do we ensure legal liabilities are fully addressed, for example compliance with current gas safety regulations? 3.3 Achievements to Date and Future Focus There has been much progress since we produced our Asset Management Strategy in July 2006. • Procurement of four constructor partners to deliver the Decent Homes programme in March 2007. • Procurement of four compliance teams in March 2007. • Progress in the procurement of the Planned Preventative Maintenance contractors. Tenders received in April 2007 9 May 2007 Page 17/73
  • 18. Homes for Haringey Asset Management Strategy • Procurement of Responsive Repairs partnering contractors who will be appointed in May 2007. Tenders received in March 2007. • Acquiring the asset management Codeman 4 software system which will go live in May 2007. • Creation of more accessible asbestos register and provision of information to contractors. • Introduction of TASK and Optitime (our computer based repairs appointments management systems) to improve work scheduling and productivity of the direct labour organisation. • Launch of new graphical repairs ordering system which enables tenants to book their own repair appointment on line. • Launch of new lettings standard. • Production of Climate Change action plan. • British Standards Institute accreditation for responsive repairs procedures • Resident consultation and involvement through the work of the Asset Management Residents Consultation Group and Procurement Panel. • New Asset Management staff structure in place. • Improved Performance in responsive repairs, empty property re-let times and number of properties with valid gas safety certificates. In addition, the Decent Homes Programme Delivery Plan, agreed by our Board in December 2006, establishes a clear framework for delivering Decent Homes including proposed organisational arrangements and consultation and communications plans. 3.4 Key Challenges The key areas we need to focus over the next ten years are: • Developing effective linkages between repairs activity and formulation of capital investment programmes to achieve best 9 May 2007 Page 18/73
  • 19. Homes for Haringey Asset Management Strategy practice ratio of 60:40 for expenditure on planned versus responsive repairs. • Developing phase two five-year programme of work for Decent Homes and associated programmes, in conjunction with constructor partners. These will be informed by up to date and accurate stock condition data including life cycle costs of building elements, together with resident priorities. • Building partnerships with contractors and delivering value for money for residents. • Actively pursue additional external funding for major works. • Although a considerable amount of work has already been undertaken in respect of resident consultation, we need to move on to the next stage of developing and implementing a detailed consultation plan for delivering phase two of our decent homes programme. • Implementing a detailed phase two Decent Homes communications plan for all stakeholders. 3.5 Key Objectives of the Asset Management Strategy We have agreed the following key objectives with residents from our Asset Management Residents Consultation Group: • Deliver Decent Homes by the government target (currently 2010). • Deliver an efficient and effective responsive repairs and empty property service which provides value for money • Increase the ratio of planned versus responsive repairs to 60:40 and sustain at that level. • Increase the energy efficiency of our homes and deliver sustainable investment. • Help to regenerate Haringey’s neighbourhoods and provide a safer, greener and cleaner environment • Develop effective systems and software to support the Asset Management Strategy • Be legally compliant in relation to health, safety and access for people with disabilities. • Consult, listen to, and engage residents fully in the development and implementation of the Asset Management Strategy In support of the above we also aim to: 9 May 2007 Page 19/73
  • 20. Homes for Haringey Asset Management Strategy • Improve customer access and increase overall satisfaction with the service provided • Deliver services which are consistent with equality and diversity 4. Delivering our objectives 4.1 Objective: To deliver Decent Homes by the government target of (currently 2010) Our immediate priorities are being driven by the government requirement for all local authorities to bring their stock to the Decent Homes Standard by (currently 2010). Delivering Decent Homes is embedded in Homes for Haringey’s mission. In drawing up our Decent Homes delivery plan, we have taken into account the findings from the FPD Savills stock condition survey, and the funding assumed in our bid to the Department of Communities and Local Government in July 2006. This is in addition to the views of residents, expressed during the Stock Options Appraisal and ALMO consultation processes, on what investment standard Homes for Haringey should adopt for Decent Homes. 4.1.1 Stock Options Appraisal 2004 As part of the Stock Options Appraisal, a Steering Group considered the various options available to Haringey Council for meeting the future investment needs of its housing stock including meeting the Decent Homes Standard. The Group, which had an independent chair and comprised a majority of residents with officer and member representation, concluded its findings in November 2004. In April 2005 tenants and leaseholders followed the Options Appraisal Steering Group’s recommendation and voted in favour of an ALMO managing all of the council’s housing stock. The investment standard, defined by FPD Savills Stock Survey and now known as the Homes for Haringey Standard, is set out below. 4.1.2 Homes for Haringey Decent Homes Standard This is ‘a good landlord’ standard, which meets the Government’s Decent Homes Standard, meets the council’s other obligations (for 9 May 2007 Page 20/73
  • 21. Homes for Haringey Asset Management Strategy example, to maintain lifts), and makes sense from a long-term (30-year) asset management point of view. (Ref.: Final Report to the Council of Option Appraisal Steering Group Nov 2004). The standard, therefore, includes areas not covered by the then Office of Deputy Prime Minister’s definition of decent homes, such as works to communal areas, entry phones, and lift replacement. The investment identified to meet this standard is based on the survey findings on site, the application of industry standard life cycles for building components, and the use of costings that reflected those then being paid in Haringey. The figures represent what FPD Savills estimated to be sufficient investment to repair and maintain the fabric of the properties in reasonable condition. The costs exclude any major improvements to the properties and major estate remodelling/redevelopment or environmental works. 4.1.3 Application for Round 6 ALMO Programme In 2006 the FPD Savills figures were adjusted to reflect Right to Buy sales and capital works carried out since the survey was completed as well as inflation and pricing levels. The figures were fed into the Department of Communities and Local Government Building Cost Model and an estimate of almost £231 million was calculated as the ALMO funding required to deliver the Homes for Haringey standard. A summary of our funding bid is set out at table 3 below. (For further details see section 6 on funding the Asset Management Strategy.) 9 May 2007 Page 21/73
  • 22. Homes for Haringey Asset Management Strategy Table 3 Summary of bid for Resources (extract from Building Cost Model July 2006) Year Works Resources Investment ALMO funding Required Available Gap required £m £m £m £m 2006/07 56.440 17.951 38.489 0 2007/08 58.872 18.105 40.768 43.056 2008/09 61.737 18.291 43.446 58.737 2009/10 64.141 18.516 45.625 58.951 2010/11 67.087 18.771 48.316 58.611 Total 308.277 91.634 216.643 219.354 5% sustainability works 11.545 Total Bid 230.899 NB The above has been reviewed to reflect the fact that ALMO funds are unlikely to made available until April 2008. See section 6 on funding the Strategy which sets out our latest assumptions. Table 4 below sets out the proposed annual rate at which homes would be made decent between 2006 and 2010 included in our bid. The table reflects changes in stock level due to Right to Buys. We do not expect any loss of stock through demolition or partial stock transfer. 9 May 2007 Page 22/73
  • 23. Homes for Haringey Asset Management Strategy Table 4 Phase 2 Decent Homes Delivery Plan OPENING POSITION TOTAL 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 SPEND Stock (as at 01 April) 16,347 16,182 16,115 16,070 16,039 16008 Sales/ disposals 165 67 45 31 31 31 Acquisitions 0 0 0 0 0 0 decent 9,386 9,683 10,703 12,881 14,435 16,008 non-decent 6,961 6,499 5,412 3,189 1,604 0 %age non- decent (BV184a) 42.58% 40.16% 33.58% 19.85% 10.00% 0.00% change in decency (BV184b) 6.64% 16.73% 41.06% 49.71% 100.00% 0.00% spend £m (full £ bid) £ 18.896 £ 63.789 £ 80.302 £ 80.783 £ 80.695 £ - 324.465 %age spend per year 5.82% 19.66% 24.75% 24.90% 24.87% 100.00% This projection allows for a number of homes previously ‘decent’ becoming ‘non decent’ during the time period. 9 May 2007 Page 23/73
  • 24. Homes for Haringey Asset Management Strategy 4.1.4 Procurement To ensure effective delivery of the Decent Homes standard, the council approved our new strategy for the procurement of housing capital works. This involves adopting a partnering approach with up to four constructors who will be area based and who will be responsible for the design, project management and delivery of capital works over the next four years. We believe this approach best helps us to: • To achieve the Decent Homes Standard by the government’s deadline (currently 2010). • Deliver value for money by saving costs in tendering. • Achieve efficiency savings through use of common supply chains. • Allow the constructors, residents and us to work together to improve customer satisfaction. • Enable a common approach to delivering decent homes across all areas of the borough. • Enable greater cost certainty in delivering the agreed programme. • Deliver wider community benefits in terms of employment, training and use of local suppliers. We are now at the end of an extensive partner selection process and in March 2007, appointed four constructor partners. In parallel, we have also completing the tendering process for appointing four consultant Compliance Teams. These teams will supply project management, cost consultancy, quality monitoring, risk management, and planning supervision in each of the four areas. We made sure that, from the outset, residents were involved in selecting our constructor partners. The tenants and leaseholders who make up the Residents Procurement Panel have worked with us in scoring the pre-qualification questionnaires, drawing up the invitation to tender list, interviewing contractors, site visits and final recommendation to the council. To enable our partnering arrangements to work effectively, in March 2007, we sought, and were successful in our application to the leasehold valuation tribunal for dispensation from the leaseholder regulations. This approach is consistent with that of other council’s. 9 May 2007 Page 24/73
  • 25. Homes for Haringey Asset Management Strategy 4.1.5 Decent Homes Delivery Plan Following the 2003 Stock Condition Survey, we have used the findings to target our investment at those homes identified as priorities for bringing up to decency standards. These works have been incorporated into our phase one Decent Homes programme. For phase two our planning has been based on a four year programme starting on site in September 2007. However, we are also preparing for the possibility (now highly likely) of not receiving any funding until 2008/09 and consequent extension of the programme beyond 2010. We are awaiting confirmation from the Department of Communities and Local Government as to likely phasing of round six funding for ALMOs which is subject to us achieving a two star rating at the Audit Commission inspection in May 2007. Our detailed phase two programme and costings will not be finalised until the constructor partners have undertaken surveys and we have received confirmation of the level of funding available. In the meantime we are using the cost model developed as part of the tender evaluation process to help us to explore various options for delivering the decent homes target. The intention is for the constructor partners to undertaken validation surveys of the properties in their areas during 2007. We will also use our own staff to carry out some of this work. This information will be fed into the cost model together with their prices. Once we are clear about the level of funding available, we will be able to work with the constructor partners and residents in agreeing the Homes for Haringey standard and the best way to programme the works to achieve the Decent Homes target. Ideally, we would want to know what the overall phase two Decent Homes programme will look like before committing to the first year’s work. Working this way would ensure consistency in the investment standard to be applied. Also, it would not be reasonable to expect residents whose homes are not included in Phase two Year one to wait until after 2008 to find out if they are due to have works carried out and, if so, when. Residents will therefore be consulted about the proposed overall programme before agreement is sought from the Council and Homes for Haringey Board. The programme will then be published on the Homes for Haringey web site and Home Zone, our newsletter for residents. 9 May 2007 Page 25/73
  • 26. Homes for Haringey Asset Management Strategy We will use the cost model to get accurate cost information through all phases and years of the programme. It will map the works we intend to do to each home against the Homes for Haringey Decent Homes standard specification and the budget available for the entire programme. With this model, the impact of all cost and cost related decision making will be looked at before starting the works. In order to achieve a start on site once funding becomes available, we are now looking at how phase two year one of the programme should be assembled. As part of the process for agreeing the 2006/7 capital programme, a detailed analysis of all schemes included in the then current design programme was undertaken. These were assessed against the government and Homes for Haringey decent homes standards and the costs of the proposed works. We also considered elements that were outside of the scope of the Homes for Haringey standard such as components that needed urgent attention, fitness for purpose, statutory duty, match funding and other environmental factors. These elements were put into a scoring matrix to establish a priority order. The schemes considered to be of a high priority will be programmed by the constructor partners for a start on site in year 1. 4.1.6 Organisational Arrangements Our Asset Management Team sits within the Building Services Division of Homes for Haringey and is ready to deliver Decent Homes. The team is responsible for managing and developing the Asset Management Strategy, which includes knowledge management, client monitoring, project management, investment planning, research and development. We are also exploring options for setting up an office within each of the contract areas which will act as a site office, resident liaison office, and project management team office as well as accommodating constructor partner staff compliance team and Homes for Haringey staff. 4.1.7 Communications We are now implementing the next phase of our communications plan, from March 2007, to increase awareness of the Decent Homes programme among residents, staff and other stakeholders. We are 9 May 2007 Page 26/73
  • 27. Homes for Haringey Asset Management Strategy communicating our plans at the earliest opportunity to manage expectations and in doing so influence resident and other stakeholder satisfaction. 4.1.8 Consultation For tenants and leaseholders, the consultation process is ongoing. The Asset Management Residents Consultation Group has been working with the staff in the Asset Management Team since February 2006 to help us develop the consultation plan for delivering decent homes. This and other recognised resident groups have been fully engaged in the consultation process to date and will continue to play an active role in the procurement of supply chain and supply chain management agreement as well as the programming of works with the individual constructor partners. We will continue to consult these groups on all generic issues pertaining to the programme and its delivery. (see section on resident involvement for further information) The consultation plan will reflect residents’ views and desired level of involvement at all relevant stages from developing the contract specification, monitoring the works while in progress and signing off the works on completion. 4.2 Objective: to deliver an efficient and effective responsive repairs and voids service which provides value for money The repairs client team manages the repairs and maintenance contracts for tenants and leaseholders in Haringey Council properties. This includes day-to-day reactive repairs, voids and specialists works. The delivery mechanism for achieving the above is through three key projects included in our Homes for Haringey Business Improvement Plan: • Repairs Improvement Plan • Repairs Procurement • Voids Improvement Plan Each project has a project team to review progress on a monthly basis and produce highlight reports for the Executive Management Team and the Homes for Haringey Service Delivery Committee. Residents are involved through the Repairs Panel and the Procurement Panel. (see section 4 for further information on resident involvement) 9 May 2007 Page 27/73
  • 28. Homes for Haringey Asset Management Strategy 4.2.1 Repairs Improvement Plan Project Objectives: • Deliver improvements to day to-day-repairs to meet the standards required of at least a two star service • Ensure that all improvement issues from previous inspections are addressed • Improve customer satisfaction in day-to-day repairs • Improve resident involvement in day-to-day repairs Progress to date In response to feedback from residents in our annual satisfaction survey that the repairs service was an area for improvement, together with recommendations from previous inspections, we have put the following initiatives in place: • A new suite of performance indicators has been developed to enable us to address performance issues more efficiently. • A new system of complaints handling has been put in place following a review of the existing procedure. • New software systems have been put in place to improve productivity and customer satisfaction: TASK, a contractor management system, and Optitime, an electronic appointment scheduling system, were introduced in May 2005 and February 2006 respectively. • Quality procedures have been documented for general repairs and British Standards Institute (BSI) accreditation ISO 9001:200 achieved in January 2007. • Multi-skilling of our operatives; 30% carry out work in more than one trade. This has helped us to carry out more repairs at the first visit and improve voids turnaround. Our partnership with the College of North East London provides training and a National Vocational Qualification (NVQ) level qualification for multi-skilling. • Delivering our modern apprenticeship scheme in Repairs Operations through CoNEL. We currently have 22 locally recruited apprentices who will gain qualifications to NVQ level and City and Guilds standards. 9 May 2007 Page 28/73
  • 29. Homes for Haringey Asset Management Strategy • Estates Services Officers have been trained as handypersons. • From December 2006, tenants have been able to report a repair on the internet using our new web based geographical repairs ordering system. In addition to improving customer access, it has also helped us to get more jobs ‘right first time’. From April 2007 this will be available for leaseholders to use. From this time, it will also enable elderly and disabled residents to order the enhanced level of repairs they are entitled to within the Tenants Charter. • Provided translation cards for operatives and surveyors and tailored equalities training for all staff. • New updated repairs handbook produced which is also available on our web site. • Worked with the Haringey call centre to improve call answering on repairs by setting up a dedicated team. These initiatives have already delivered positive outcomes for tenants: • Improved % of appointments made and kept: up from 90.84% in 2005/6 to 93.56% as at beginning of March 2007. • Improved performance on average days to complete routine repairs: from 17 days in 2005/6 to 11.68 days as at the beginning of March 2007. • High levels of customer satisfaction with 91.89% of tenants returning surveys recorded as satisfied as at the beginning of March 2007. • Jobs completed right first time: 81.69% as at the beginning of March 2007 ; new indicator Future actions • We have plans in place to introduce SMS text messaging for responsive repairs. This will enable the Opti-time system to communicate with our operatives mobile phones and, where available, customers phones, and provide improved efficiency and customer satisfaction. 4.2.2 Repairs Procurement 9 May 2007 Page 29/73
  • 30. Homes for Haringey Asset Management Strategy Project Objectives: To procure a value for money repairs and maintenance service through market testing. Progress to date Homes for Haringey is in the process of market testing the day-to-day repairs service following a comprehensive value for money study carried out by Deloittes and Touche and reported in November 2005. The review covered the end-to-end service including vehicle provision and repairs reporting. We are currently evaluating tenders, which were returned in March 2007, and expect to recommend appointments in May 2007, with the new contracts in place by October 2007. Residents from the Asset Management Residents Consultation Group and Procurement Panel were involved in selecting the partner. Our in-house team has submitted a tender. We have used the bid process to identify the necessary service improvements have included these in relevant plans. Future Actions We have drawn up a client management structure to manage the new contracting arrangements in advance of partners being appointed. This establishes a clear client/contractor split. The challenges now are: • To embed the new client management role • To define and develop good client/contractor relationships • Develop a business-focused approach that demonstrates best practice and value for money • To move away from reactive and into strategic planning and management • Establish closer working between the Repairs Client Team and Asset Management Team 4.2.3 Empty Property (Voids) Improvement Plan 9 May 2007 Page 30/73
  • 31. Homes for Haringey Asset Management Strategy Project Objectives • To improve performance on managing empty properties, including customer satisfaction and value for money. • To improve the standard of repair and cleanliness of empty properties • To minimise delays throughout the voids/lettings process and reduce the overall turnaround time from 29 days in 2005/6 to 27 days by March 2008 and 25 days by March 2010. Progress to date • Our new Letting Standard sets out improved standards for repairs and cleanliness of voids. • Developed crystal report to measure void repair turnaround time. Future Actions • Review the current policy for disposal of voids that need extensive works and are deemed uneconomic to repair. • Identify areas for further review and improvement. • Embed recharge policy for voids in May 2007. 4.3 Objective: Increase the ratio of expenditure on planned to responsive repairs in line with best practice to 60/40 and sustain at that level Objective We intend to use the partnering process in both capital and revenue works to maximise cyclical and planned work and reduce responsive repairs so that we achieve the best practice split of 60/40 by March 2008. The current ratio for all capital and revenue expenditure is 58/42. Current and future actions We are working on a package of measures to help us achieve this and, ultimately, deliver value for money through more efficient and effective use of the resources available. An increase in planned programmes should result in less disruption therefore improve resident satisfaction. • Develop 5 Year Capital Programmes. 9 May 2007 Page 31/73
  • 32. Homes for Haringey Asset Management Strategy • Develop a cyclical planned preventative maintenance programme, which includes external repairs and decorations and internal communal areas. • Reviewing what responsive work is more effectively undertaken as part of cyclical/planned programmes. • Set up improvement and replacement programmes for ‘end of life’ building components to accompany main Decent Homes programme. • Do non-urgent, low risk, high cost repairs as grouped projects. • Get repairs ‘Right first time’. • Maximise contact and exchange of information between responsive repairs staff, housing management staff, design and engineering, and asset management staff. • Use repairs data and in house knowledge to identify repair trends/high unit costs. • Use asset management software system to enable customer services to view planned programmes of work when responding to repair orders. • Bring all voids up to the Decent Homes standard. • Develop common specifications for voids, responsive, and planned/cyclical maintenance and capital works. • Market tested a range of mechanical and electrical contracts to ensure value for money. Starting in April 2007, these include; lifts, TV aerials, door entry systems, water tank maintenance, dry risers and pumps, fire fighting equipment. 4.3.1 Planned Preventative Maintenance Programme. An enhanced version of a cyclical planned preventative maintenance programme was re-introduced in 2006/7. The programme covers previously painted external surfaces and communal areas and a wide range of minor repairs to the external elements. As we will have detailed five-year capital programmes in place, we will be in a position to identify those properties which are not included for external renewal but which still require essential maintenance during that period. The 9 May 2007 Page 32/73
  • 33. Homes for Haringey Asset Management Strategy programme, although not designed to address issues of decency, is prudent from an asset management perspective and will improve the living environment for residents. We have following a similar procurement process for the decent homes partners with tenders returned in April 2006. Residents have been involved in the selection process. The development of an asset management software system and updated stock condition surveys will help us make the most efficient use of capital and revenue resources by targeting addresses not included in the Decent Homes programme and reducing expenditure on non-programmed reactive repairs. This will also help to reduce the level of capital repairs included in the capital programme. £2.5m has been allocated from the 2007/8 capital budget to fund the Planned Preventative Maintenance programme. The programme will be drawn up as follows: Ranking by Maintenance Need We will produce a table of the existing stock, which prioritises homes based upon ‘maintenance need.’ The prioritisation process will be developed in conjunction with Repairs and Design and Engineering staff and the construction partners delivering the Decent Homes programme. We will focus on homes with the highest ranking, when deciding where major maintenance projects will be focussed (this will also impact on the order of priority and the programming of the Decent Homes programme works.) Statutory Compliance – Our Head of Design and Engineering services will undertake a prioritisation exercise on statutory legislation relevant to the building elements and components for each block and estate. This will identify, in detail, areas and stock where non-compliance to statutory regulations creates a risk to life and/or a risk of major operational disruption of the element. Where non-compliance represents a significant safety risk to residents and staff, works necessary to achieve compliance will be prioritised on the basis that they are safety critical. Major Defects List – Our Head of Design and Engineering services will maintain, throughout the year, a rolling list of plant and equipment where faults have been identified and the equipment is at risk of failure. Distribution of Funding: 9 May 2007 Page 33/73
  • 34. Homes for Haringey Asset Management Strategy Getting the right balance between reactive, preventative and long- term maintenance is critical. In general terms, our aim is to maximise expenditure on planned and preventative repairs and minimise expenditure on reactive repairs. To achieve this we will distribute the available budget on the following basis: Reactive Maintenance – This maintenance category will be funded on the basis that we have a responsibility to protect the Councils housing asset base and to comply with the terms of stakeholder provisions as detailed in the Landlord tenant Act 1985. We will minimise expenditure on reactive maintenance by developing robust planned preventative and long-term maintenance programmes. Planned Preventative Maintenance –Again, this maintenance category will be funded on the basis that we have a responsibility to protect the Councils housing asset base. A proportion of this budget will be set aside for statutory inspections. High Priority, Safety or Operationally Critical Works: This element of the programme will comprise of safety critical works, which if deferred would represent a significant risk to the Council and/or to the safe operation and peaceful enjoyment of stakeholders. Typically this will include projects such as fire safety up-grading, lift upgrades, fixed electrical testing and legionella control. Programme Approval & Risk Management – The annual programme is submitted to the Council for approval once the resource allocation process has been completed and the amount available for each maintenance category has been determined. Where necessary, we will indicate to the Council areas where work assessed to be high-priority is being deferred due to funding restrictions and will highlight the risks arising from such delays. 4.4 Objective: Increase the energy efficiency of our homes and deliver sustainable Investment 9 May 2007 Page 34/73
  • 35. Homes for Haringey Asset Management Strategy This section sets out the activities being planned or undertaken to ensure that the work that we do provides sustainable outcomes and a better quality of life for our residents. In December 2006, the Council signed up to the Nottingham Declaration, which commits Haringey to developing plans to combat the causes and effects of a changing environment on the borough. The Council has set up a Climate Change Officers Group which is tasked with looking at the outcomes of the Climate Change Audit, (July 2006). The initial study indicates that about 50% of carbon emissions in Haringey are due to domestic energy use. Homes for Haringey is a member of the officer group and is developing a Climate Change Action Plan, as part of a wider Homes for Haringey environmental sustainability strategy, which will contribute to the Council’s objective to reduce energy use and carbon emissions in the borough. 4.4.1 Energy Efficiency and Affordable Warmth Progress to date Homes for Haringey currently runs an energy efficiency programme. This is targeted at addressing fuel poverty, increasing the energy efficiency of our stock, and hence reducing CO2 emissions, as measured by the Standard Assessment Procedure (SAP). As at 31st March 2006, we achieved a SAP rating of 66, which attracted Local Public Service Agreement (LSPA) funding of £75k for exceeding our original target of 62. Over the past two years, the Council has contracted British Gas to deliver energy efficiency measure in both public and private sector housing in Haringey. British Gas receives a central government grant through Energy Efficiency Commitment (E.E.C) funding. This money is used to assist/subsidise clients such as us in making residents’ homes more energy efficient. For example, we can get up to 60% towards the cost of loft and cavity wall insulation. Haringey received co-funding of £123,000 in 2005/06. This scheme requires electricity and gas suppliers to use at least 50% of the funding on providing domestic energy efficiency savings to a priority group of low-income consumers in receipt of certain benefits. We have secured a further two-year contract (to 2008) with British Gas to deliver all independent energy efficiency measures to council stock. This is a joint contract with the council’s Environmental Service who will deliver measures to the private sector using the same British Gas team. 9 May 2007 Page 35/73
  • 36. Homes for Haringey Asset Management Strategy For 2006/07 our energy programme attracted an additional £ 60,000 co-funding as part of this scheme. In addition, the British Gas Here to HELP scheme provides free energy efficiency measures, such as loft and cavity wall insulation, to eligible customers, assesses tenants’ personal needs through a benefits health check, and assists claims for additional Government benefits to tackle the root problems of fuel poverty. Safety and Security measures are provided to people over the age of 60 free of charge. In 2003/04, Haringey was one of the eight flagship authorities who successfully piloted the Here to HELP scheme in the New Deal for Communities area. Our insulation achievements to-date: • 2,079 lofts insulated • 426 cavity walls insulated We currently install loft insulation to 300mm thickness. This exceeds current building regulations thus ‘future proofing’ in advance of an expected change in regulations after 2010. Other capital programmes also have energy efficiency benefits: replacement windows are double-glazed and replacement roofs have improved insulation. We also invest about £1.7m annually in replacing ageing boilers with efficient condensing boilers. Over the past three years, British Gas gave us 140,000 energy efficient light bulbs. We distribute these as part of the energy efficiency programme through gas servicing contractors and at residents meetings and area offices; install in voids; and provide to Registered Social Landlords operating in Haringey. Future Actions 4.4.2 Energy Surveys In preparation for delivering the Decent Homes programme, Homes for Haringey is getting its constructor partners to undertake detailed stock surveys. These will include collecting data to enable us to calculate the energy rating of our stock through the Standard Assessment Procedure (SAP) before and after the works. To this end, Homes for Haringey are now members of the National Homes Energy Rating scheme enabling us to generate recognised SAP data. 9 May 2007 Page 36/73
  • 37. Homes for Haringey Asset Management Strategy The survey information will be fed into our new Asset Management IT systems. This accurate and up-to-date information will enable us to target need more effectively and assist in planning long term sustainable investment programmes. We will set out concrete actions and targets to improve the energy efficiency of the existing Council-owned housing stock and measurably contribute to the reduction of fuel poverty and C02 emissions in the borough. Most energy efficiency measures, however, are targeted at new build solutions as they are easier and cheaper to install. We are therefore largely limited to simple retro-insulation works. 4.4.3 Increasing Energy Efficiency Awareness Our approach to energy efficiency includes looking beyond just technical solutions to providing advice to residents and staff about how best to reduce energy consumption. We will incorporate energy efficiency advice to residents as part of the Decent Homes consultation process and through other publicity events. We particularly need to work with community groups to target residents who do not have English as a first language as well as elderly people and those on low incomes. We will work closely with the Housing Service to provide advice for private sector and council residents and promote simple things that can be done to save energy. We have already started to do this through articles in Home Zone, our magazine for tenants and leaseholders. We will also encourage staff to look at their own energy use at home and at work, including travel to work as part of Homes for Haringey’s ‘travel to work’ plan. The Housing Service is in the process of commissioning a thermal imaging exercise of all housing across the borough. This will highlight areas of greatest heat loss and help us target actions in both the public and private sector. It will also help to publicise the need to be more energy efficient. 4.4.4 Funding Initiatives for developing new Technologies 9 May 2007 Page 37/73
  • 38. Homes for Haringey Asset Management Strategy Given that we will soon have completed the provision of cavity wall insulation to most of our blocks, we need to look beyond just traditional energy efficiency measures to the use of energy from renewable sources which do not produce carbon emissions, such as solar panels. The majority of our stock is of solid wall construction, but providing external and internal insulation to these homes is currently expensive and disruptive. We are therefore exploring an option of working with British Gas in developing a DTI supported initiative to investigate the viable introduction of renewable energy schemes. Implementation will depend on the level of matched funding required. This £50m programme was launched in April 2006 and will run over 3 years. It will fund schemes, which make carbon savings from energy efficiency measures including combined heat and power, solar panels and ground source heat pumps. 4.4.5 Homes for Haringey Environmental Sustainability Strategy The council has engaged an independent not-for-profit energy advisory organisation operating in London, SEA/RENUE, to produce its Climate Change Action plan. From this report, we will draw up realistic targets and actions for Homes for Haringey. These will then be monitored as part of the Homes for Haringey Environmental Sustainability Project which has been established to develop an environmental sustainability strategy for the whole organisation. 4.4.6 Homes for Haringey Procurement Strategy The new Decent Homes constructor partners will be expected to contribute to Haringey’s vision on sustainability. The short listing process included environmental/sustainability criteria in the scoring mechanism. Our new partners must have either Environmental and Green Policy statements or environmental management systems (such as 14001 accreditation or Environmental Management Systems (EMAS)); or be prepared to implement sustainable development improvement programmes. They will be expected to minimise waste, recycle and safely dispose of residual waste. They will also be required to use durable, renewable, recyclable materials that are of low toxicity and easy to maintain. The design and supply of windows, roofs, kitchen and bathrooms will be assessed on the basis of life cycle costs, therefore taking into consideration future maintenance, replacement and disposal. The 9 May 2007 Page 38/73
  • 39. Homes for Haringey Asset Management Strategy environmental performance of components such as timer and paint will form part of this assessment. In addition, they will need to demonstrate how they propose to make use of local suppliers and labour to minimise transporting of goods and services. The above also applies to the tendering process for the Planned Preventative Maintenance and Repairs contracts. We are also developing a plan to achieve Environmental Management Systems accreditation for all contractors by 2008/09. We will continue to work closely with the councils’ Corporate Procurement Unit to develop use of best practice on energy efficiency measures in construction projects. Decent Homes contracts will include energy saving measure and targets. The Energy Savings Trust has produced a Best Practice Guidance for Energy Efficient refurbishment of existing housing. We will use all of these in planning and delivering Decent Homes. Community Inclusion One of our key aims is to ensure that our investment programmes deliver wider social and economic benefits to our residents beyond the physical improvement of their homes. Social and economic sustainability will therefore be included as a Key Performance Indicator to be measured and monitored throughout the duration of the Decent Homes framework agreements. The new constructor partners will be expected to support employment and training opportunities for local labour and make use of local sub-contractors and supply chains. Their performance will be measured against a target of 20% of the on-site workforce employed during the programme being local residents, with 10% of the workforce employed as trainees. Contractors will also be encouraged to share information about their supply chain and sub-contracting opportunities with local businesses, and to give them a free and fair opportunity to compete for contracts. 4.5 Objective: Help regenerate Haringey’s neighbourhoods and provide a safer, cleaner, greener environment. It is essential that our investment programmes deliver wider community outcomes than just physical improvements to the stock. Given the scale of funds involved, we can have a significant impact in helping to regenerate our neighbourhoods and create a safer, cleaner environment for our residents. 9 May 2007 Page 39/73
  • 40. Homes for Haringey Asset Management Strategy 4.5.1 Neighbourhood Renewal and Regeneration Haringey has successfully attracted grant funding for regeneration programmes from a variety of sources. These include Estate Action, Single Regeneration Budget, and, currently, the Seven Sisters New Deal for Communities. The Housing Service has a good track record in delivering schemes as part of these programmes, for example, the flagship Broadwater Farm Estate Action scheme in which £33m was invested over a 10-year period. The estate has been transformed and, as a model of good practice in design and resident involvement, now attracts visitors from all over Europe. Works included provision of concierges and other security measures, window replacement, cladding, heating and environmental works. Haringey, and now Homes for Haringey, have also successfully used a combination of Neighbourhood Renewal, New Deal for Communities, British Gas and our own capital programme funds to target comprehensive energy efficiency and security measures for tenants and leaseholders in the Seven Sisters New Deal for Communities area. Homes for Haringey will continue to work closely with key partners in supporting the Council’s Neighbourhood Renewal Strategy. This includes joint working with Council departments to ensure that neighbourhood renewal on our estates is undertaken in a co-ordinated way. An example of this good practice is taking place at Campsbourne estate in Hornsey where a range of funding sources are being used to deliver estate improvements. New Deal for Communities (NDC) The Bridge New Deal for Communities regeneration scheme is a central Government funded programme. It covers the Seven Sisters area of South Tottenham and includes nine housing estates. The New Deal for Communities area was awarded £50m in 2001 to be spent over a 10- year period on the regeneration of the area. Part of the programme covers the Estate Renewal Project bringing together New Deal for Communities and Haringey funding. Approximately half of the households in the area live in council owned homes. The management and improvement of this housing stock has a significant bearing upon the quality of life for residents and the physical appearance of the area. To date, major works have been undertaken at the Suffolk Road Estate. About half of the houses on the estate are owned freehold. This £6.5m 9 May 2007 Page 40/73
  • 41. Homes for Haringey Asset Management Strategy improvement scheme is being funded through the capital programme, New Deal for Communities and private sector improvement grants. The internal modernisation works to all of the council houses has been completed and the New Deal for Communities funded environmental works, which will include new drainage, landscaping, and traffic control, are due to complete in May 2007. Five new play areas have been completed around the New Deal for Communities area, three within the Tiverton estate, with a further four planned for other estates in 2007/08 Four estates have benefited from improved and additional lighting. Around 600 homes have benefited from a mixture of updated and new controlled security systems linked to the local housing office. These help us control and monitor access. Works to improve the environmental layout of Fladbury Road and Pulford Road on the Tiverton Estate are now completed. The former will compliment the recent completion of decent homes works carried out to 90 flats at Eckington House and John Masefield House at a cost of £3.6m. In 2007/8, £1.1m New Deal for Communities funding has been allocated for further environmental projects. These include the provision of individual front gardens to the ground floor properties of two blocks on the Tiverton Estate, to increase security. In addition, an old BMX track is to be completely levelled and landscaped and the adjacent ball area refurbished. The Frederick Messer estate is also to receive new estate boundary railings. 4.5.2 Better Estates Project We are also working with the council’s Environmental Services and Neighbourhoods to deliver estate improvement projects across the borough. The project covers waste management and street cleansing, ground maintenance, lighting, play, and enforcement, performance management and area based working. This is one of the Key Projects included in our Improvement Plan. The objective is to deliver sustained improvements through strong joint working. 4.5.3 Estate Recycling Service 9 May 2007 Page 41/73
  • 42. Homes for Haringey Asset Management Strategy One of the key quality of life issues identified for the Council and residents is how the borough manages the environment and particularly waste. In view of this, we have been working with the Council’s Environmental Services and New Deal for Communities to ensure a co-ordinated approach to dealing with these issues. A feasibility study was undertaken and some of the recommendations on recycling facilities have been rolled out. From 21 November 2006, blocks and estates in Northumberland Park, Tottenham and Seven Sisters received one of two new services. • Doorstep collection services Approximately 4,000 properties now have a reusable blue bag in which to put plastic bottles, cardboard, paper, glass, cans and foil for recycling. This will be collected from their doorstep every week. • Near- entry recycling bins 1,600 properties have near-entry ‘commingled’ recycling bins outside their block. These are emptied every week. Promotion and publicity includes posters for hallways and notice boards. Door-knocking teams delivered bags and leaflets. Grounds Maintenance A priority list of environmental improvements on estates has been drawn up which includes enhanced grounds maintenance in key areas alongside a tree planting and bulb programme. A Neighbourhood Renewal Fund /Safer Stronger Communities funded gardens project is being developed on our estates. 4.5.4 Estate Cycling Facilities We encourage cycling and proposals on providing cycling facilities on our estates are being discussed. Haringey already has cycle network routes across the borough, and encourages staff to use cycles for getting to work by providing shower facilities and parking areas at the workplace. These facilities however, are limited at present and will be looked at as part of Homes for Haringeys’ overall ‘travel to work’ plan. 4.5.5 Better Haringey Estate Improvement Programme BHEIP 9 May 2007 Page 42/73
  • 43. Homes for Haringey Asset Management Strategy We have been actively involved in supporting the Council’s Better Haringey initiative through delivering environmental programmes across our estates. In 2005/6 the Housing Service delivered a £4.1m programme. The 2006/7 programme incorporates over 150 individual projects at a total budget of 1.1m. A further £0.600m has been allocated from the 2007/8 Housing Capital programme. During the consultation process for the 2005/06 Better Haringey Estates Improvement programme, residents identified five key areas as their priorities for improvement: • Door Entry Systems - added security by specifying ‘safe by design’ doors and locking mechanisms. • Estate Lighting - make it better and more efficient through low maintenance units. • Waste Recycling - facilities and advice to improve the environment of the local estates • Landscaping and play areas - make them more visually appealing and welcoming to encourage people to use them. • Highways and infrastructure, including parking facilities. Successes to date include the provision of easily accessed high quality recycling facilities in Commerce Rd, Partridge Way, The Sandlings and Winkfield Rd; the provision of energy efficient low maintenance estate lighting across estates in the borough; and improved play facilities at Kessock Close. Overall, in 2005/6 3,000 homes benefited from estate lightlng, 2,000 from door entry, 1,500 from landscape and play areas and over 1,000 from fencing. In 2006 Market Research UK undertook an environmental survey of residents who were effected by the ‘Better Haringey Estate Improvement Programme’. The survey of 1,500 randomly selected residents was carried out in June and August 2006. The key findings from the survey are: • 82% of residents felt more secure as a result of the additional lighting. • 84% of respondents felt more secure as a result of the new door entry systems. • 80% of respondents felt the effect was positive of the play. areas/communal areas on the local environment • 79% of respondents felt the improvements had made a positive difference to their home and living environment. Recommendations for improvement included: 9 May 2007 Page 43/73
  • 44. Homes for Haringey Asset Management Strategy • Extending involvement of residents in choosing the types of work to be undertaken as well as including in the assistance with monitoring and signing off the quality of the works. • Developing clearer communications channels for updating residents during the works. We will continue to prioritise areas of improvement through customer feedback, further consultation with residents, stock condition data and surveys. This will be framed within our overall Asset Management strategy, which supports Homes for Haringey’s aim to involve residents in helping to build safer and stronger communities and the Council’s overall objectives for a safer, clearer and greener borough. 4.6 Objective: Develop effective systems and software to support the Asset Management Strategy 4.6.1 Codeman 4 and associated systems Managing the maintenance of, and investment in, the housing stock for which we are responsible within a value for money, targeted investment framework requires the use of specialist computer software. A market review of Asset Management Planning software led to the purchase of an integrated asset management system developed by Anite: Codeman 4. This software will run alongside the Open Housing Management System currently in place for managing the housing stock data and tenant and leaseholder records. The Anite system has a proven track record of managing housing data with a number of Local Authorities including other Arms Length Management Organisations. Anite is an existing partner to Haringey. This means that the new system will take less time to implement and integrate more readily with the Open Housing Management System. The benefit of using Codeman 4 is that it will allow us to store our stock condition data, calculate levels of decency, project future costs and to scenario plan. This means we can more accurately determine the investment needs in our homes and target our resources accordingly. Codeman 4 will also generate the stock condition survey form to collect information about our stock and provide cost reports at various levels including borough-wide; ward; housing area; estate; block; and individual property. This will inform programming and stock investment decisions in line with our 30-year strategy. 9 May 2007 Page 44/73
  • 45. Homes for Haringey Asset Management Strategy As well as aiding a strategic analysis of a wide variety of data, the Codeman 4 project covers the development of new software, upgrade of existing software, and the introduction of handheld computers. The key benefits to Homes for Haringey and the council are: • Provision of an energy rating under the Standard Assessment Procedure for each dwelling. • Provision of a Housing Health and Safety rating for each property. • Development of a web based point of entry for contractors and Homes for Haringey staff to report programme cost and project progress. • Development of a web based point of entry for residents to view key information about works to their home. • Access to information held on Open House Management System through pre-defined reports in Crystal. • Access to records of all historic, current and planned work against a property. • Generation of surveys and collation of the data. • A reporting tool for all staff in Homes for Haringey. • Customer Services access to warranty, defects liability and asbestos information prior to booking repairs. • Provision of a means of mobile working for Homes for Haringey surveyors. The key objectives of the Codeman 4 project are: • To develop a web based front end for contractors and Homes for Haringey staff to report programme cost and project progress in agreed formats. • To enhance the cost reporting and scenario planning functionality. • To record progress and update programmes. • To develop the interface with the planned maintenance module to reduce double entry of data. 9 May 2007 Page 45/73
  • 46. Homes for Haringey Asset Management Strategy • To reduce the reliance on Excel extracts and stand alone Access databases. • To reduce the administrative resource required to manage the data. • To provide a means of mobile working for contractors and Homes for Haringey surveyors. • To train and develop Homes for Haringey staff in the use of software to ensure that the system develops according to the needs of the business. • To allow easy validation and comparison of data for compliance monitoring. • To measure accurately Constructor Key Performance Indicators. • To be able to benchmark against other Authorities. The project will ‘go live’ in May 2007. The objective is to have the new software installed, staff trained to use it and existing data input by the time the Constructor Partners commence surveys in June 2007. A system is also being developed to give contractors web access to provide updates and reports on their jobs when work is on site. This will be used to update Open Housing Management System Project and the Project Reporting System; a monitoring tool which was developed by Homes for Haringey to allow us to report on the progress of works. In parallel with establishing Codeman 4, we will secure an agreement with the constructor partners for holding and uploading data by Homes for Haringey staff, including transferring data for the Decent Homes programme. 4.7 Objective: Be legally compliant in relation to health, safety and access for people with disabilities. 4.7.1 Gas Safety Regulations 1998 One of the key projects in our Improvement Plan is the Gas Safety Plan. Project Objectives The Key objectives of the project are to: 9 May 2007 Page 46/73
  • 47. Homes for Haringey Asset Management Strategy • Ensure that we meet our legal obligations under the Gas Safety (Installation and use) Regulations 1998. • Ensure all reasonable steps are taken to issue a Landlord’s Gas Safety Certificate (CP12) to all tenanted dwellings on or before the expiry date of the previous Certificate. The legal requirement is 100% compliance. Progress to date Through our innovative gas partnering contracts, we have improved our performance on gas safety. Haringey was one of the first authorities in the country to use the term partnering contract (TPC2001) developed by Trowers and Hamlin and we were listed as a demonstration project by the Construction Excellence Movement for Innovation. Performance of contractors to obtain 100% gas safety certificates is 98% at the end of March 2007 with no properties out of compliance for over two years. The shortfall has largely been due to difficulty in obtaining access to some properties. The following actions have been put in place to enable 100% compliance. • Access referrals sheets are now held on a common server and are being updated weekly by design and engineering staff, and are available to housing management staff. • The Gas Access work instruction has been revised and established. • A programme of evening calls has been introduced. • A successful publicity campaign has been carried out to increase awareness about Gas Safety. • A flag system on the Open Housing Management System alerts customer services officers to problems of non- access. • From July 2006, all new boiler installations have been fitted with service interrupters. These give tenants one month’s notice that their service is due. If they fail to arrange a service, supply to their boiler is limited to 15 minutes per hour. In addition, as part of our overall service improvement plan, we have undertaken a value for money review of the current partnering arrangements. Future Actions • We will continue to actively pursue the above measures to ensure we achieve as near to the 100% target as is possible. 9 May 2007 Page 47/73
  • 48. Homes for Haringey Asset Management Strategy • We will build on the experience of our first set of partnering contracts to procure new gas maintenance contracts during 07/08 for commencement in April 2008. 4.7.2 Housing Health and Safety Rating System (Housing Act 2004) The Housing Health and Safety Rating System (HHSRS) came into force on 6 April 2006. It is a new approach to the evaluation of the potential risks to health and safety from any deficiencies identified in dwellings. It is a replacement for previous assessments based on Government Guidelines issued in 2001 and Criterion A (fitness) of the Decent Homes standard. The underlying principle is that any residential premises should provide a safe and healthy environment for any potential occupier or visitor. To satisfy this principle, a dwelling should be designed, constructed and maintained with non-hazardous materials and should be free from both unnecessary and avoidable hazards. This new approach acknowledges that all dwellings will contain some hazards. It allows a judgement to be made as to whether that risk, in the particular circumstances, is acceptable or not. As part of the Decent Homes surveys, health and safety assessments will be carried out by the constructor partners for those dwellings being surveyed for work. 4.7.3 Asbestos - Health and Safety at Work Act 1974, Control of Asbestos Regulations 2006 Asbestos is covered by extensive legislation which requires us to prevent our employees, tenants and leaseholders from exposure to asbestos when we carry out works, as far as is reasonably possible. We will ensure compliance with as part of our preparation for and delivery of the decent homes programme. All premises that are to be surveyed for decency will have an initial visual inspection for incidence of asbestos after referral to Homes for Haringey’s asbestos register. Any instances of asbestos being observed will be reported back to the asbestos team for their consideration of further action. Homes that have been identified for works under the requirement of decency or safety under the new Housing Health and Safety Rating System will be surveyed by a qualified asbestos surveyor undertaking what is known as a type 2 survey, as defined by the asbestos regulations: this involves intrusive sample testing. The survey results will 9 May 2007 Page 48/73
  • 49. Homes for Haringey Asset Management Strategy be added to the asbestos register for future reference. The constructors will proceed with removing or safely containing the asbestos. 4.7.4 Asbestos Register The Specialist Works Asbestos team carries out surveys, sampling, removals, encapsulations and air tests on tenants’ homes. The team also offers an advisory service to leaseholders and is involved with responsive repair work, voids, adaptations and planned maintenance/major projects. To date the team has kept a register of asbestos works and surveys primarily through the use of a Microsoft Access database. However, this is soon to be replaced by a function in the Open Housing Management System. This will be accessible to all Homes for Haringey and Customer Services staff. It will also put a ‘flag’ on job tickets for homes where asbestos is present to alert contractors before they attend a tenant’s home. We are also working on making this information directly available to repairs contractors by giving them direct access into this area in Open Housing Management System. Because of the integration of this module with the other modules in the Open Housing Management System/Codeman 4 it will be possible to view any dwelling attributes together, such as asbestos data and stock condition. It will also be possible to load the data remotely using handheld devices and to link this data electronically with the other elements of the Decent Homes assessment. In preparing for the Decent Homes Programme the constructor partners will carry out asbestos surveys on all properties and will add the information to the system. 4.7.5 Disability Discrimination Act 2005 One of the major goals of the council’s older people’s strategy is to enable people to live independently in their own homes for as long as possible. The Disability Discrimination Act aims to end discrimination that many people with disabilities people face and mainly applies to public buildings. As part of our Decent Homes planning, we will assess the needs of all individuals who require adaptations so that that can remain in their own homes, and ensure that all communal areas are 9 May 2007 Page 49/73
  • 50. Homes for Haringey Asset Management Strategy accessible as far as possible. This will mainly cover entrance doors and floor finishes. 4.7.6 Construction Design and Management Regulations 1994 (update 1 April 2007) Under the updated Regulations the Compliance Teams will fulfil the new role of Project Safety Co-ordination. Each Co-ordinator will work with designers on risk reduction and health and safety management and audit site safety for the decent homes, but in an area of Haringey managed by one of the other Compliance Teams. The duties of the Constructor Partners remain similar to those under the previous regulations but with more emphasis now on safety management and welfare. 4.8 Objective: Consult and engage residents fully in the development and implementation of the Asset Management Strategy Resident involvement is one of the key principles helping us to deliver our agreed objectives. Resident input has been integral to the process for developing our Asset Management Strategy. Involvement to date has primarily been through the work of the Repairs Panel and its two sub-groups; Procurement and Asset Management. Stock Option Appraisal During the 2004/5 Stock Options Appraisal we consulted residents on an investment standard for achieving the Decent Homes target by 2010, In April 2005 residents voted in favour of an ALMO as the best way forward to secure the necessary funding to deliver the Homes for Haringey standard. Throughout the process there was extensive consultation with residents and direct involvement through representation on the Options Appraisal Steering Group and other forums. Residents Procurement Panel Once Council members endorsed the new partnering procurement strategy in July 2005, we sought to directly involve residents in the evaluation and selection process of Decent Homes constructor partners. The Procurement Panel was formed in October 2005. Members were drawn from the Residents Repairs Panel, the Residents Consultative Forum and the Haringey Leaseholders Association. This 9 May 2007 Page 50/73
  • 51. Homes for Haringey Asset Management Strategy group has been actively involved in the tender selection and evaluation process for the Decent Homes Constructor Partners, Planned Preventative Maintenance contract and Responsive Repairs contract. For the selection of the Decent Homes constructor partners, six resident members of the Procurement and Asset Management Group undertook site visits and three were part of the interview panel. Asset Management Residents Consultation Group We formed the Asset Management Residents Consultation Group in February 2006. Membership was drawn from the various forums outlined above. The Group meets on a monthly basis and is involved in: • Developing a residents consultation plan for delivering Decent Homes • Considering the specific consultation needs of particular groups of residents including those in supported accommodation, street properties, and leaseholders • Developing the Asset Management Strategy • Producing a summary version of the above Strategy • Producing a Customer Agreement for Major Works • Programming of the Decent Homes work and the choices which will be available to resident • Producing a residents handbook for during the delivery of the Decent Homes programme • Procurement of Repairs and Maintenance Contracts We have held Asset Management workshops at the Residents Consultative Forum and the annual tenants and leaseholders’ conference. Officers also attend the other panels and group meetings to consult more widely on the development of the Asset Management Strategy and the Decent Homes programme. The outcome of the 2005/6 Annual Activist Questionnaire showed a high level of satisfaction from residents involved in the Asset Management Residents Consultation Group:100% of people who responded rated satisfaction with involvement in decision-making as satisfied or very satisfied. Residents Repairs Panel The Asset Management Residents Consultation group is a sub-group of the Residents Repairs Panel. This also achieved a high level of satisfaction in the Annual Activist Questionnaire. This Panel covers a wide range of issues including: 9 May 2007 Page 51/73
  • 52. Homes for Haringey Asset Management Strategy • Monitoring performance against the business improvement action plans • Monitoring and helping to develop the Council’s approved list of contractors • Developing recommendations on service standards in partnership with Homes for Haringey. This includes minimum lettings standard, and the contents of repairs and major works handbooks • Considering value for money, diversity, the involvement of residents and access to services as they relate to the work of the Panel Leaseholder Involvement Leaseholder attend the panels described above. We also consult them through the Leaseholder Panel and regular Leaseholders’ forums. We will follow best practice to ensure their needs are fully accounted for in the development and delivery of our repairs and capital investment programmes. This includes ensuring that the outcome from the Section 20 consultation process feeds into policy and decision making processes. We were successful in our application to the leasehold Valuation Tribunal for a dispensation from some of the requirements of the Service Charges Consultation Requirements Regulations 2003. The nature of the proposed partnering framework agreements means that is will not be possible to provide specific cost information to leaseholders at the same stage as we would with a traditional contract. 4.8.1 Cross cutting Objectives • Improve customer access and increase overall satisfaction with the service provided. • To provide services that are consistent with best practice in diversity and equalities We have also adopted the above overarching objectives which run through everything we do. 4.8.2 Improve customer access and increase overall satisfaction with the service provided One of our aims is to put customers at the heart of our business and embed this in everything we do. Increasing resident satisfaction is one of the most important outcomes that this strategy aims to deliver to our residents. Clear service standards are set our in our Customer Agreement. We aim to improve customer access and overall 9 May 2007 Page 52/73
  • 53. Homes for Haringey Asset Management Strategy satisfaction with the Asset Management and Responsive Repairs services through a number of initiatives. Progress to date We are developing a Customer Agreement for Major Works with residents from the Asset Management Residents Consultation Group. This covers the service standards we expect from our contractors and sets out the choices available to residents and the commitments we will give to residents in respect of consultation and communications. In December 2006, we launched a new graphical repairs ordering system which allows tenants to book their own repairs appointments on line. All tenants were sent a unique PIN to access the service and it was promoted through our resident magazine ‘Home Zone’. By the end of January 2007, 279 jobs had been logged through this portal. We have set up direct email addresses for residents who want to contact particular teams, including Repairs. We regularly publish articles on asset management and repairs related issues in ‘Homes Zone’ which is published quarterly and is available on- line in some community languages. Repairs surgeries are held at the Residents Consultative Forum and Council Area Forums. We currently offer weekday evening and Saturday morning appointments for gas and general repairs which the new repairs contractors will be required to continue to provide. We use a range of methods to get customer feedback on our asset management and repairs services. These include: • Customer satisfaction surveys for responsive repairs, gas maintenance, adaptations and capital projects • Using our concierges to carry our telephone customer care surveys for repairs to get feedback from customers who don’t complete and return the form. • Meetings with people who attend the Residents’ Repairs Panel, the Asset Management Residents’ Consultation Group, and other resident panels. At the beginning of March 2007, our satisfaction rate for responsive repairs was high at 91.89% A recent analysis of our repairs customer satisfaction surveys shows satisfaction rates were similar for black and minority ethnic and white tenants. 9 May 2007 Page 53/73
  • 54. Homes for Haringey Asset Management Strategy At completion of each capital project a customer satisfaction survey is sent to all the residents affected by the works. The results are collated analysed and reported on annually. Where specific issues are raised they are investigated and acted upon. We use the feedback given to help monitor performance of contractors, consultants and the project management team and any lessons learnt to improve the service we provide. Future actions We are developing a detailed Decent Homes communications plan for stakeholders: residents, staff, Board members, Council members and interested external parties. Through the communications plan we intend to: • provide a quarterly newsletter for all residents • provide email address and web page access to information and services with links to Homes for Haringey’s website • Introduce dedicated phone lines so residents can get information about the Decent Homes programme • hold road shows and presentations for all stakeholders • meet with residents groups • allow resident access to site staff and site meetings for organised groups • host community group and general social events We will get customer feedback through: • Annual resident satisfaction events to compare performance of the constructor partners and learn lessons for future years. • Individual surveys following completion of works giving every resident who has had work carried out to their home or estate the opportunity to comment on their experiences • An independent test survey carried out by an external company once a year Estate Inspections We will continue to use six monthly estate inspections which are attended by staff, Ward Members and residents, to involve residents at a local level. Through the inspections we are actively engaging residents in monitoring communal and individual repairs and voids. 9 May 2007 Page 54/73
  • 55. Homes for Haringey Asset Management Strategy 4.8.3 To provide services that are consistent with best practice in diversity and equalities Homes for Haringey has adopted the Council’s equalities and diversity policy and our equalities commitments which are embedded in our business planning framework, are published in the Tenants Charter. Since the last repairs and maintenance inspection, we have responded to criticism about a lack of focus on customer care and equalities. As a result, the following initiatives have been put in place. Staff training and translation All staff have received equalities training and translation cards have been provided for operatives and surveyors. Equalities Impact Assessment We have undertaken an Equalities Impact Assessment to consider how our Asset Management Strategy will impact on residents, service users and staff. This is particularly relevant in a diverse borough such as Haringey. The assessment looked at the effects the strategy may have on people depending on their racial group, disability, gender, age, belief or sexuality. Procurement Equalities and Diversity is build into all procurement procedures. We monitor business with Black and ethnic minority-led contractors and support them in competing for contracts through the Haringey Council led Local Government Association project ‘Buying a Better London’. Our successful partnering contractors will be required to demonstrate how they will: • Address the needs of Haringey’s diverse community including language barriers • Address the needs of the elderly, vulnerable and disabled people Adaptations Historically, one of the key weaknesses for the Housing Service was the long waiting list for people who needed adaptations to their homes. A joint project with the Council has addressed this and the backlog has now been cleared through additional capital (£980,000) made 9 May 2007 Page 55/73
  • 56. Homes for Haringey Asset Management Strategy available in 2006/7. There is currently no waiting for assessments for Homes for Haringey tenants and new cases are dealt with as they arise, which is a significant improvement on previous years. Our new end to end monitoring system measures performance against the 164 day best practice target for installations which we are currently achieving. We have a specialist multi-trade team that installs minor adaptations and carries out repairs. As part of our Decent Homes planning, we will assess the needs of all individuals who need aids and adaptations and ensure that all communal areas are as accessible as is practicable. (See section on Disability Discrimination Act 2005). In the interest of providing a value for money service we will look to recycle adaptations equipment either by re-using them or some of the components. Vulnerable residents Within the repairs service we have systems in place to deal with vulnerable residents. We provide repairs for supported housing; have a flagging system to highlight special needs; and have procedures in place to report domestic violence and abuse. 5. Strategy Delivery and Monitoring 5.1 Performance Management We will carry out an annual review and update of our Asset Management Strategy to make sure that it remains properly aligned to our business plan and related strategies. The updating process will enable us to assess how well we have delivered against the priorities and targets set and identify areas for improvement. It will also enable us to use feedback received from residents and latest best practice developments to ensure our Strategy and action plan remain current. The Asset Management Action Plan is set out at appendix E. It details the activities we will be undertaking to achieve our objectives. It will 9 May 2007 Page 56/73
  • 57. Homes for Haringey Asset Management Strategy feed into our team plans and our business plan. It will be the subject of regular monitoring, evaluation and review. Regular reports are provided to the Homes for Haringey Board and its service committees on progress with developing the Asset Management Strategy objectives. Homes for Haringey Improvement Plan After a self-assessment against the Audit Commission’s Key Lines of Enquiry we developed a comprehensive improvement plan which is now in place. We have two lead officers responsible for the Stock Investment and Asset Management Key Line of Enquiry. In addition, Asset Management, Procurement, Gas Safety, Repairs, and Voids have been identified as key projects which are subject to close scrutiny through monthly highlight reports to the Executive Management Team. This is because they deliver important outcomes for residents and contribute to achieving our primary objectives. Benchmarking We are members of the Housing Quality Network Best practice in Asset Management Group for London. This covers a wide range of issues and enables us to learn from others in developing our strategy. We currently work with Housemark to benchmark our Asset Management service with similar organisations, as a way of improving value for money and drive up standards. We are subscribers to the Housemark Capital Works Benchmarking module which enables us to performance against national average data, other subscribers or individual projects. This helps us to establish performance improvement targets. Constructor Performance Management Although we have a strong track record in for maximising the use of available resources, we recognise that our performance management framework for major works needs improving. We are therefore planning to introduce a comprehensive monitoring framework during 2007. The invitation to tender documents are established under the structure of Project Partnering Contracts to enable constructors and compliance teams to work in partnership with the Council and Homes for Haringey and each other to deliver the entire programme of decent homes works. 9 May 2007 Page 57/73
  • 58. Homes for Haringey Asset Management Strategy The basis of ‘contract’ under framework agreements is based upon tender submissions of price and quality. The quality tender submissions in particular are to be benchmarked and monitored against key performance indicators. These will be used as a means for recognising good and bad performance and enabling management action to be taken to address bad performance and to potentially reward good performance. Ten headline key performance indicators were included in the invitation to tender based on industry best practice as recommended by the organisation ‘Constructing Excellence’. We will agree the actual key performance indicators to be used now our partners have been appointed. These will include resident’s satisfaction. We will use this monitoring information to compare performance with over 20 London Boroughs through our membership of the London Authorities Construction and Property Benchmarking Club. 5.2 Risk Management In drawing up the Asset Management Strategy, we have undertaken a detailed risk analysis and devised corrective measures to minimise risk as far as is practicable. Given that we are unlikely to receive any funds until 2008/9, there will be a sufficiently long lead-in period for the contractors to undertake detailed surveys, the results analysed and programmes agreed with residents so work can start on site can be achieved as soon as the funding becomes available. We are proposing to minimise the risk of changes to the programme arising from leaseholder and tenant consultation, by ensuring that agreement can be reached for the overall programme during the lead- in period. A detailed consultation plan is being developed accordingly. Actions to address or eliminate risks wherever possible are set out in the Asset Management Risk Register. This feeds into the overall Homes for Haringey risk management strategy. The main risks identified within the general Asset Management Risk Register are as follows: 9 May 2007 Page 58/73
  • 59. Homes for Haringey Asset Management Strategy Table 5 Risk Mitigating Action Asset Management Strategy Asset Management Strategy is not ‘fit Review strategy through continuous for purpose’. benchmarking against best practice and 3* ALMOs including membership of HQN’s Best Practice in Asset Management Group, and ensure resident/Board buy-in to the development of the strategy. The Performance Measures for the Secure commitment of all Homes Asset Management Strategy are not for Haringey staff to achieve key achieved or only partly achieved. outcomes of the Strategy. Monitor progress and take any appropriate remedial action. Low resident satisfaction. Consult with residents to draw up detailed consultation plan and get Board approval for the plan. Ensure residents are fully involved in process for drawing up and agreeing programmes. Measure and monitor resident satisfaction. Housing stock survey is not undertaken Establish quality control indicators in according to budget, planned consultation with residents. Audit timescales, and quality standards. completed surveys and take any appropriate remedial action. Insufficient funds allocated and/or Build flexibility into tendering funds not allocated until 2008/09 to process to manage reduction of deliver HfH Decent Homes Standard. workload and/or delay. Ensure resident expectations are not unduly optimistic through effective communications. IT and Data Management Constructor Partners and/or staff Clear documentation, protocols working for Homes for Haringey do not and processes. Regular monitoring provide consistent, accurate, timely of and feedback to information information during four year providers. Accuracy audits. programme. Asset Management Planning software Good project management and is not able to provide all/some of the close liaison with software business benefits predicted. company 9 May 2007 Page 59/73
  • 60. Homes for Haringey Asset Management Strategy Procurement of Constructor Partners Risk of legal challenge to tender Obtain legal approval of each stage of procurement process and ensure audit trail of tender process Leasehold charges not recovered Ensure timely S20 notices and obtain leaseholder valuation tribunal agreement to extent of work Constructor partners not performing Establish key performance to required standard indicators in the tender documentation to provide robust performance management mechanisms and good practice incentives Resident dissatisfaction delays work Measure and monitor resident being carried out satisfaction to allow proactive action. Set resident satisfaction as a key performance indicator 6. Funding the strategy This section sets out how the Asset Management Strategy will be funded. It gives details of the ALMO bid, including a profile of annual expenditure over the next five years, together with future resource assumptions. Current council policy is that no corporate capital receipts should be assumed for funding the housing investment strategy. The position is, however, kept under review and the council has agreed to ring fence unplanned capital receipts to fund decent homes surveys in 2007/8. No revenue contributions are assumed to fund capital investment. As part of the financial modelling for the ALMO bid, assumptions were made about likely future capital allocations from central government, which again will need to be kept under review given the uncertainty around future Supported Capital Expenditure allocations. The ALMO credit required is derived from the Building Cost Model, which aggregates the cost of delivering the Decent Homes Standard and deducts the resources available. An additional 5% is allowed for a sustainability element. The total credit required is £230.899 million. This equates to some £14,050 per unit. Table 6 shows an analysis of the cost 9 May 2007 Page 60/73
  • 61. Homes for Haringey Asset Management Strategy of works required year by year, an estimate of the local resources available and the investment gap. This was used to form the bid of Homes for Haringey. Table 6 Proposed Future Years Funding of Housing Revenue Account Capital Budget 2007/8-2011/12 Source Major Supported ALMO Total Repairs Capital Allowance Expenditure £m £m £m £m 2007/08 11.991 6.233 18.224 2008/09 12.230 6.233 43.056 61.519 2009/10 12.475 6.233 58.737 77.445 2010/11 12.725 6.233 58.951 77.909 2011/12 12.980 6.233 58.611 77.824 5% 11.544 11.544 Total 62.401 31.165 230.899 324.465 6.1 Assumptions around Future Funding to 2011/12 Funding assumptions are as follows: 6.1.1 Major Repairs Allowance (MRA) This is assumed to continue over the period to 2010/11 and allows for inflation, reducing to reflect stock loss. It assumes that allowances per dwelling will increase by 2.5% (Retail Price Index) with some 100 dwellings sold each year through Right to Buy. 6.1.2 Regional Housing Board Allocation (Supported Capital Expenditure Revenue) It is assumed that the Regional Housing Board allocation will be made to Haringey until 2010/11 at the same level as the current allocation. 9 May 2007 Page 61/73
  • 62. Homes for Haringey Asset Management Strategy 6.1.3 Capital Receipts No receipts are assumed in forward resource projections. It is council policy not to allocate receipts to services such as Housing and Education because they receive ring fenced capital allocations. 6.1.4 Revenue The council has, in the past, made revenue contributions to its capital programme, including £1m in 2005/06 to fund the Better Haringey Estates Improvement Programme. However, as the Housing Revenue Account is at present under considerable pressure to make significant savings over the period of the current Medium Term Financial Plan in order to remain balanced, no further revenue contributions are assumed to fund capital investment. 6.2 Other Funding Sources Haringey has historically been very successful in attracting additional grant funding for housing through Estate Action, Single Regeneration Budget and New Deal for Communities regeneration programmes. These have been reduced in recent years as the schemes have neared completion. We have been successful in levering in additional funding from British Gas for energy improvements under the Energy Efficiency Commitment 2 programme. In addition, housing schemes in the New Deal for Communities area have received matched funding in the region of £6m. We have attracted significant external funding to help resource the 2006/7 capital programme: water pressure grant £60,000; Safer, Stronger Communities Fund £33,000; Neighbourhood Renewal Fund £50,000; and recycling grant 30,000 and we will continue to explore innovative external funding avenues alongside our Decent Homes bid. We will also continue to seek to maximise funding opportunities through partnership working with Registered Social Landlords and through section 106 agreements. For example at Saltram Close where the Council is selling a playground on the estate to provide access to a Registered Social Landlord who is developing an adjacent site. In return, we will be receiving a capital receipt, which will be reinvested in the estate including the provision of a new playground and other environmental improvements. 9 May 2007 Page 62/73
  • 63. Homes for Haringey Asset Management Strategy 6.3 Leaseholder Contributions The resources assumed in the Strategy assume that costs chargeable to leaseholders will be fully recovered. There is a risk that, for various reasons, this may not be possible. This risk should be managed as set out in the Risk Management Strategy. There will unavoidably be delays between incurring costs and receiving leaseholders’ contributions, and the effect of these delays on cash flow will need to be taken into account in planning expenditure on works. 6.4 30 Years Housing Revenue Account Business Plan The 30-Year Housing Revenue Account Business Plan indicates that the ongoing level of capital investment required in the housing stock, at an average of £14-£16m per year, is manageable within anticipated resources. 6.5 Responsive Repairs Funding The resources available for responsive repairs over the planned period will be monitored and managed through the mechanisms of the Medium Term Financial Strategy. Table 7 below sets out resource assumptions for Responsive Repairs : Source: Medium 2007/08 2008/09 2009/10 2010/11 Term Financial Strategy £m £m £m £m Gross Revenue 24,947 25,141 25,864 26,615 Repairs & Maintenance Capitalisation of -5,035 -5,281 -5,534 -5,795 Planned Maintenance Repairs - Central 154 39 40 41 Recharges Total Repairs & 20,066 19,899 20,370 20,861 Maintenance 9 May 2007 Page 63/73
  • 64. Homes for Haringey Asset Management Strategy 7. Beyond Decent Homes: 30 Years Investment Strategy The Homes for Haringey Decent Homes standard is designed to fit into a longer term sustainable investment strategy which addresses wider customer aspirations within available resources. Therefore, one of key actions we will be looking at over the next year is the development of a post decent homes investment plan in partnership with our customers. This will consider life cycle costs, links to revenue programmes and the 30 year business plan. It is difficult at this stage to predict what funding is likely to be available beyond 2010, but we would anticipate that our mainstream resources from the Major Repairs Allowance and Supported Capital expenditure would continue at proportionate levels to current allocations. We will however need to continue to explore alternative funding such as the re-cycling of capital receipts and any grant funded initiatives. Our overall aim is, at a minimum, to maintain the decent homes standard for all our properties and so prioritise those homes potentially falling into non –decency after 2010. At present the strategy will be based on the results of the 2003 Savills survey and new constructor partner surveys, and in future by the results of any new surveys or updates carried out every three to five years. 9 May 2007 Page 64/73
  • 65. Homes for Haringey Asset Management Strategy 8. Appendix A: Document Register • November 2004 Report from Options Appraisal Steering Group and Appendices • Haringey Council Housing Strategy 2003-2008 • Stock Condition Survey 2003 • Housing Revenue Account Business Plan 2004 • Homes for Haringey: Self Assessment March 2007 • Homes for Haringey Delivery Plan 2005 • Homes for Haringey Improvement Plan 2006/07 • Homes for Haringey Business Plan • Home and Building Services Audit Commission Best Value Review Report 2005 • Housing Quality Network Mock Inspection Report 2005 • Housing Quality Network Asset Management Toolkit • Haringey Council Capital Strategy 2006 - 2011 • Haringey Council Corporate Asset Management Plan 2006-2011 • Draft Haringey Sustainable Community Strategy 2007-2016 • Neighbourhood Renewal Strategy • Housing Health and Safety Rating (HHSRS) Guidance Dept for Communities and Local Government • Haringey Equalities Strategy • ODPM Guidance Decent Homes, Arms Length Management Organisations • Department for Communities and Local Government Supplementary Guidance on Arms Length Companies • Audit Commission Guidance- Key lines of Enquiry • Royal Institute of Chartered Surveyors ‘Guidelines on Asset Management in Local Government’ • Haringey Council Application for a Place on the Round Six ALMO Programme 2006 9 May 2007 Page 65/73
  • 66. Homes for Haringey Asset Management Strategy 9. Appendix B: 2003 Stock Condition Survey Results Grand Total Element Years 1 to 5 Years 6 to Years 11 to Years 16 to Years 21 to Years 26 to 30 year total 10 15 20 25 30 Programmed £152,826,665 £94,622,410 £71,268,724 £41,109,446 £62,150,138 £59,852,835 £481,830,218 renewals Improvements £40,529,084 £0 £3,471,654 £4,250,655 £3,471,654 £0 £51,723,047 Contingent Major £5,800,672 £2,838,672 £2,242,211 £1,360,803 £1,968,654 £1,795,585 £16,006,598 Repairs Related Assets £3,750,000 £3,750,000 £3,750,000 £3,750,000 £3,750,000 £3,750,000 £22,500,000 Asbestos £4,550,750 £4,550,750 £0 £0 £0 £0 £9,101,500 Contingency Responsive/ Void £31,855,250 £31,855,250 £31,855,250 £31,855,250 £31,855,250 £31,855,250 £191,131,500 Maintenance Cyclical £13,652,250 £13,652,250 £13,652,250 £13,652,250 £13,652,250 £13,652,250 £81,913,500 Maintenance High Rise £18,889,000 £0 £0 £0 £0 £0 £18,889,000 Structure and M&E Non traditional £22,605,000 £0 £0 £0 £0 £0 £22,605,000 properties Environmental £18,203,000 £0 £0 £0 £0 £0 £18,203,000 Improvements Grand Total £312,661,672 £151,269,332 £126,240,089 £95,978,404 £116,847,945 £110,905,920 £913,903,363 Total per annum £62,532,334 £30,253,866 £25,248,018 £19,195,681 £23,369,589 £22,181,184 £30,463,445 Total cost per property over 30 £50,206 years All costs are exclusive of Professional Fees, VAT, management and administration costs and are based on today's prices. Costs are inclusive of preliminaries. 9 May 2007 Page 66/73
  • 67. Homes for Haringey Asset Management Strategy 10. Appendix C: Summary of ALMO bid by element WORKS ELEMENT £m Rewiring 33.787 Roof Covering 7.328 Chimneys 0.067 Windows 47.294 Doors 9.494 Structural Works 54.507 Central Heating 22.894 Kitchens 50.538 Bathrooms 24.332 Common Areas 1.010 Environmental Works 5.816 Other 0.089 Security 1.745 Estate Works (Related Assets, Adaptations, Water pressure) 16.078 Estate Improvements 22.955 Contingent Major Repairs 13.044 Sustainability 11.545 Total 322.524 9 May 2007 Page 67/73
  • 68. Homes for Haringey Asset Management Strategy 11. Appendix D Asset Management Action Plan 2007/08 Homes for Haringey Asset Management Strategy Objectives/Actions Target Date Lead Officer Aims AIM: TO PROVIDE OBJECTIVE:TO DELIVER DECENT HOMES Head of Asset BETTER HOMES Management • Commence implementation of stakeholder April 2007 communications plan phase two. • Commence phase two of resident consultation plan May 2007 • Secure funds for decent homes preparatory works in June 2007 2007/8: either/or - forward funding from contractors - capital receipts from sale of HRA Assets • Complete standard works and materials specifications June 2007 • Agree Key Performance Indicators with constructors July 2007 and stakeholders. • Constructor Partners to complete stock condition Dec 2007 surveys for phase 2 year 1. • Devise detailed works programme with schedule of Dec 2007 works by area, year and cost • Agree overall programme with stakeholders Jan 2008 9 May 2007 Page 68/73
  • 69. Homes for Haringey Asset Management Strategy TO PROVIDE BETTER OBJECTIVE: INCREASE THE ENERGY EFFICIENCY OF OUR HOMES Head of Asset HOMES AND DELIVER SUSTAINABLE INVESTMENT Management • Achieve target SAP rating of 69 March 2008 • Deliver energy programme in partnership with British Gas, March 2008 to time and budget. • Explore viability of funding renewable energy schemes June 2007 • Analyse result of energy surveys to target future Dec 2007 programmes • Present Homes for Haringey Environmental Sustainability Dec 2007 Strategy for Board approval TO DELIVER VALUE FOR OBJECTIVE: TO DELIVER VALUE FOR MONEY RESPONSIVE Housing MONEY REPAIRS SERVICE Repairs Contracts • Appoint new Responsive Repairs and Voids May 2007 Manager contractor(s) • Embed new repairs client management structure June 2007 TO DELIVER VALUE FOR OBJECTIVE: TO INCREASE RATIO OF EXPENDITURE ON Head of Asset MONEY PLANNED/RESPONSIVE REPAIRS Management/ Housing • Complete procurement of Planned Preventative May 2007 Repairs Maintenance Constructors Contracts • Complete 2007/08 PPM programme to time and budget Nov 2007 Manager • Deliver strategy to achieve best practice ratio of 60/40 March 2008 9 May 2007 Page 69/73
  • 70. Homes for Haringey Asset Management Strategy TO DEVELOP SAFER OBJECTIVE; HELP REGENERATE HARINGEY’S NEIGHBOURHOODS Head of Asset AND STRONGER AND PROVIDE A SAFER GREENER, CLEANER ENVIROMENT Management COMMUNITIES • Deliver Better Haringey Estate Improvement March 2008 Programme to time and budget • Explore opportunities to lever in additional funding for March 2008 estate regeneration and environmental improvements TO PROVIDE BETTER OBJECTIVE: TO DEVELOP EFFECTIVE SYSTEMS AND SOFTWARE Head of Asset HOMES AND DELIVER TO SUPPORT THE ASSET MANAGEMENT STRATEGY Management VALUE FOR MONEY • Populate Codeman 4 with new Stock Survey Dec 2007 information including energy efficiency data, to formulate programmes of work TO PROVIDE BETTER OBJECTIVE: BE LEGALLY COMPLIANT IN RELATION TO HEALTH, Head of HOMES SAFETY AND ACCESS Design and Engineering • Achieve 100% compliance with Gas Safety Regulations March 2008 • Prepare and tender new gas maintenance contracts Jan 2008 for 2008- 2010 9 May 2007 Page 70/73
  • 71. Homes for Haringey Asset Management Strategy TO DELIVER EXCELLENT OBJECTIVE: CONSULT RESIDENTS IN DEVELOPMENT OF THE Head of Asset SERVICES ASSET MANAGEMENT STRATEGY Management • Ongoing work with the Asset Management Residents March 2008 Consultation Group and other resident groups. 9 May 2007 Page 71/73
  • 72. Homes for Haringey Asset Management Strategy 12. Appendix E Homes for Haringey Business Plan 2007 -2012 Asset Management Performance Indicators Ref. Description 2006/07 Target Target Target Frequency target 2007/08 2008/09 2009/10 of reporting Comprehensive Performance Assessment and Haringey CEMB Performance Indicators BV 63 CPA H11 Energy Efficiency - the average SAP rating of local 69 69 70 71 Annual authority owned dwellings. BV 184a CPA H1 The proportion of local authority homes which were 42% 42% 42% 37% Quarterly non 'decent' at 1st April 2005 BV 184b CPA H2 The change in proportion of non 'decent' local 22 4.5% 0.0% 11.90% Quarterly authority homes which were not 'decent' at 1st April 2005 BV 185 % of responsive (but not emergency) repairs during 99% 97% 98% 99% Monthly the year, for which the authority both made and kept an appointment. BV 212 CPA H8 Average relet times for local authority dwellings let 27 27 26 25 Monthly in the financial year (calendar days) Ex BV 72 CPA H4 HIP % of urgent repairs completed within Government 97% 97.0% 97.5% 98.0% Monthly BPSA E5 time limits. Ex BV 73 CPA H5 HIP Average time taken to complete non-urgent 10 11 10 9 Monthly BPSA Section E6 responsive repairs (calendar days) Ex BV 211a Proportion of expenditure on responsive to planned 40% 40% 1 1 Annual maintenance. 9 May 2007 Page 72/73
  • 73. Homes for Haringey Asset Management Strategy Ref. Description 2006/07 Target Target Target Frequency target 2007/08 2008/09 2009/10 of reporting Ex BV 211b Proportion of expenditure on emergencies and TBA1 TBA1 TBA1 Annual urgent to non-urgent repairs CPA H21 BPDSA % planned to responsive repairs funded from TBA1 TBA1 TBA1 Annual section D Rows 27&28 Revenue expenditure 1 Impact of future decent homes funding and new repairs contract(s) being modelled, targets to follow 9 May 2007 Page 73/73