appendix a: asset management strategy 2008-12

Hackney Homes

Asset Management Strategy 2008 – 2012Asset Management Plan 2008 - 2037

Version 5.0August 2008

Category Strategy

Issue Date 2008-12

Version Number 1.0

Owner Alan Turner

Directorate Property Services

Equality Impact Assessment Date

Approved By Hackney Homes Board

Approval Date March 2008

Asset Management Strategy

Hackney Homes Asset Management Strategy 2008

CONTENTS:

PART 1 3SECTION A - EXECUTIVE SUMMARY 3SECTION B - INTRODUCTION 11SECTION C - STRATEGIC CONTEXT 13PART 2 22SECTION A - STOCK PROFILE 22SECTION B - OUR VISION FOR THE HOUSING ASSETS 25SECTION C - HOUSING NEED AND ECONOMIC SUSTAINABILITY 26SECTION D - ENVIRONMENTAL SUSTAINABILITY 32SECTION E - STOCK INVESTMENT 36SECTION F - WORKING WITH OUR RESIDENTS 50SECTION G - VALUE FOR MONEY 55SECTION H - DATA AND PERFORMANCE MANAGEMENT 60PART 3 65SECTION A - MEDIUM TERM PLANNING FORECAST 65SECTION B - THIRTY YEAR ASSET MANAGEMENT PLAN 66SECTION C - ESTATE PLANS 70APPENDICES 72APPENDIX A: AFFORDABLE WARMTH STRATEGY 72APPENDIX B: ECONOMIC SUSTAINABILITY SPREADSHEET 86APPENDIX C: OUTPUTS FROM PLANNED MAINTENANCE PROGRAMME 2007/08 87

CORE VERSION 9th September 2008 of 88


PART 1

SECTION A - EXECUTIVE SUMMARY

1. Hackney Homes was set up in April 2006 as an Arms Length Management Organisation taking over the management and maintenance of the housing stock of the London Borough of Hackney (LBH) until 2011. The Housing stock owned by LBH totals some 33,000 homes, the majority of which is predominantly post war, medium or high rise flats and maisonettes.

2. Our overall asset management vision is for:

“A sustainable portfolio that provides safe, affordable and well maintained homes for our residents, within estates and communities in which people choose to live.”

The objectives of this Asset Management Strategy are

To ensure that all existing LBH rented stock meet the Decent Homes Standard by the date set by Government, currently December 2012.

To bring stock up to a common standard and enable a programme of planned preventative maintenance to be implemented from a sound base thereafter.

3. It is a document that sets out our achievements so far, work in progress and aspirations for the future.

4. The structure of the Document is in three parts

Part 1 summarises, introduces and sets in context the strategy.

Part 2 describes in detail how the strategy is implemented and delivered and has sub divisions for six key delivery areas that are critical to our success:

o Housing Need and economic sustainabilityo Environmental Sustainabilityo Stock Investmento Working with our residentso Value for Moneyo Data and performance management

Part 3 contains detailed appendices for the 30 year Asset Management Plan



5. Hackney is a borough in the East of London and adjacent to the City of London. It has a population of over 210,000 which is one of the most ethnically diverse and most socially deprived in the United Kingdom.

6. Since 1981 the proportion of houses rented from the council has decreased by 26.8 per cent, largely as a result of the ‘Right to Buy’ policy and stock transfer to registered social landlords including all sheltered housing. Overall, social rented stock which is comprised of properties rented from the Council and from registered social landlords has increased by 12.8 per cent.

7. Most people in Hackney live in social housing but over one-third of these homes are below national Decent Homes standards.

8. Hackney Homes has collated data on its own customers in Hackney Homes Customer Profile. Amongst the findings are that 60% of customers are female, 28% are retired, 26% in full or part time employment and over 55% describe themselves as Christian. 66% of requests for translation or interpretation are for the Turkish language.

9. Expected changes: From a population of 207,000 in 2006, the population of Hackney is expected to grow to around 210,000 by 2011, 219,000 by 2021 and to 225,000 by 2029. This will place strains on both the private and social rented sector, in terms of demand for residential units and also overcrowding. Housing demand in Hackney continues to grow as the borough’s population increases.

10. Hackney Homes has delegated responsibility for providing housing management and maintenance services, receiving a management fee for this service. The budget for 2008/09 is composed of revenue expenditure of £116.8 million and income of £106 million. The 2008/09 capital budget is £47.1 million which includes £20 million for decent homes works.

11. The Council has delegated to Hackney Homes stock investment decisions, delivery of investment programmes and repairs ordering i.e. asset management:

Cyclical and Planned Maintenance Decent Homes works Reactive Repairs Service Void Management Grounds maintenance and estate cleaning Management of the Right to Buy and services to leaseholders Implementation of housing regeneration schemes Asset Management Services including programme planning, consulting and informing

tenants on matters which are Hackney Homes’ responsibility

12. The Council has retained these functions:

Overall housing strategy and enabling Policy and procurement decisions on housing regeneration to the point of

implementation



13. Asset profile

13.1 As at 28th February 2006 the Council owns and Hackney Homes manages approximately 33,000 homes, 22% of which are owned by leaseholders. The majority of stock is post war, medium or high rise flats and maisonettes. Most of the non-traditional stock has been demolished or transferred in previous years.

13.3 Further blocks and estates requiring major works have subsequently been identified for regeneration, transfer or disposal, as part of our approach to meeting the Decent Homes Standard and the Council is currently pursuing these proposals.

13.4 High rise (1945-1974) and medium rise property (1945-1964) bands comprise the majority of the stock. As would be expected, the newer the stock the lower the incidence of failure against the Decent Homes Standard.

14. Housing need and economic sustainability

14.1 According to the LBH Housing Strategy 2004 - 2007 the greatest demand is for small homes with one or two bedrooms. We have undertaken an assessment of the profile of the current housing stock against the current need for housing in order to begin the process of developing a Sustainability Assessment.

14.2. The major influence on the very high demand for homes of all sizes and in all locations

is that the cost threshold for refurbishment before other options are considered is comparatively high. Bed-sit properties remain unpopular and in some cases it is hard to achieve the necessary space standard to comply with Decent Homes. In such cases options for future investment are considered.

14.3 Hackney successfully delivered in the 1990s the Governments agenda for mixed communities and made successful bids to the Single Regeneration Budget on its Comprehensive Estates Initiative and to the Estates Renewal Challenge Fund where we transferred 7,035 units of our stock in poorest condition to RSLs.

14.4 We are implementing sustainable regeneration at Woodberry Down, (one of the largest regeneration schemes in the UK and a National Mixed Communities Demolition Project), West Haggerston & Kingsland and Kings Crescent estates. The regeneration of Woodberry Down alone has reduced the Council’s decent homes funding requirement by at least £50m. The Woodberry Down Master plan proposal is to replace 1,458 units of social rented housing with 1,470 new units. In addition, 2,546 homes for private sale will be built and 312 shared ownership homes.

14.5. On seven blocks (455 homes) – Alexandra National House, Rendlesham House and Ottaway Court, Bridge and Marion Houses, Tower Court, and Colville Estate, The council is progressing with redevelopment by RSL partners.

14.6. We are delivering 40 units of new Council housing at Laurel & Briar Courts via a self-funding arrangement with a developer.

14.7 We are exploring the more efficient use of HRA land, through the Estates Plus Programme.



15. Environmental sustainability

15.1. Hackney Homes will continue to contribute to the Council’s Climate Change Strategy. Corporately the Council’s housing stock generates 45% of the carbon emissions in the Borough.

15.2 Hackney Homes will aim to ensure we take every practical opportunity to conduct our activities and use resources today in a responsible and sustainable manner. We aim to protect the environment and meet the needs of the present without compromising the needs of future generations. We will also take the lead for provision of advice and support to our residents to enable them to contribute to this undertaking.

15.3 The current Programme to implement an Affordable Warmth Strategy is funded from within the Decent Homes budget, and is delivered through Decent Homes, cyclical, planned and reactive repairs programmes and works.

15.4 We regularly review the SAP targets to ensure that we continue to meet or exceed previously stated targets.

14.5 From 1st October 2008 we will be producing Energy Performance Certificates where required.

16. Stock investment

16.1 We plan our programmes of work through the use of our Asset Management data base to maximise the synergies between programmes, with effective sequencing of works programmes, leading to comprehensive estate plans.

16.2 This section describes each of the principal service streams within asset management and explains the outputs from them and the challenges that each of them face in delivering our over-arching vision for our assets.

16.3 Cyclical Maintenance

Gas Servicing Lift inspections, repair and improvements Play equipment inspection and repair Water tanks and mains inspection and repair Electrical Inspection and repair/renewals Dry riser inspection and maintenance External Repair and decorations OAP decorations



16.4 Planned maintenance

Door Entry renewal and installation District Heating renewal or replacement Estate lighting renewals and installation Environmental Improvements Roads and footpaths renewal CCTV renewal and installation Communal renewal and repair

16.5 Decent Homes

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13Total rented stock

23,551 23,254 23,154 23,054 22,954 22,854

Number of homes becoming decent 688 400 1,555 1,759 2,600 1,800

Decent homes at end of year 12,858 13,258 14,813 16,572 19,172 20,972*

Non-Decent homes at end of year 7,842 7,772 6,217 4,458 1,858 0

% of currently non-decent homes at end of year 33.3% 32.0% 25.4% 17.9% 6.2% 0.0%

16.6 Reactive repairs

We will continue to use repairs data to help inform future planned programmes of work. To provide an effective and value for money reactive repairs service which can be easily

accessed by our residents. To monitor the quality and value of the work delivered by our repair partners and to

monitor and enhance the service to increase resident satisfaction, and, To maximise the proportion of jobs completed at first visit. It has been recommended that there should be a 60:40 split between planned and

reactive activity. Our ratio at present is 56:44.



16.7 Void repairs

To re-service routine void properties within agreed timescales according to the condition of the property concerned. Routine voids are classed as requiring either 3, 5, 10 or 15 working days to complete.

To consistently achieve the Hackney Homes “Letting Standard” and achieve savings in re-servicing costs through innovative use of basket rates and contractors

To ensure that all void properties reach at least the minimum Decent Homes Standard during voids re-servicing.

To take advantage of the access opportunity to complete enhanced Decent Homes works to a property which was omitted for some reason in the past and,

To convene a “voids panel” to appraise options when dealing with void properties that require expensive and/or complex works and make recommendations to Hackney Council for disposal where justified and minimise the number of long-term voids.

To ensure that all voids activity is monitored throughout the process to minimise delay, improve quality, obtain value for money and improve tenant satisfaction.

16.8 Asbestos management

To ensure that our data, operating procedures and communications with stakeholders minimises the health & safety risk to individuals and meets our obligations under the Control of Asbestos at Work Regulations 2006.

16.9 Equipment & adaptations

To ensure that those individuals requiring equipment or adaptations to their dwellings receive an appropriate and timely service, without discrimination, in line with statutory requirements and individual needs.

17. Working with our residents

17.1 Hackney Homes is committed to full participation of residents in all key decisions that affect them and their homes.

17.2 This is done at three main levels of involvement:

Strategic – Resident involvement in the prioritisation and scoping of projects and neighbourhood investment through various forums

Programme Delivery – Resident involvement in selection panels on the procurement of major works contracts and in monitoring through specific project boards and contract progress meetings. More use of tenant involvement in assessing resident satisfaction from our programmes is proposed.

Quality Control and Customer Feedback – resident involvement in analysis of customer feedback from questionnaires through focus groups and receive Key performance Indicator statistics through project boards and Neighbourhood Investment Boards. There is a need to reflect the level of customer complaints in KPI performance.



17.3. We provide a range of information to our customers on service standards. Our Customer Charter shows out approach to customer care. Service standards are reported on a quarterly basis both on posters in the Neighbourhoods Office and on our website.

17.4 Satisfaction with the repairs service is systematically measured through a minimum of 500 customer call-backs per month. We are in the process of exploring a new telephone call-back system that will refine our approach and provide more robust performance management data.

17.5 The Estate Plans project has been piloted on six estates and will be rolled out across the borough from October 2008. The plans will take a holistic approach to the issues that impact on the estate quality of life and promote a more co-ordinated use of resources. All estates in HH will have their own estate plan detailing the improvements/changes which need to take place on the estate to achieve the community’s vision. This will ensure that the resident’s views are systematically feeding into the long term asset management plan.

18. Value for Money

18.1 Hackney Homes has embarked upon a complete overhaul of the organisation including:

A comprehensive restructure of senior management and the creation of three operational divisions;

The replacement of the former direct labour organisation (HTS) with a streamlined Property Services division resulting in the reduction of up to 20% of staff numbers and a potential cost saving of up to £2m capital and revenue costs per annum;

Tendering of several major contracts covering housing management, capital works and repair and maintenance;

Tackling poor performance in key areas such as arrears and voids turnaround.



18.2 The VFM strategy focuses on five main themes:

The Medium Term Financial Forecast (MTFF) – ensuring that the projects undertaken in accordance with the strategy are designed to have a demonstrable impact on the MTFF;

The Improvements in Service Delivery theme covers all the projects designed to secure measurable and sustainable improvements in service delivery throughout Hackney Homes. The objective is to identify both qualitative (quality related) and quantitive (measurable) improvements in services and to obtain the better use of resources throughout the organisation, which is part of a strong VFM culture that is understood and owned by staff throughout the organisation;

The Reducing Costs theme covers all the projects aimed at reducing Hackney Homes’ costs.

The Maximisation of Income theme covers all the projects designed to maximise housing rental and other income sources throughout Hackney Homes;

Establishing a Value for Money Culture this theme concerns the need to establish a VFM culture in the hearts and minds of staff throughout the organisation and also to involve residents in all aspects of the process from developing strategy through to involvement in projects and reviewing outcomes.

19. Data and performance management

19.1 We strive for continuous improvement in all asset management services.

Our Decent Homes Strategic Alliance involves the partners in monitoring and improving performance.

Our Operations Boards of Hackney Homes officers for Decent Homes and for Planned Maintenance regularly and rigorously monitor performance indicators and challenge.

The Board of Hackney Homes scrutinise performance monthly. And we test all our services with regular satisfaction surveys of customers. Residents

and staff work together to analyse data, draw conclusions, consider options for improved performance and make proposals.



PART 1

SECTION B - INTRODUCTION

1. Housing in Hackney

1.1 Since 1981 the proportion of houses rented from the council has decreased by 26.8 per cent, largely as a result of the ‘Right to Buy’ policy and stock transfer to Registered Social Landlords including all sheltered housing. Overall, social rented stock which is comprised of properties rented from the Council and from registered social landlords has increased by 12.8 per cent.

1.2 In 2006 Hackney Homes was formed as an Arms Length Management Organisation (ALMO) to manage the remaining housing stock owned by LBH, totalling approximately 33,000 homes.

2. Hackney Homes

2.1 Hackney Homes’ primary purpose, on being established, was to deliver the target of securing the ‘Decent Homes Standard’ on the housing stock under its management by the subsequently revised target date of December 2012.

3. The Role of Asset Management

3.1 Asset Management, at a strategic level, is often defined as having “the right properties in the right place at the right time”. In terms of the management of the housing stock, that philosophy holds true, and our role at Hackney Homes is to:

Work in partnership with the London Borough of Hackney in taking a strategic view on the overall demand for social housing within the Borough, seeking to identify our part in meeting that demand,

Review the changing demographics and housing needs of the Borough, to map out how the characteristics of the housing stock meets both current and future needs and aspirations,

‘Re-engineer’ the housing stock portfolio where possible and as necessary to meet changing social, economic or demographic needs and aspirations of residents,

Maintain and improve the housing stock in a sustainable way, to ensure that it meets current and future standards and aspirations,

Manage the portfolio in a manner that contributes to the overall corporate objectives of the London Borough of Hackney, and,

Take a long term view on investment and disinvestment decisions that reflect ‘whole life’ costs and benefits.

Maintain good quality records relating to all assets. Involve residents in the decisions that affect their homes.

4. Purpose of This AMS



4.1 This Asset Management Strategy sets out how our strategic and operational activities deliver against the objectives set out in paragraph 3.1 above. It is a document that sets out our achievements so far, work in progress and aspirations for the future.

5. Data Quality Standards

5.1 Hackney Homes is committed to producing and using data of good quality. The Audit Commission and CIPFA have recently issued a set of standards for better quality data “Improving information to support decision making”. The data produced on the Decent Homes programme is compliant with these standards and is subject to annual audit by the Audit Commission following the publication of National Indicator (NI) 158. Hackney Homes is committed to using the standards across the organisation and to using the CodeMan 4 database with validated and regularly updated data.



PART 1

SECTION C - STRATEGIC CONTEXT

1. About Hackney - Borough Profile

1.1 Hackney is a borough in the East of London and adjacent to the City of London. It has a population of over 210,000 which is one of the most ethnically diverse and most socially deprived in the United Kingdom.

1.2 Hackney has a young and growing population of strong communities with links around the globe. The area has been a site of settlement for people from overseas for hundreds of years with communities from all corners of the world leaving their mark. Past and present communities include: French Protestants, Sephardic Jews, Irish, Germans, Afro-Caribbeans, Cypriots, Vietnamese, South Asians, West Africans, Turks, Somalis and Kurds. Currently over a half of Hackney residents come from ethnic minority groups. There are established patterns of migration to and from the regions of Britain and different parts of London.

1.3 The level of ethnic diversity in Hackney varies geographically across the borough and also in terms of housing tenure. Using the Shannon-Weiner Index values (ranging between 0 and 1, with 1 denoting good diversity and 0 denoting poor diversity) Hackney has a relatively high level of ethnic diversity amongst the population living in socially rented housing (0.655). This diversity is lower amongst owner occupied (0.499) and private rented (0.460) accommodation.

1.4 Household and family structures are influenced by many factors including societal values, cultural traditions, economic forces, housing opportunities and lifestyle choices. The largest household type in Hackney overall and in each of the borough’s wards is that of single person households (see Chart 1 below).



Chart 1: Household structures in Hackney (Source: 2001 Census)

1.5 Despite being adjacent to the wealth of the City of London, Hackney has one of the worst levels of deprivation in the country, regardless of which scale of measurement is used. Unfortunately there is little evidence to suggest that the gap between the deprivation levels in Hackney and the rest of the country is narrowing.

1.6 The borough suffers from low skill levels, high unemployment rates and low incomes. Many residents have poor literacy and numeracy skills, having left school with few qualifications. Means-tested and disability benefits support approximately 40% of families in the borough which means that most children in Hackney are in families dependent on benefits. Our older population also predominantly live on a low income and are reliant on state pensions. Some residents in the borough additionally face discrimination in their search for employment.

1.7 Crime levels in the borough are high and so is the fear of crime. Street crime is six times the national average and both burglary rates and vehicle crime rates are double the national average.

1.8 Most people in Hackney live in social housing but over one-third of these homes are below national Decent Homes standards. Private rented housing conditions are poor. There are high levels of homelessness and overcrowding. Private housing prices are beyond most people’s reach with the average home costing seven times the average annual income. Due to the high cost of housing, there are pressures on land used for employment, to be replaced by housing.

1.9 Housing tenure differs among Hackney’s wards as shown in Chart 2 below. Haggerston and Hoxton have the highest proportion of social rented property which includes local authority and registered social landlord homes.



Chart 2: Housing tenure distribution across Hackney (Source: 2001 census).

2. Expected Changes

2.1 From a population of 207,000 in 2006, the population of Hackney is expected to grow to around 210,000 by 2011, 219,000 by 2021 and to 225,000 by 20291. This will place strains on both the private and social rented sector, in terms of demand for residential units and also in relation to overcrowding.

2.2 Housing demand in Hackney continues to grow as the borough’s population increases. The effects of a persistent overall shortage of housing have been made worse by a lack of affordable housing and the high cost of private housing, both to buy and to rent. The borough has the third highest population density of all council areas in the country, the second highest proportion of households living in social housing in London and the sixth highest level of overcrowding nationally (rising to third highest for serious overcrowding), which is particularly high amongst black and minority ethnic communities. A high level of homelessness, with more than a thousand households in temporary accommodation, is a further outcome of housing shortage, and reflects the much lower numbers of social housing properties becoming available for re-let compared to the mid-1990s.

2.3 Increased house prices have, in recent years, put the price of home ownership in the borough beyond the reach of many people with moderate incomes, including people in ‘key’ jobs for the local economy. Shared ownership and cost rent schemes have attempted to meet some of the needs of these groups. However these are also often beyond their means. It is a priority for the borough to build and maintain a mixed and balanced community, to prevent polarisation between the better off and those living in poverty and to support economic development. Getting the housing balance right, as well as providing good quality public services for residents, is key to achieving this goal. This means providing homes for families at prices they can afford.

2.4 The London Borough of Hackney is actively promoting intermediate affordable housing products in the borough, including equity shares as low as 25% with its Housing

1 Subnational Population Projections: Office of National Statistics (2007)



Association partners. The report “Developing Intermediate Housing Products in Hackney” explains the approach and demand in more detail.

2.5 Hackney Homes has collated data on its own customers in Hackney Homes Customer Profile. Amongst the findings are that 60% of customers are female, 28% are retired, 26% in full or part time employment and over 55% describe themselves as Christian. 66% of requests for translation or interpretation are for the Turkish language.

3. ALMO – Background and Governance

3.1 As the agent for the London Borough of Hackney we manage the Council’s retained housing stock, in a relationship where that housing stock remains in the freehold ownership of the Council.

3.2 Accordingly our approach to managing the stock and undertaking our functions, services and duties must reflect the objectives, priorities and strategic outcomes that have been adopted by the Council. These are set out below.

3.3 There are two levels (the strategic and the operational) at which Hackney Homes is held to account by the London Borough of Hackney Council.

3.4 At the strategic level Hackney Homes is accountable to the Council as the sole owner of the company registered as Hackney Homes Ltd. These lines of accountability operate according to the provisions contained within the Memorandum and Articles of the company. In addition, at the strategic level, the Council’s Scrutiny Commission and the elected Mayor have powers to hold Hackney Homes to account.

3.5 At the operational level Hackney Homes is accountable to the Council through the structures for accountability and performance monitoring which is set out within the Management Agreement. In practice this involves a series of monthly and quarterly performance monitoring meetings.

3.6 The ALMO, Hackney Homes (HH), is managed by a board that is made up of six elected resident representatives comprising five tenants and one freeholder/leaseholder, five Councillors nominated by Hackney Council and five independents.

3.7 The Board meets regularly and all meetings are open to the public and include a section where written questions from tenants and leaseholders can be answered.

3.8 Hackney Homes’ Board is subject to the provisions of the Companies Act. Its Governance documents include:

Memorandum & Articles of Association Terms of reference for the Board Code of conduct Duties Ethical framework Equality Expenses Committee Structures



Board Renewal Audit Separation of responsibilities – Board & Chief Executive

4. London Borough Of Hackney Corporate Objectives

Making Hackney a Better Place

“Achieving balanced, sustainable communities and neighbourhoods, which celebrate our diversity and share in London’s growing prosperity, to enable a good quality of life for all.”

Mayor’s Priorities:o Mayor’s Priority 1: Making sure the Council is high performing and efficient.o Mayor’s Priority 2: Improving services and increasing opportunities for all, raising the

life chances of the most disadvantaged.o Mayor’s Priority 3: Providing effective community leadership and involving the whole

borough in what we do.

Community Strategy Outcomeso A good place to growo A dynamic creative economyo Thriving, healthy communitieso Better Homeso A Safer, cleaner place to liveo A sustainable borough

The London Borough of Hackney’s Asset Management Plan identifies the following priorities:

Modernising the borough Modernising customer services Investing in a safe, clean and green Hackney Investing in our people Meeting the Decent Homes target for council housing Renewing or improving every school in the borough

5. London Borough of Hackney Corporate Plan

5.1 The housing stock is owned by LBH and managed by Hackney Homes under a formal management agreement through to 2011. As such our management approach must reflect the objectives, goals and values of LBH. This must also carry through to our strategic asset management vision and decisions around the portfolio.

5.2 LBH has adopted a Corporate Plan for the period 2007/08 to 2010/11, which aligns to the period of our management agreement with them. Out of the LBH Corporate Plan, Neighbourhood and Regeneration Directorate Storyboard come a number of priorities for this period. Those that impact upon our management and operations are set out below.



5.3 Neighbourhoods and Regeneration Directorate (LBH) Story Board 2007/08 – 2010/11

To make Hackney a place where people want to live by planning a built environment and developing the local economy to support sustainable, mixed communities (regeneration Strategy).

To bring all of Hackney’s 23,700 rented homes up to the Government ‘Decent Homes’ standard by 2012. (Decent Homes Strategy).

To deliver new and sustained mixed use communities (Estate Renewal Programme). To increase re-housing of overcrowded families.

5.4 Alongside the Corporate Plan, there sits the Community Strategy which has been developed in partnership between LBH and the Hackney Strategic Partnership. The key themes adopted for the strategy are:

A good place to grow A dynamic creative economy Thriving, healthy communities Better Homes A Safer, cleaner place to live A sustainable borough

5.5 Hackney Homes is also signed up to the objectives of the Better Homes Partnership in Hackney’s Local Area Agreement. These are:

Decent and Affordable Homes Reducing overcrowding and homelessness by securing additional affordable homes Increasing the availability of homes in Hackney that are attractive to those unable to

afford market prices Improving the condition and management of housing and housing estates in the

borough

6. HACKNEY HOMES OBJECTIVES AND VALUES AND LINKS TO LBH CORPORATE PLANS

6.1 Our mission statement is:

“To deliver excellent, accessible services, and quality homes that people want to live in”.

As a managing agent for Hackney Council, Hackney Homes is contributing to the Council’s community vision:

“To achieve balanced, sustainable communities and neighbourhoods, which celebrate their diversity and share in London’s growing prosperity, to enable a good quality of life for all.”

6.2 Our key objectives as stated in the Draft 2008/09 Hackney Homes Delivery Plan: Delivering excellent, accessible services and homes that people want to live in. We will

do this by understanding the needs of our customers, working closely with our housing management providers and achieving top quartile on our performance and resident



satisfaction. We will keep residents’ views at the heart of what we do, learn from others and strive to improve and be the best.

We will provide modern homes and modern estates where people want to live. We will do this by achieving the Decent Homes standard by 2012 and working to achieve the Hackney Standard for all our homes. We will invest in our estates and neighbourhoods and work with residents and partners to deliver local priorities.

We will deliver high quality, efficient services, aligned to residents’ needs and priorities. We will do this by managing resources effectively and achieving efficiencies over time. We will keep our promises, invest in our staff and maximise opportunities for additional investment.

We recognise that as the largest provider of affordable housing in Hackney, we have a significant role to play to help deliver the physical, social and economic regeneration of our neighbourhoods. We will deliver for our residents by engaging with and working with local communities, playing our part as a partner to LBH and identifying opportunities for regeneration and community investment.

6.3 Our values at Hackney Homes:

SERVICE: Service delivery culture aware of, and responsive to, the needs and views of all our tenants and leaseholders.

HONESTY: Open, honest, informative and fair with our residents, staff and agencies with whom we work.

ACHIEVEMENT: Delivering on our service promises whilst remaining cost conscious.

RESPECT: Seeking and respecting the views on and ideas for services and investment of our tenants and leaseholders, staff and partner agencies.

PRIDE: Pride in Hackney Homes and Hackney borough as a diverse place to live and work.

7. Hackney Homes (ALMO) - Roles and responsibilities

7.1 Hackney Homes has delegated responsibility for providing housing management and maintenance services, receiving a management fee for this service. The budget for 2008/09 is composed of revenue expenditure of £116.8 million and income of £106 million. The 2008/09 capital budget is £47.1 million which includes £20 million for Decent Homes works.

7.2 In addition, housing management services to tenants and leaseholders are carried out by three housing management partners (Pinnacle, Pathmeads and Mouchel Parkman), operating from five neighbourhoods.

7.3 The full range of Local Authority Housing functions & services fall into six areas:

Affordable Homes Regeneration Housing Needs Homelessness Estate Management, and



Asset Management

7.5 Housing services contribute to people’s health and well-being by securing environments that support good health and through enabling those suffering ill health or disability to maintain independent lives through suitable housing and support services.

7.6 People in Hackney experience high levels of poor physical and mental health and physical disability. Many people with special needs live in social rented housing and the borough has a variety of means to support people. This includes sheltered housing and group homes for people with learning disability, as well as ‘floating’ support to people in their homes.

7.7 A new programme for meeting the needs of vulnerable people in their homes, the Supporting People programme, was introduced in 2003. The Council’s Community Services take the lead on this programme that also involves many partners in the wider housing and voluntary sector services.

8. Functions Retained by LBH Include:

overall housing strategy and enabling; determining policies on lettings and anti-social behaviour (in consultation with Hackney

Homes) and rents; managing the Supporting People programme; homelessness, general housing advice; administration of the housing Register and choice based letting scheme (CBL), and policy and procurement decisions on housing regeneration to the point of

implementation.

9. Functions Delegated to Hackney Homes as the ALMO Can be Summarised as Follows:

stock investment decisions, delivery of investment programmes and repairs ordering rent, collection, dealing with arrears and debt counselling; consulting and informing tenants on matters which are Hackney Homes’ responsibility promoting tenant participation, including involving tenants in monitoring and reviewing

service standards; enforcement of tenancy conditions similar functions for leaseholders; managing lettings, voids and under-occupation; estate management, caretaking and housing related support services under the

Supporting People programme, and implementation of housing regeneration schemes.

10. Housing Asset Management Services

10.1. Hackney Homes undertakes the following Asset related functions, in fulfilling its commitments as an ALMO:

Cyclical and Planned Maintenance Decent Homes works Reactive Repairs Service



Void Management Grounds maintenance and estate cleaning Management of the Right to Buy and services to leaseholders Implementation of Estate Renewal Asset Management Services including programme planning



PART 2

SECTION A - STOCK PROFILE

1. Summary

1.1 As at 28th February 2006 LBH owns and Hackney Homes manages approximately 33,000 homes. This includes TMOs and leasehold units. Flats and maisonettes predominate. This total comprises 66% of rented stock and 22% of leaseholders; the remaining 12% is made up of a mixture of sold properties where Hackney Homes continue to hold a liability regarding external and communal maintenance, pre-void, void and right to buy properties.

1.2 The majority of stock comprises post war, medium or high rise flats and maisonettes. Most of the non-traditional stock has been demolished or transferred in previous years, leaving four un-improved concrete system blocks on the Gascoyne estate. This non-traditional stock is currently undergoing an option appraisal prior to concluding its future.

1.3 Over the last few years LB Hackney has played a lead role in stock transfers and disposal of economically unsustainable homes and estates. Further blocks and estates requiring major works have subsequently been identified for regeneration, transfer or disposal, as part of our approach to meeting the Decent Homes Standard and L.B. Hackney is currently pursuing those proposals.

1.4 High rise (1945-1974) and medium rise property (1945-1964) bands comprise the majority of the stock. As would be expected, the newer the stock the lower the incidence of failure.



1.5 Table 1 below shows a breakdown of the stock by age and type (archetype)

Archetypes Leaseholder RentableGrand Total

1945-64 Bungalows 20 201945-64 High Rise Flats 1104 4116 52201945-64 Medium Rise Flats 2764 7391 101551945-64 Small Bedsits 1 4 51965-74 Bungalows 83 831965-74 High Rise Flats 766 3279 40451965-74 Houses 5 282 2871965-74 Medium Rise Flats 947 1948 289545-64 Other Houses 2 120 122Post 1974 Bungalows 14 14Post 1974 High Rise Flats 22 196 218Post 1974 Houses 40 1146 1186Post 1974 Medium Rise Flats 821 1631 2452Post-1945 low rise flats 118 401 519Pre 1945 High Rise Flats 92 358 450Pre 1945 Medium Rise Flats 585 1794 2379Pre 45 Other Houses 3 447 450Pre 45 Semi-Detached Houses 9 9Pre-1945 Low Rise Flats 206 312 518Grand Total 7476 23551 31027

Table 2 Storey height of rentable stock

No. of unitsLOW RISE1-2 storeys

1,615

MEDIUM RISE3-5 storeys

14,063

HIGH RISE6-10 storeys

4,988


1,961


1,005



Chart 1 Archetypes of Hackney Homes housing stock

20

4116

7391

4 83

3279

282

1948

120 14 196

11461631

401 358

1795

4469 312

0

1000

2000

3000

4000

5000

6000

7000

8000

Breakdown of Archetypes for Rentable Dwellings including Regeneration units as on 1st April 2008

Chart 2 Bedroom sizes of Hackney Homes housing stock

1194

6500

8708

6123

863124 30 9

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Breakdown of Bedrooms for Rentable Dwellings including Regeneration units as on 1st April 2008



PART 2

SECTION B - OUR VISION FOR THE HOUSING ASSETS

1. Introduction

1.1 Our vision for the housing assets must reflect and complement all the various objectives and themes mentioned in Part 1 above. We have therefore adopted an overall asset management vision statement which shows that we are aiming to build an asset base which creates:

“A sustainable portfolio which provides safe, comfortable and well maintained homes for our residents, within estates and communities where people choose to live.”

1.2 In seeking to achieve this vision we have developed six key delivery areas that are critical to our success, and that help explain what our vision means in practical terms.

The strategy document is grouped into these headings below:

(1) Housing Need and Economic Sustainability(2) Environmental Sustainability(3) Stock Investment (4) Working with our residents(5) Value for money (6) Data and Performance Management

Clearly, the extent and pace of achievement against our vision is always dependent upon availability of resources, and individual delivery programmes and initiatives will be prioritised around available funding.



PART 2

SECTION C - HOUSING NEED AND ECONOMIC SUSTAINABILITY

Housing Need and Economic SustainabilityEnvironmental SustainabilityStock Investment Working with our residentsValue for money Data and Performance Management

1. Housing Need and Economic Sustainability

1.1 There are severe pressures in meeting the housing needs of the Borough. According to the LBH Housing Strategy 2004 - 2007 the greatest demand is for small homes with one or two bedrooms. Table 3 below sets out the shortfall in delivery of social housing as at 2003.

Table 3: Delivery of social housing need (source: LBH Housing Strategy 2004 – 2007)

1.2 The overall demand for accommodation remains high in all sectors. The major influence on the very high demand for homes of all sizes and in all locations is that the cost threshold for refurbishment before other options are considered is comparatively high. Notwithstanding this, bed-sit properties present difficulties in that they remain unpopular and in some cases hard to let and it is sometimes problematic to achieve the necessary space standard to comply with the Decent Homes standard.

1.3 In cases where the investment required is unsustainable in relation to the housing need that the properties in question might meet, options for future investment are considered.

1.4 As at the end of October 2007 there were over 14,000 people on the housing waiting list. Annual turnover of housing stock currently is running at between 6% and 7%.



1.5 Table 4 - the bedroom size requirements for those on the waiting list at that time is shown below:

Number of bedrooms required

Number on housing waiting list (Oct. 2007)

% of housing waiting list (Oct. 2007)

Not specified 6 0.041 7066 49.932 3886 27.463 2558 18.084 534 3.775 84 0.596 12 0.087 4 0.039 1 0.01

1.6 This suggests a slight shift over the past few years towards an increased demand for smaller homes.

1.7 The profile of our housing stock by property type and bedroom number in shown in Table 5 below. Further work is required to assess the preferred housing location of those on the waiting list and to compare this against the existing stock.

Number of bedrooms

Bungalow Flat Houses Maisonettes % of Housing Stock

Bedsit 11 1289 1 2 4.021 54 7505 27 186 23.42 10 8624 270 2880 36.33 43 3168 2253 4619 31.064 29 410 632 246 4.065 13 118 25 0.486 2 25 4 0.097 7 0.02

1.8 This would seem to suggest that the demand for smaller properties is not reflected in the profile of our existing stock.

1.9 LBH is to undertake a further Housing Needs Survey during 2008 and alongside this they will also be adopting a new Housing Strategy 2008 – 2011. These two key pieces of work are critical in formulating a sustainability appraisal that is well informed and makes the right choices about investment and disinvestment in the stock or in specific estates.



1.10 Table 6 - Housing Association New Provision in Hackney 2007/08 and 2008/09

Number of bedrooms

2007/08total units

2008/09total units

% of new build provision

1 182 343 31.52 185 437 37.33 97 243 20.44 25 118 8.55 19 12 1.96 0 7 0.1

1.11 However, the Housing Association sector in Hackney is building large numbers of smaller units, as can be seen from the above table. LBH’s Housing Strategy takes a view across all tenures whereas Hackney Homes is managing only the HRA stock.

2. Outputs

2.1 The overall demand for accommodation remains high in all sectors, and such is that demand that we have no difficulty letting any categories of accommodation in any location. However, this is not to say that the profile of our portfolio is economically sustainable in every respect or that the supply of housing is appropriate and proportional to demand, either now or in the future. Further work is needed in this area.

2.2 In cases where the investment required is unsustainable in relation to the housing need options for future investment are considered. The Council has a strong track record on this area of work (see above).

2.3 We have undertaken an assessment of the current supply side (the profile of the current housing stock) against the demand side (the current need for housing in order to begin the process of developing a sustainability Assessment. Further work will be undertaken in this area between now and March 2008.

3. Economic Sustainability Assessment

3.1 The Audit Commission have recommended that a comprehensive sustainability assessment of the Hackney Homes stock is carried out. This has been completed and is summarised in the Economic sustainability Matrix in Appendix B.

3.2 The major influence on the very high demand for homes of all sizes and in all locations is that the cost threshold for refurbishment before other options are considered is comparatively high. Notwithstanding this, bed-sit properties present difficulties in that they remain unpopular and in some cases it is hard to achieve the necessary space standard to comply with Decent Homes. In such cases options for future investment are considered.

3.3 Resources to re-engineer the portfolio through conversion, demolition or disposal may not be available to implement a strategy, in the short or medium term, and capital receipts may have to be generated from other sites to fund such schemes.

4. Delivering Sustainable Homes



A summary of our achievements and estate renewal schemes.

4.1 Hackney is in a very strong position on estate renewal, regeneration and building sustainable communities.

4.2 Hackney successfully delivered in the 1990s the Governments agenda for mixed communities and made successful bids to the Single Regeneration Budget on its Comprehensive Estates Initiative and to the Estates Renewal Challenge Fund on its Estates Regeneration Strategy. The ‘Estates Transfers’ table shows that we transferred 7,035 units of our stock in poorest condition to RSLs.

Table 7 Hackney estates transfers details

GroupEstate No. of

PropertiesStatus

1

Haggerston 163 Transferred to:Canalside Housing Partnership29 March 1999

Kingsland 42Whitmore 502

2Morningside 547 Transferred to:

Sanctuary Housing Association12 March 1999

Old Gascoyne 1 291Old Kingshold 180Shore 138

3Kingsmead 978 Transferred to:

Kingsmead Homes (Hackney) Ltd30 March 1998

4 Pembury 1264 Transferred to:Peabody Trust 6 March 2000.

5High Hill 91 Transferred to:

CCHT22 March 1999

Northwold 580Southwold 114Wigan House

6

George Downing 135 Transferred to:Southern Homes 6 March 2000.Hillside 131

Hindle House 103Keats 28Kennaway 119Stamford Hill 517

Clissold 150 Transferred to:Newlon Housing Trust8 November 1999

Sheltered Housing 962 Transferred to:Hanover in Hackney HA9 October 2002

West Haggerston & Kingsland

440 Transferring to London & Quadrant HAIn November 2008



4.3 CEI applied to our five largest large panel systems estates where, through partnerships with RSLs and private developers, we levered in over £400 million to refurbish, demolish and replace with high-quality housing of owner-occupied, shared ownership, RSL and Council tenure. The net result was a loss of 1,500 units

4.4 The Woodberry Down regeneration project and Review Estates Phase 1 and Estates Plus are complementary to the Decent Homes programme and will develop hugely significant numbers of additional, affordable housing. The DCLG’s sustainability agenda is being addressed on a large scale already.

4.5 We are implementing sustainable regeneration at Woodberry Down, (one of the largest regeneration schemes in the UK and a National Mixed Communities Demolition Project), West Haggerston & Kingsland and Kings Crescent estates. The regeneration of Woodberry Down alone has reduced the Council’s decent homes funding requirement by at least £50m. The Woodberry Down Master plan proposal is to replace 1,458 units of social rented housing with 1,470 new units. In addition, 2,546 homes for private sale will be built and 312 shared ownership homes.

4.6 We are exploring the more efficient use of HRA land, through the Estates Plus Programme (see below).

4.7 On seven blocks (455 homes) – Alexandra National House, Rendlesham House and Ottaway Court, Bridge and Marion Houses, Tower Court, and Colville Estate, The council is progressing with redevelopment by RSL partners.

4.8 We are delivering 40 units of new Council housing at Laurel & Briar Courts (Holly Street 6b) via a self-funding arrangement with a developer.

4.9 The Council is developing a new strategy for those Hackney estates that have further opportunities for increasing housing supply, and which also have investment needs to ensure their long term sustainable future, through the Estates Plus Programme.

5. Estates Plus

5.1 Assessments have been periodically made of the need for investment in longer term regeneration schemes, such as Woodberry Down. The development programme for this scheme stretches well beyond 2010 and the medium term investment needs of the stock which will not be demolished before 2010 have been addressed within the projects’ business plan. Allowance has been made in the Hackney Homes maintenance projections beyond 2010 for maintenance works to these blocks, prior to demolition.

5.2 The Estates Plus initiative has broadly been diverted into two separate streams. One stream is Hackney Council Neighbourhoods & Regeneration Department’s Tranche 1 / Phase 2 development proposals. The second stream is their Estates Plus development initiative.

5.3 A feature of this programme is the potential to release up to £50m of capital receipts which will directly benefit the local host estates. Most schemes will involve infill development on existing estates or selective demolition of garages and blocks to release more substantial parcels of land.



5.4 The proposals have undergone substantial consultation with stakeholders with the Hackney Council Cabinet. A procurement process from March – December 2007 proved not to be successful with the developer consortium and the Council failing to agree development proposals. A second procurement process is now underway.

5.5 The progress and cash flow forecasts for the regeneration projects – Woodberry Down, Kings Crescent, and West Haggerston are difficult to anticipate and progress on any one of these is sensitive to a range of factors. Allowances have been made within the financial model; however variances to this could impact on other budgets or programmes.

6. Economic Sustainability Assessment

6.1 In order to enable us to focus objectively on taking investment decisions in relation to stock, we have devised an economic sustainability matrix.

6.2 The matrix, which is reproduced in Appendix B, contains a range of data derived from the asset management database and other sources. This, largely numerical, data is employed to assess the sustainability of each of our 328 estates.

6.3 The factors assessed for each estate are:

Estate Details - % of leaseholders Energy rating – comparison to borough average Decency status – Decent, In progress, Funded and non-Decent Reported crime – comparison to Borough average Investment need – comparison to income Transfer requests - comparison to Borough average Complaints – categorised and compared to Borough average

6.4 The outcomes of each assessment are scored and denoted as Red, Amber or Green. The aggregate of the assessments also result in a score. Currently, estates in the bottom 20 of the aggregated scores are denoted as Red, those in the Top 20 are Green and the remainder are Amber.

6.5 This approach will be developed in association with our local Asset Management Strategies – Estate Plans, which are referred to elsewhere, to assist in our prioritisation of estates requiring further review prior to taking investment decisions.

6.6 Street properties are included within this matrix but detailed repairing costs are included from Decent Homes surveys, rather than stock condition sampling, given the varied nature and conditions of such units.

PART 2



SECTION D - ENVIRONMENTAL SUSTAINABILITY

Housing Need and Economic SustainabilityEnvironmental SustainabilityStock Investment Working with our residentsValue for money Data and Performance Management

1. Environmental Sustainability – Summary of Activities

1.1. Hackney Homes works in partnership with Hackney Council towards achieving our sustainability vision across the whole of Hackney.

1.2 Embodied within the Asset Management Strategy is this environmental sustainability Mission Statement:

“Hackney Homes will aim to ensure we take every practical opportunity to conduct our activities and use resources today in a responsible and sustainable manner. We aim to protect the environment and meet the needs of the present without compromising the needs of future generations.

We will also take the lead for provision of advice and support to our residents to enable them to contribute to this undertaking.”

1.3 The current Programme to implement an Affordable Warmth strategy is funded from within the Decent Homes budget, and is delivered through Decent Homes, cyclical, planned and reactive repairs programmes and works. There is currently no separate programme of such works and it is not intended that there should be unless funding demands require it.

1.4 We will adopt an approach which addresses the issues surrounding affordable warmth to ensure that no family has to spend more than 10% of their income on heating; any further improvements on this target will also be reviewed whenever possible. These objectives will be implemented within the operational delivery of the Asset Management Strategy, rather than through separate programmes of work.

1.5 We aim to achieve year-on-year improvement in the SAP ratings of units. The SAP ratings (a government measure of energy efficiency within dwellings) are being improved by installing or replacing boilers and Central Heating Systems, replacing windows and improving roof and cavity wall insulation.

1.6 We regularly review the SAP targets to ensure that we continue to meet or exceed previously stated targets.



1.7 The impact of sustainability will be considered by Hackney Homes in all investment decisions.

1.8 We have developed a sustainability communications strategy to ensure staff; residents and stakeholders are informed and engaged in sustainability issues.

1.9 We actively support residents to enable and empower them to be involved in initiatives at a personal level and to make a positive contribution on environmental sustainability issues.

1.10 From 1st October 2008 we will be producing Energy Performance Certificates where required.

1.11 Hackney Homes will continue to contribute to the Council’s Climate Change Strategy. Corporately the Council’s housing stock generates 45% of the carbon emissions in the Borough.

1.12 Sustainability is a cross-cutting issue which goes beyond the Management of Assets into areas requiring cultural change, training and awareness-raising, in addition to investing in the stock in a sustainable manner.

2. Environmental Sustainability - Outputs

2.1 We have already implemented a number of environmental sustainability initiatives such as replacing older and less efficient central heating systems to reduce energy consumption, and to increase insulation to walls and roofs. The energy rating of Hackney Homes is in the top Quartile in London.

2.2 In order for us to deliver on our mission statement we need to ensure that there is increased awareness of sustainability issues in general both within the organisation and by our residents. We recognise that resources may have to be re-directed in order to implement these policies.

2.3 We are currently implementing a “Green Estates” initiative, working with local residents, LBH and a variety of agencies to pilot our approach to a wide range of sustainability issues. As part of this project we have held an event on the estate, provided energy and sustainability advice and have fitted “smart meters” provided free by NPower to tenants who have agreed to be part of an on-going energy study. The study is supported by LEEL and by university students who will be carrying out follow-up research.

2.4 The estate chosen has characteristics common too much of our stock and the intention is to replicate this approach having determined from the pilot the measures and strategies which offer the most beneficial outcomes.

2.5 We have distributed 26,000 free, low energy light bulbs to Hackney Homes residents through our gas servicing contract and at public events. We provide advice on energy reduction and recycling and other sustainability issues in newsletters and at ‘fun-days’.



2.6 We work closely with the Council on Sustainability Policy and strategy. We are considering the installation of CHP but recognise that to be economically viable a cross-service approach is likely to be required and are working with Council officers to evaluate proposals.

2.7 Our current SAP ratings already exceed HECA targets and are in the top quartile in London. We aim to in continue to meet or exceed the HECA targets.

2.8 The Best Value Performance Indicators stated within the year’s HECA Report (2006–07) confirmed the continuing improvements. These were:

TABLE 8 – HECA Targets 2005-2011.

HECA Target ActualSAP Rating Target for 2005 / 2006 = 69 69.2SAP Rating Target for 2006 / 2007 = 70 70SAP Rating Target for 2007 / 2008 = 72 72SAP Rating Target for 2008 / 2009 = 73 tbcSAP Rating Target for 2009 / 2010 = 74SAP Rating Target for 2010/ 2011 = 75

2.9 The existing Affordable Warmth Strategy (AWS Appendix A) has been updated to become part of the wider Hackney Homes Sustainability Strategy embedded within the AMS to deliver outcomes in a co-ordinated, efficient and effective manner.

2.10 In the last two years we have been successful in attracting Energy Grant funding totalling over £100,000. It is intended that this be re-cycled into further sustainability projects.

3. Environmental Sustainability - Challenges

3.1 Legislation: The current social and political emphasis on the Climate Change issue will result in tougher legislation that will be incrementally introduced and impact on most aspects of building activity related to housing. Government (DCLG) guidance already exists recommending how organisations can reduce their Carbon and Environmental ‘footprints’.

3.2 Carbon Footprint: The challenge of measuring and then reducing the Carbon Footprint of Hackney Homes is something that we are currently assessing, and this will take into account both our operations and our buildings. At present the housing stock represents 45% of the Corporate Carbon footprint.

3.3 Sustainable Resources: Wherever practical or reasonable to deliver within current economic frameworks, we will make use of sustainable resources or use resources in the most efficient way possible. Might also change heading to Use of Resources.

3.4 Stock Energy Consumption: To achieve our 2009 target of replacing all obsolete and open flue boilers we will need to continue replacing old systems (approximately 450 per year) & upgrading old boilers (approximately 650 per year).



3.5 Renewable Energy Sources: We are also currently assessing other energy sources from March 2008 onwards (e.g. solar hot water to achieve the 2009 target which would also help to retain our high position (position 5) Vis a Vis other Local Authorities in London. To achieve this Hackney Homes are exploring the installation of field trials for solar hot water systems for installation under the Central Heating Programme using our three main boiler manufacturers and three main installers.

3.6 Resident Behaviour: There are limitations on the scope we have to influence behaviour of individual residents in their day-to-day decisions and choices. Awareness raising initiatives will continue to be a feature of our approach to assist with the required cultural change.



PART 2

SECTION E - STOCK INVESTMENT

Housing Need and Economic SustainabilityEnvironmental SustainabilityStock Investment Working with our residentsValue for moneyData and Performance Management

1. Stock Investment

1.1 Hackney Homes delivers the vision for the asset portfolio through the following range of service streams. This section describes each of the principal streams and explains the outputs from them and the challenges that each of them face in delivering our over-arching vision for our assets.

1.2 The costs of maintaining the assets as described within this strategy are set out in Part 3 over a 30 year period.

1.3 Cyclical and Planned Maintenance – Strategic Role:

To undertake cyclical and planned maintenance works to building fabric and services to protect and extend the useful life of the stock, through the application of national standards of good practice.

To accurately assess the requirement for capacity and resources to ensure compliance with existing and new demands, and,

To ensure that all homes reaching the Decent Homes Standard, continue to meet that standard in the long term.

1.4 The work we include in this area of activity is divided into Mechanical & Electrical work – (some of which is related to statutory obligations) and repair, renewal and decoration activity intended to extend the life of the assets.

1.5 Our emphasis is on targeting a reduction in the incidence and cost of reactive repairs, through increased cyclical and planned maintenance programmes, the enforced use of warranties, extending maintenance cycles and removing maintenance altogether by eliminating the need for painting, or servicing between renewal intervals through application of appropriate materials and design.

1.6 This activity is more than simply undertaking a technical assessment of condition, and then responding with repair programmes. All cyclical and planned repairs have to be prioritised depending upon the strategic need for individual homes and estates, and also



taking into account available resources – linked to a sustainability assessment of the stock as a whole and other programmes such as Decent Homes works.

1.7 We plan our programmes of work through the use of our Asset Management data base to maximise the synergies between programmes, with effective sequencing of works programmes, leading to comprehensive estate investment plans.

1.8 Our Asset Management database contains details of the expected remaining life of all building components and replacement programmes can therefore be produced and refined as well as integrated or separated as appropriate from other investment works.

1.9 We will carry out repair and decoration works (funding permitting) to communal areas of blocks and estates every 4 years. We will scaffold and carry out such works to the envelopes of buildings, in addition to the communal works every 8 years.

1.10 We will incorporate appropriate sustainability measures into our scheme design and implementation.

2. Cyclical and Planned Maintenance - Outputs

2.1 In summary the works carried out as part of a regular servicing cycle include a number which are required by statute. The works we carry out include:

Gas Servicing Lift inspections, repair and improvements Play equipment inspection and repair Water tanks and mains inspection and repair Electrical Inspection and repair/renewals Dry riser inspection and maintenance External Repair and decorations OAP decorations

2.3 The Hackney Homes planned maintenance programme consists of a wide range of elemental improvement and renewal programmes. Priorities are determined on the basis of elemental condition surveys and feedback from residents. Programmes undertaken annually include:

Door Entry renewal and installation District Heating renewal or replacement Estate lighting renewals and installation Environmental Improvements Roads and footpaths renewal CCTV renewal and installation Communal renewal and repair Voids property works

2.4 Contracts for these works have recently been procured and implemented on a partnering basis using the TPC2005 contract conditions. Better emphasis on “packaging” of works will improve efficiency of delivery and contract requirements have been built around Hackney Homes’ service standards. Contract performance will be monitored through standard KPIs.



2.5 The nature and scope of this work carried out 2007/08 is shown in Appendix C.

3. Cyclical and Planned Maintenance – Challenges 3.1 There has been long-term under-investment in Planned and Cyclical programmes of

work, driven by annual budget constraints over a number of years. The result is a stock which, whilst benefiting from an ongoing programme of Decent Homes works, will continue to deteriorate in other key areas if the funding is not available to manage the assets to keep them in an acceptable condition.

3.2 This is an area of significant risk for both Hackney Homes and the Council in terms of the impact upon the stock and the effectiveness of the investment currently being made.

3.3 The 30 year investment plan identifies the resources required to maintain properties to a Decent Homes Standard. The Council will need to find the resources to meet this demand if the stock is not to deteriorate following completion of the decent homes programme.

3.4 There is both a challenge and a real opportunity in being able to effectively link and coordinate investment in the stock from different programme areas, over a sustained period of time, into an over-arching plan, supported by local Estate Plans. The Planned & cyclical programmes are at the centre of that opportunity.

3.5 Gas servicing is a legal requirement and poses a number of problems, notably gaining access. We are continuing to develop our systems and procedures to ensure that we meet our statutory obligations. Gaining access to carry out servicing when successful provides an opportunity to carry out a range of other minor repair and servicing activities. We plan to take advantage of this possibility in our future procurement for such work.

4. Decent Homes – Strategic Role

To ensure that all existing LBH rented stock meet the Decent Homes Standard by the date set by Government, currently December 2012.

To bring stock up to a common standard and enable a programme of planned preventative maintenance to be implemented from a sound base thereafter.

4.1 The standard to which we carry out the work is based upon a balance between the Governments’ Decent Homes Standard, the aspirations and experience of residents, making the optimum use of resources provided to maintain and improve our assets and providing a sound base for future maintenance of the stock.

4.2 In practice this means that we prioritise works to the envelopes of buildings. Where scaffolding is erected, the opportunity is taken to maximise repair and improvement works at the same time, avoiding further access costs potentially required for subsequent works. Internal works to kitchens/bathrooms which fail the basic Decent Homes Standard will follow as funding allows, and is largely dependent upon securing additional ALMO credits.



4.3 The release of additional resources beyond 2010 will allow the programme to tackle the accumulating problems of kitchens/bathrooms and other key elements which do not currently fail but which are reaching the end of their useful lives, as well as addressing the need for Capital Improvements to estate environments.

4.4 We will incorporate sustainability issues into our scheme design and implementation.

5. Outputs from Decent Homes

5.1 Phase 1 of the programme commenced in 2002/03. Contracts were procured in 2004/05 to deliver Phase 2 Decent Homes Programme until 2010/11. With the extension of the programme to 2011/12 there will be a need to procure new contracts. The proposed Hackney Homes procurement strategy aligns the renewal of the Decent Homes contracts with cyclical, planned and responsive repairs.

5.2 During the Option Appraisal process in 2004 which led to the eventual creation of Hackney Homes as an ALMO, various options for the level of desired improvement to our homes were proposed and widely consulted on. Three levels of improvement were considered as follows:

Minimum Standard

Meeting the Minimum Decent Homes Standard

This means all homes must be wind and watertight and with reasonably modern kitchens and bathrooms.

This could mean renewing or repairing the following items if both in poor condition and more than 30 years old:

Windows Kitchens

Doors Bathrooms

Brickwork Wiring

Reasonable Landlord Standard

The Minimum Standard plus:

Repairs and renewals that would be prudent to do given the access opportunity of scaffolding.

More environmental improvements, external security and lighting, communal area upgrades.

High security front entrance doors.

Hackney Plus Standard

The Reasonable Landlord Standard plus:

Security improvements, landscaping and environmental works, works to play areas, boundary walls and fences, estate roads and footpaths, external lighting and possible demolition of garages etc to provide additional space.

Further kitchen & bathroom renewals addressing age and modernity.

5.3 Residents expressed a preference for an option that provided for better security and estate environment. Obviously there was a preference for the optimum level of improvement and it was established that the Reasonable Landlord Standard was the



highest affordable standard. The Decent Homes Phase 2 brief matches the Reasonable Landlord Standard.

5.4 Investment in our decent Homes Programme has seen a steady improvement in the condition of the stock: The outputs from the programme to date are shown below:

6. Progress on Attaining Decency

6.1 Outputs from decent homes programme 2002/3 – 2007/08 (Total numbers of homes benefiting from work)

Chart 5 – Progress on achieving Decent Homes

Number of Decent Homes 2002-07

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2002 2003 2004 2005 2006 2007

Rental units decent fromStock Cond Dbaseanalysis

Table 9 Elemental Improvements within Decent Homes Programme

Element

Decent Homes 1(Homes)

Decent Homes 2(Homes)

Total(Homes)

Windows 5588 2232 7820Roofs 5196 2109 7305Secure Doors 3216 2000 5216Central Heating 1200 814 2014Kitchen/bathroom 130 1462 1592Re-wire 2000 0 2000

6.2 Decent Homes Programme (Minimum Standard)

Table 10 - anticipated programme subject to ALMO credits for the decent home programme from Jan 09.



2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Total rented stock 23,551 23,254 23,154 23,054 22,954 22,854


Decent homes at end of year 12,858 13,258 14,813 16,572 19,172 20,972*Non-Decent homes at end of year 7,842 7,772 6,217 4,458 1,858 0


* The difference between rented stock and decent homes at end of year is made up of regeneration and demolition units (Not counted as non-decent in NI 158) and number remaining non- decent.

6.3 Agreement was reached with key stakeholders in 2003 that works to building envelopes (roofs, windows, concrete repairs etc) would be prioritised over internal works (kitchens & bathrooms). This principle has been retained in annual programme formulation. Blocks were prioritised for action by a transparent mechanism based upon cost and energy performance.

6.4 The works programmes contracts for decent homes Phase 2 were let in 2004 and were split between 5 constructors initially but these have been reduced to 3. These are fully partnered contracts which have been procured until 2010.

6.5 Annual programmes are prepared on the transparent principles referred to above and are tailored to meet the resources available. Programmes are validated with residents, managers and maintainers and are agreed by resident-led Neighbourhood Investment Boards.

6.6 Based on the above forecast, we will achieve 100% decent homes by 2012. This achieves the minimum standard but, there will be a continuing programme of improvements to kitchen and bathrooms and estate environment beyond 2012.

6.7 The Decent homes Programme has been well received with high levels of resident satisfaction reported. The procurement process is also well regarded and is being offered to other ALMOs, LAs etc, through a consortium which we were asked to put together by the National Change Agents.

7. Challenges within Decent Homes

7.1 There has been long-term under-investment in Planned and Cyclical programmes of work, driven by annual budget constraints over a number of years. The result is a stock which, whilst benefiting from an ongoing programme of Decent Homes works, will



continue to deteriorate in other key areas if the funding is not available to manage the assets to keep them in an acceptable condition.

7.2 Attaining the year on year funding required for a Planned Preventative approach to maintaining Decency is a major challenge.

Table 11 - Anticipated programme with no ALMO credits for the decent home programme from April 09 with a budget of £20m /Financial Year is as follows:

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Number of homes becoming decent 688 400 555 605 1685 1685

Decent homes at end of year 12,858 13,258 13,813 14,418 16,103 17,788

Non-Decent homes at end of year 7,842 7,442 6,887 6,282 4,827 3,042

% of currently non-decent homes at end of year 33.3% 32.0% 29.7% 27.3% 19.6% 11.9%N.B. Please note without ALMO Credit Decency Status will not be met by Dec 2012

7.3 This is an area of significant risk for both Hackney Homes and the Council in terms of the impact upon the stock and the effectiveness of the investment currently being made.

7.4 In 2006 we commissioned SENSE, Quantity Surveyors, to establish the expenditure required to bring the housing stock up to Minimum Decent Homes, Reasonable Landlord and the Hackney Standard. This has been refined and developed through the Asset Management System (CodeMan) into the 30 year Asset Management Plan.

7.5 The 30 year Plan which was used by the Council in the creation of the Medium Term Planning Forecast is shown in the Asset Management Plan in Part 3

7.6 The resource position in The Asset Management Plan in Part 3 affects all areas of the service and has cross-cutting implications. The Decent Homes Programme delivery is however contingent specifically upon the release of £225m of ALMO credits by Government, following a successful Audit Commission Inspection in 2008.

8. Reactive Repairs Service – Strategic Role

To provide an effective and value for money reactive repairs service which can be easily accessed by our residents.

To monitor the quality and value of the work delivered by our repair partners and to monitor and enhance the service to increase resident satisfaction, and,

To maximise the proportion of jobs completed at first visit.



8.1 This is an area where budget restrictions have driven service levels in the past. It has been recommended that there should be a 60:40 split between planned and reactive activity. Our ratio at present is 56:44. The target for 2008/09 is 60:40 and budgets are structured accordingly.

8.2 Reactive repairs are a key issue upon which residents judge landlords. We will continue to improve call handling, works allocation, quality control and resident satisfaction by means of appropriate resourcing, use of ICT, training and contract management.

8.3 We will continue to use repairs data to help inform future planned programmes of work.

9. Reactive Repairs Service - Outputs

9.1 The proportion of high priority category work has been significantly reduced over the last three years as a percentage of total works orders placed. All works are now ordered through the Repairs Contact Centre and are carried out by a combination of directly employed labour and supply chain partners. Independent post inspections of the quality and completeness of repairs and charges made for them are conducted and reported monthly with the results analysed to inform service planning.

9.2 The resident consultation exercise on the Repairs Policy has resulted in changes which were approved by Hackney Homes Board in September 2007. The amended policy increases Landlord responsibilities and addresses issues such a repairs for vulnerable residents and re-chargeable repairs.

10. Reactive Repairs Service - Challenges

10.1 The implication of achieving the 60:40 ratio between planned and reactive maintenance against a reducing planned budget is that reactive expenditure would need to be constrained, if the target is to be met, which would not currently meet our service demands. Work will be undertaken to analyse patterns of responsive expenditure with a view to shifting resources into planned programmes.

10.2 The Reactive budget has historically been set too low to meet demand and this together with a shortage of investment in the stock through other programmes, has led to a backlog of repair. It is anticipated however that the Decent Homes investment will address a lot of backlog issues and reduce the pressure on Reactive Repairs.

10.3 There is therefore a tension between the level of resources available for demand-led activity, achieving the 60:40 target and meeting tenant aspirations and demands. This has resulted in a variety of demand-led budgets being effectively under-funded and has contributed to a reduced level of resident satisfaction with the service.

10.4 Resident satisfaction is improving but perceptions are sometimes based upon past performance rather than current performance. Methods of establishing informed levels of satisfaction, including focus groups, panels and questionnaire sampling by post and by phone will continue.



11. Void Management - Strategic Role

To re-service routine void properties within agreed timescales according to the condition of the property concerned. Routine voids are classed as requiring either 3, 5, 10 or 15 working days to complete.

To consistently achieve the Hackney Homes “Letting Standard” and achieve savings in re-servicing costs through innovative use of basket rates and contractors

To ensure that all void properties reach at least the minimum Decent Homes Standard during voids re-servicing.

To take advantage of the access opportunity to complete enhanced Decent Homes works to a property which was omitted for some reason in the past and,

To convene a “voids panel” to appraise options when dealing with void properties that require expensive and/or complex works and make recommendations to Hackney Council for disposal where justified and minimise the number of long-term voids.

To ensure that all voids activity is monitored throughout the process to minimise delay, improve quality, obtain value for money and improve tenant satisfaction.

11.1 As with responsive repairs, elements of elective planned works, including those to meet the Decent Homes Standard are currently undertaken during void periods. The cost of this work is currently included in the over-all voids cost, which can mask the servicing cost from the elective cost. This makes cost comparisons with our peers difficult. Systems that charge elective costs (e.g. asbestos management, and improvement costs) to more appropriate budgets are being introduced.

11.2 The response needed for major or long term voids is necessarily different to short term voids. Where the work required to a property cannot be carried out in a maximum of 15 days, the property is categorised as a Major Void.

11.3 Where such properties exceed an agreed threshold, they are referred to the Voids Policy Board with a recommendation for the work to be carried out or for disposal.

12. Voids Management - Outputs

12.1 The Hackney Homes Letting Standard has been agreed by the Board and with tenants and the Residents Liaison Group, and is subject to regular review as new tenants aspirations change, and local budgetary issues develop.

12.2 The Re-chargeable Repairs Policy is applied to pre vacancy visits by neighbourhood

officers and re-let inspections on void properties. Former tenants are charged appropriately for damage and missing fixtures, as well as clearance and other costs linked to achieving the Letting Standard.

12.3 New tenants receive a welcome pack which includes advice, information and some essentials including low energy light bulbs to help keep their home in good condition. A fully comprehensive lettings interview, accompanied by a DVD where appropriate is also included which explains the tenancy conditions and expectations of a Hackney Tenancy.

12.4 Working in Alliance with the DLO a Decent homes contractor is being used to support the need for voids works using the Basket rate approach employed on Decent Homes works. The approach has proved to be successful and will be extended.



13. Void Management - Challenges

13.1 There are significant procedural, organisational and contractual changes which have been introduced in 2006/8. The challenge is to ensure that these changed are bedded in successfully and deliver the intended results.

13.2 The introduction of Choice Based Lettings in late 2006 has provided a standard time frame whereby a property can be reoccupied, ranging between 21 and 28 days in ideal circumstances.

13.3 As all lettings are expected to meet the letting standard there can be some cases where a property may be in such condition that this is not possible. Some of these voids may be classified as Major voids by the re-let supervisor staff and are therefore subject to different turnaround calculations.

13.4 In a bid to reduce the number of refusals on lettings an enhanced Letting Standard was piloted in 2005/2006. This pilot has now developed into the current letting standard and refusals for property condition reasons have fallen substantially (they currently represent less than 2% of the total of refusals).

13.5 To encourage the handover of voids in an acceptable condition, we have introduced an enhanced Cash Incentive Scheme for tenants moving home, which rewards tenants who satisfy a number of criteria when their tenancy comes to an end. Inclusion in the incentive scheme is automatic, being assessed in the re-let inspection stage of the related process. The removing tenant will receive the appropriate incentive amounts for keys, clearance, curtains and a clear rent account after the deduction of any arrears and other monies owed to the Council.

13.6 Budgets for incentive schemes have been created to monitor the success of the scheme, and inform estate management services of any ongoing issues concerning failure of tenants to comply with tenancy conditions. This enhanced scheme will be widely publicised in 2008/09, and an information leaflet has been created for issue at point of contact by customers.

13.7 To ensure consistency, the letting standard has been re enforced with officers at both Neighbourhood and Property Services. Re-let supervisors now take personal responsibility that a property meets or exceeds the letting standard, with a signed copy of this guarantee provided to the new resident.

13.8 The letting standard is made available to prospective customers in advance of any viewing arrangement for a property Limited works may sometimes carried out after occupation by the tenant, however this is minimised to avoid increased costs for Hackney Homes and disturbance to residents. The appointment process for gas servicing checks is limited and inconsistently applied.

13.9 A pilot scheme incorporating basket rates for essential voids and other improvement works in void property is currently running, incorporating the services of existing Decent Homes contractors.

14. Asbestos Management – Strategic Role



To ensure that our data, operating procedures and communications with stakeholders minimises the health & safety risk to individuals and meets our obligations under the Control of Asbestos at Work Regulations 2006.

14.1 The nature of this material is that, in many cases, it can safely exist in a property and if

it remains undisturbed or is encapsulated, will be perfectly harmless. If disturbed however, the material is potentially very harmful. According to figures produced by the Health & Safety Executive the number of deaths from asbestos related disease across the UK in 2004, totalled over 4,000.

14.2 Those at risk in our homes are those that may inadvertently disturb asbestos, including:

Contractors appointed by Hackney Homes, Residents, and, Contractors appointed by residents.

15. Outputs

Hackney Homes has an Asbestos Management System contained within our newly procured Asset Management System (CodeMan). Hackney Homes ensures compliance with the requirements of the Control of Asbestos at Work Regulations 2002 (CAWR 2002) and the Housing Health and Safety Rating System (Hackney Homes SRS), both of which came into effect in 2006. The CodeMan system allows identification, recording and management of asbestos.

The former imposes a new Duty of Care for the management of asbestos and the latter places asbestos at the head of 29 major risks to be assessed and requires a redefinition of ‘decency’. Projects are being set up to assess Hackney Homes’ compliance and will be reported to the Board in line with the delivery timetable in the Improvement Plan. Contractors undertaking surveys for repair and refurbishment work are working in a planned manner within the Decent Homes Ph2 Programme to continually update this database. Asbestos removal depends on location and risk, and these are assessed at the design stage of refurbishment and improvement work.

The programme of “Type 2” sample inspections is based on established archetypes within CodeMan. Operational staff are trained to carry out “Type 1” inspections. By November 2008 500 blocks will have had communal areas surveyed, representing 20% of the stock.

Our systems record the presence of asbestos for all properties when day to day responsive or void works are ordered. All staff and contractors are fully conversant with the policies and safe working procedures. The link between CodeMan and the repairs ordering system (Saffron) ensures that each works order includes an appropriate warning of where is asbestos is known or likely to be.

An asbestos survey has been carried out to a representative sample of the Council’s stock and an asbestos register is maintained on locations where there is a confirmed presence of asbestos materials. Blocks of a similar archetype are likely to contain asbestos in similar locations and the register reflects this. The policy to date has been to leave materials containing asbestos in situ where it is undamaged and poses no



immediate threat to health and safety. However, asbestos is removed during repairs and refurbishment where appropriate.

16. Equipment & Adaptations

16.1 Description

To ensure that those individuals requiring equipment or adaptations to their dwellings receive an appropriate and timely service, without discrimination, in line with statutory requirements and individual needs.

Many of our residents suffer disabilities, to the extent that physical equipment and adaptations are required to their homes to support their mobility and safety. This can result in adaptations to existing tenants’ homes, where their circumstances have changed, or to void properties that are in the process of being let to new tenants with a disability.

16.2 Outputs

Where internal improvement works such as Decent Homes kitchen & bathroom works are carried out, Equipment & Adaptations (E&A) works are carried out at the same time, using consultant Occupational Therapists (O.Ts) to specify works to our constructor partners.

E&A works are, by their nature, demand-led expenditure. The bulk of demand-led E&A works are therefore dealt with by the reactive repairs service. There is an annual capital budget of £1.5m.

Following the Audit Commission inspection we have developed our approach to the E&A Service, with the following progress:

SLA agreed and signed off by Hackney Homes Board and LBH. Due for review in September 2008

End to end monitoring system established allowing measurement of all stages of the process, with a suite of nine performance indicators

Monthly operational and quarterly strategic reviews established Saffron access provided for Community Services (CS) staff and training undertaken Information on adaptations for Choice Based Lettings (CBL) will be via data entered by

CS on Saffron and CodeMan 4 [Asset Management Database] Customer satisfaction surveys will be undertaken on all works. Currently a survey is

underway on all customers who have received adaptations since April 2007. Principle that each party undertakes functions relevant to own expertise is agreed. Contractual arrangements under review to ensure compliant contracts and value for

money, a procurement exercise for specialist work is underway

An equipment supply contract has been procured by CS and is now operational. This contract guarantees delivery of items within 7 days and can be used to undertake minor adaptations such as fixing hand rails within the same timescale. Agreement with Occupational Therapists that should ensure requirements are fully understood and converted into clear specifications.



Chart 6 (overleaf) shows the end to end process involved in delivering equipment and adaptations.

16.3 Challenges

Performance Management: We have introduced an ‘end to end’ process monitoring system and need to further enhance the process by applying learning from customer feedback, to improve the service.



Communication: We have a tenant’s handbook but it requires wider distribution to ensure that our customers are provided with improved service standards information.



PART 2

SECTION F - WORKING WITH OUR RESIDENTS


Working with our residents

1. Service Levels

1.1 Hackney Homes are committed to providing for the needs of the local community and the users and have a Customer Charter, Reception Charter and Repairs Contact Centre (RCC) Charter which provide clear targets which we continually strive to meet.

1.2 We have a clear customer focus throughout our organisation which links to the London Borough of Hackneys ‘Customer First’ strategic objective. We provide customers with high quality information and have developed new service standards, which customers are given the opportunity to influence, for the majority of our services. .Those areas where service standards are not yet in place include anti social behaviour, nuisance and cyclical maintenance. Further work is needed to ensure that all service standards have measurable performance standards to monitor against and that these are effectively monitored.

1.3 Hackney Homes has a clear customer focus in all its strategies and policies and there are three strategic cross-cutting themes to all service plans including a specific theme of customer focus so that our Delivery plan reflects actions that contribute to this theme. The delivery of the customer care objectives are overseen and championed by our Chief Executive, all staff have been trained in customer care and we have been awarded Charter Mark in this area.

1.4 Hackney Homes offer a wide range of access to our services; we have five main offices and three sub offices. As a result of the consultation survey undertaken in 2006 we now offer extended hours in some of these offices. An initial analysis of a recent survey of users of our Neighbourhood Offices found that satisfaction is averaging at 90%

1.5 We also have a website which our customers were involved in the design of and electronic kiosks in our neighbourhood offices for reporting repairs, payment of rent and registering complaints our Repairs Contact Centre also ensures that residents are able to get hold of the right member of staff.

1.6 Hackney Homes has a robust Equality and Diversity (E&D) strategy and complied with the equality standard for local government at level two in November 2006. .Our strategy has clear aims to achieve level three by January 2008 and level four by 2010. Equality impact assessments (EIAs) have been carried out for all service areas and the



organisation is complying with the new code of practice for racial equality in housing5 and the new Gender Equality Duty which came into force on 6 April 2007 and the Civil Partnerships Act 2004 and have profiled ethnicity of 90 per cent of our customers.

2. Service Standards

2.1 We provide a range of information to our customers on service standards. Our Customer Charter shows out approach to customer care. We have eight service standards and these are reported on a quarterly basis both on posters in the Neighbourhoods Office and on our website. The results for April 07 to June 2007 for those relevant to asset management, are shown in the table below:

Table 12 – Service standards achieved on repairs.

Service Standards April May June Yearly Average

% of normal repairs completed within 20 working days

100% 99% 99% 99%

% of emergency repairs completed within 24 hours 94% 96% 96% 95%

% of immediate repairs completed within 2 hours 98% 97% 98% 98%

2.2 Hackney Homes has much strength in providing a service that meets the needs of the local community and its users. However there are areas of the service, such as responsive and cyclical repairs, EQUIPMENT and adaptations, empty void property repairs and management, where it is recognised that further improvement could be made to the service delivered to the customer.

2.3 An action plan to implement the required improvements has been developed and approved and it is anticipated that these improvements will be fully implemented by 1st May 2008.

2.4 One key area of underperformance identified by the Audit Commission inspection was the absence of an implemented responsive repairs strategy that:

Reduces the types of repairs which are currently listed as the responsibility of tenants in the Tenants’ Handbook such as glazing of internal doors, by having these carried out by Hackney Homes;

Makes it easy for vulnerable residents to have repairs carried out which they need but are unable to do themselves;

Re-charges residents for repairs that are their responsibility but which Hackney Homes carry out for them or which are caused by residents’ neglect or deliberate damage; and

Reduces the variations of works orders to agreed reducing targets.

2.5 In accepting this criticism we have also adopted a series of new Repairs Policies that will have the effect as follows:

Identifying residents who may be regarded as vulnerable on account of disability, domestic violence or young children. In such circumstance the Contact Centre will make specific arrangements to meet the resident’s needs



Introducing a rechargeable repairs policy which is aimed at that tenant who through negligence or deliberate action, cause damage to their properties, Hackney Homes will recharge tenants who cause such damage.

Broadening the range of repairs undertaken this will bring Hackney Homes in line with other similar organisations in London

Bring us in line with best practice service providers in regard to their repairs policies Contribute to the upkeep and maintenance of the housing stock

2.6 The impact of the revised policy will be reviewed 6 months after implementation, in April 2008.

3. Customer Satisfaction

3.1 Based on a survey carried out in 2006 customer satisfaction with overall services is now 59% - an increase from 52% in 2004/05.

3.2 Approximately 58% of our customers contacted us by telephone in 2006, and we exceeded our target of 96% of answering telephones in the target of five rings. Overall we answer 78% of calls against the organisation’s target of answering at least 85% of calls and further work is needed to ensure that we achieve the organisations target. We have a clear customer complaints policy and a dedicated complaints team to administer the service, customers are aware of how to make a complaint and we provide easy access to the service. We have a robust complaints procedure in place which effectively records formal complaints made in writing, by phone, email or face to face. We report our performance on dealing with customer complaints in monthly performance digest to the Board. Of the initial complaints received 87% are dealt with in a 15 day target however further work is needed to ensure that two stage complaints are responded to on time.

3.3 Satisfaction with the repairs service is systematically measured through a minimum of

500 customer call-backs per month. We are in the process of exploring a new telephone call-back system that will refine our approach and provide more robust performance management data.

3.4 The day-to-day responsive maintenance service has achieved significant improvements in resident satisfaction over the last three years and improved performance against the Government appointment and response targets.

3.5 Perceptions of service levels are very important, and survey data from the Ipsos MORI survey show the picture as at the point of the survey in 2006:

4. Inclusion and Engagement

4.1 Hackney Homes is committed to full participation of residents in all key decisions that affect them and their homes.

4.2 This is done at three main levels of involvement:

Strategic – Resident involvement in the prioritisation and scoping of projects and neighbourhood investment through various forums



Programme Delivery – Resident involvement in selection panels on the procurement of major works contracts and in monitoring through specific project boards and contract progress meetings. More use of tenant involvement in assessing resident satisfaction from our programmes is proposed

Quality Control and Customer Feedback – resident involvement in analysis of customer feedback from questionnaires through focus groups and receive Key performance Indicator statistics through project boards and Neighbourhood Investment Boards. There is a need to reflect the level of customer complaints in KPI performance.

4.3 In April 2007 a review of resident involvement structures was completed following extensive consultation with residents; as a result of the review a new resident involvement model has been introduced. The estates Committees have been discontinued, the new model introduced will involve Tenants and Residents Associations.

4.4 A Resident’s Liaison Group has also been established to assume a Borough wide representative role which replaces the tenants and residents Convention. These new changes have been included in a revised Tenants Compact.

4.5 We will undertake a review of the new arrangements with residents after 12 months to assess the impact of the changes

4.6 In July 2004 Cabinet agreed that the Neighbourhood Panel should be the forum for

consultation on the formation of programmes of work, prior to approval of the programmes by the Director of Housing.

4.7 Neighbourhood Investment Boards (NIBs) were first established in October 2004 with the purpose of:

Acting as a sounding board for the development of Neighbourhood Investment Plans. Neighbourhood Investment Plans will identify the works required to bring homes up to the Decent Homes Standard or above, the option(s) for securing funding for the works and an implementation plan

Acting as a sounding board for the development and implementation of a strategy for consulting residents and other key stakeholders about the Neighbourhood Investment Plan

Receiving regular progress reports and assist in monitoring the delivery of the Neighbourhood Investment Plan

4.8 The level of detailed discussion required to assess and comment upon proposed programmes of work and monitor those in progress, necessitates a properly resourced and focused resident meeting in order to establish genuine ownership and accountability for preparation and delivery of programmes of work, The role of the NIB is therefore to meet this need.

4.9 Each NIB meets regularly on a quarterly basis to monitor and review the delivery of the Decent Homes programme of works. They receive highlight reports on progress from officers and contractors, who attend and make presentations to the Boards. The outcomes of each NIB meeting are presented to Neighbourhood Panels for approval, ratification or information as appropriate.



4.10 The NIBs are facilitated and serviced by officers within the Regeneration and Development Division of Housing. The lead officer is the Development & Technical Manager responsible for the Decent Homes programme in the area. They organise and service the meetings as well as providing a clear lead for delivery of the Decent Homes Programme in the area. Each Board is comprised of tenants, leaseholders and councillors, staff members and the ITA also attend board meetings.

5. Equalities Impact Assessment

5.1 The Asset Management Strategy and Asset Management Plan are not, of themselves, aimed at eliminating discrimination or unfair treatment of any groups covered by Hackney Homes equalities commitments.

5.2 The strategy and plan are concerned with physical assets and their maintenance and improvement. However, there are closely related projects, work programmes and functions which do have an equalities dimension and which do require detailed impact assessments. These include:

Allocations Policy and Choice Based LettingsEquipment and Adaptations for Disabled PeopleRent Arrears PolicyVoids Procedure and Service StandardsResident Involvement ProtocolsTenancy AgreementsRe-charging of leaseholdersSurvey MethodologiesCustomer Satisfaction Data Analysis

5.3 Work programmes which result from the implementation of the Asset Management Plan will take full account of issues raised in the relevant impact assessments and operate under the appropriate service standards.



PART 2

SECTION G - VALUE FOR MONEY


1. Value for Money

1.1 Hackney Homes has developed a Value for Money Strategy which is designed to ensure we adopt best practice, improve efficiency and implement a culture of continuous improvement. The strategy is set out in the VFM Blueprint document prepared in April 2006 and approved by the Hackney Homes Board. A report to the Audit and Finance Committee dated the 31st of January 2007 set out details of the progress made against the VFM and the targets set in April 2006. The second VFM Blueprint was approved by the Board in April 2007 and sets out the basis of the VFM strategy up to the 31st of March 2008 together with a review of the success of the strategy to date and the challenges ahead.

1.2 The VFM strategy established in April 2006 focussed on five main themes:

The Medium Term Planning Forecast (MTPF) – ensuring that the projects undertaken in accordance with the strategy are designed to have a demonstrable impact on the MTPF;

The Improvements in Service Delivery theme covers all the projects designed to secure measurable and sustainable improvements in service delivery throughout Hackney Homes. The objective is to identify both qualitative (quality related) and quantitive (measurable) improvements in services and to obtain the better use of resources throughout the organisation, which is part of a strong VFM culture that is understood and owned by staff throughout the organisation;

The Reducing Costs theme covers all the projects aimed at reducing Hackney Homes’ costs.

The Maximisation of Income theme covers all the projects designed to maximise housing rental and other income sources throughout Hackney Homes;

Establishing a Value for Money Culture this theme concerns the need to establish a VFM culture in the hearts and minds of staff throughout the organisation and also to involve residents in all aspects of the process from developing strategy through to involvement in projects and reviewing outcomes.

1.3 In April 2006 a VFM project team was established under the overall direction of the Chief Executive and a work programme drafted containing over 50 specific projects. Many of these were completed in the year and the remainder are due to be completed in the 2007/2008 programme. Over the three year period ending in 2008/2009 it was estimated that these projects will result in cost savings; increased income; and/or improved value for money totalling £10 million per annum.



2. Overview of Progress

2.1 From April 2006 Hackney Homes has embarked upon a complete overhaul of the organisation involving:

A comprehensive restructure of senior management and the creation of three operational divisions;

The replacement of the former direct labour organisation (HTS) with a streamlined Property Services division resulting in the reduction of up to 20% of staff numbers and a potential cost saving of up to £2m capital and revenue costs per annum;

Tendering of several major contracts covering housing management, capital works and repair and maintenance;

Intervening in under-performing TMOs; Significant improvement in leaseholder income and services to leaseholders; Establishing a new protocol for relations with social care; Tackling poor performance in key areas such as arrears and voids turnaround.

2.2 In one year management has addressed issues that have been unresolved for over a decade. The impetus for this change has been the implementation of perhaps the most extensive value for money programme of any housing authority in the UK. Improvement in performance in achieving value for money has been robust, substantial and effective. Service costs have fallen to levels comparable to those for other inner London Housing organisations. It is anticipated that more than £15m worth of improvements will be realised by the end of 2008/2009. Potential benefits could reach exceed this amount in service efficiency and effectiveness. At the same time tenant satisfaction has improved dramatically within the year.

2.3 While there is still more that can be done, management and staff are focused on making sure that each of these significant changes is fully implemented and the improvements are fully secured. The organisation has changed and in so doing has addressed chronic well embedded problems. Hackney Homes is consolidating these changes to ensure the benefits are fully secured. Our prime objective is to build on the new arrangements and establish ourselves as a best in class provider.

3. Value for Money Performance, Achievements, Strengths and Challenges

3.1 Improvement in performance in achieving value for money has been robust, substantial and rapid. Service costs have fallen to levels comparable to those for other inner London Housing organisations as is service efficiency, for example in income collection and void turnaround, and tenant satisfaction has improved dramatically. The strategic focus for these improvements is provided by the VFM strategy which is being led with vigour and determination by the Chief Executive and the Value for Money team. It is apparent that the Audit Commission Inspectors carried out an in-depth review of the VfM strategy and its delivery. Their comprehensive assessment of the validity of the strategy and the success achieved to date is most encouraging.

3.2 The success of the VFM strategy has been founded on the increasing awareness of staff, residents, partners and other stakeholders on the value for money concept and how this can be embedded in the day to day practices of the organisation.



3.3 The key challenge in relation to quality is to embed the improvements made into a permanent shift in working culture, which involves residents as participants. We made a successful application for Charter Mark status in housing Management services demonstrating our commitment to the provision of quality services and external validation that we are providing excellence in customer services.

3.4 Partnership working in the ALMO is well embedded and is a key means of securing value for money in service delivery. The partnership working arrangements established at the outset include:

Network of strategic partnerships steered by Team Hackney local strategic partnership for Hackney, chaired by the Mayor) and including specific partnerships for housing and community safety;

Liaison with particular community groups; Referral of vulnerable tenants to external tenancy support services; Contractual requirement that Decent Homes suppliers ‘develop and implement sound

procurement practices that promote environmental sustainability, support the local economy and deliver Best Value;

Development of a London-wide consortium based upon our Decent homes procurement approach and

The establishment of best practice partnership contracts with three leading housing management services providers across the Borough.

3.5 The Partnership Framework established between Hackney Homes and the Council ensures the continuous development and improvement of services, whilst protecting and enhancing the involvement of residents and the local community, in the management of their homes and ensuring the strategic vision of the Council is delivered.

3.6 The achievement of VFM benefits has an impact on the Hackney Homes Business Plan and the related budgets for 2006/07, 2007/08 and 2008/09. Our overarching VFM strategy has been to target our reviews of costs and improvement of income streams at the priority service areas in these first years of the organisation. In particular, our approach has been to identify projects, which would have a major effect on the levels of direct costs and overheads together with improvement of income generation. Full effect was given to cost savings/increased income of £4.8m achieved in the first year of the VFM programme by way of reduction in the 2007/8 budget for the organisation and to the consequent benefit of the HRA. The Medium Term Financial Forecast for the HRA is produced by Hackney Council and provides a robust foundation for a business with challenging ambitions and declining stock. We are working with the Council to produce a next generation of MTFF.

4. Decent Homes – Benefits Realisation

4.1 The VFM of this programme has been reviewed four times now and all reports indicated that we were achieving or had the potential to achieve VFM through the process we have developed.



4.2 In January 2007 we reported to LBH Cabinet Procurement Committee (CPC) on the outcome of the second of these reports, from Davis Langdon, which followed up on an assessment by Calford Seadon of the VFM money being obtained from the procurement arrangements we had put in place.

4.3 The report was accepted by CPC but at that stage there was only a limited amount of final account data available, to indicate how well the process was in fact being managed and whether VFM was actually being achieved in relation to our peers carrying out this work.

4.4 Davis Langdon were briefed to carry out this analysis but although they reported positively on these issues earlier this year, their assessment had been limited by lack of access to peer data against which to measure our success.

4.5 Mace consultancy (the Council appointed framework cost consultancy) were then asked to review the VFM issues using data Available to them from the customer base.

4.6 Mace have reported and their findings are consistent with the previous reports.

4.7 The headline results from this review are:

That the Decent Homes Phase 2 (DH2) procurement framework and associated processes have “saved” around 10% (£7m on a programme priced by other means at £78m) when compared to similar works procured by other means

That further savings on preliminary costs of around £2m pa can be realised by reducing the number of contractors from five to three.

That cost certainty is improving. The actual cost of works differs by less than 1% from the contract sums (saving £500k). That time predictability is improving The cost of the contractors preliminaries have fallen from 15% to 13% - this represents

an annual saving of £200k The overheads and profits charged by the DH2 constructors are less than the industry

average. That there is a range on other benefits associated with training and employment,

extended guarantees, pre-construction advice and surveys and future survey support to protect the investment.

A feasibility has been approved by the Communities and Local Government Department for efficiency challenge funding to extend this approach across London. The business case has been approved.

Our partners in this Consortium (SCMC) are LB Greenwich with significant and advanced interest being taken by 3 other partners. Discussions are ongoing with LAPN to see what synergies might exist.



5. Procurement Strategy

5.1 The expiry of the existing Decent Homes contract periods provide a significant opportunity during 2010 to re-align our procurement activity and produce a set of contractual arrangements which will build upon our successes, extend them into other areas of contract procurement and provide better value and improved performance.

5.2 This timescale is realistic in terms of the complexity of the considerations required, the abilities of the market to meet our aspirations and the detailed considerations underlying each area of work within the procurement strategy.

5.3 Current procurement activity will continue but it will be based upon being able to break any new contracts in 2010 if required by the strategy. The works packages currently carried out by the DLO or other contractors will not be varied during this time (unless contractual imperatives intervene).

5.4 During 2008 a thorough review of the procurement options available to the ALMO for the provision of repair, maintenance and improvement works, will be undertaken. When completed and approved, activity to implement the strategy will commence in 2009, with implementation timed to coincide with the expiry of many current contracts in 2010.

5.5 The Strategy will be derived from best practice here and elsewhere, modern procurement approaches and will be prepared in close consultation with our peers and partners.

5.6 The position of the DLO and their role will be considered separately from the procurement strategy. The Procurement Strategy will however inform that debate and will help to frame the options for the DLO. This review will commence upon approval of the new procurement strategy.



PART 2

SECTION H - DATA AND PERFORMANCE MANAGEMENT


1. Data and performance management

1.1 Performance Management: A full “key to key process” has been introduced on the Saffron housing management system to monitor and control voids. Staff at every level of the organisation are now utilising the same database and updating the key to key progress of a void through its re-servicing, allocation, pre and post inspections and new customer visits. Reports are being created to summarise this information using CVS data extraction for the saffron system, which will be used by neighbourhood and senior managers to target areas of weak performance and implement remedies.

1.2 Monthly Operations Boards operate to monitor and manage Decent Homes, planned Maintenance, HRA funded works and regeneration activities. Physical and financial progress is measured using common Prince2 methods.

1.3 Current Asset Management Performance

Housing Capital Expenditure

TABLE 13 – Housing capital expenditure 2003/04 to 2007/08

CHART 7 – Asset related expenditure 2007/08

2. Achieving Decent Homes


2003/04£,000

2004/05£,000

2005/06£,000

2006/07£,000

2007/08£,000

Totals£,000

Decent Homes 25,4

33 45,6

85 28,7

67 47,5

53 34,0

74 181,51

2

Planned Maintenance 5,8

16 12,1

00 20,3

15 19,4

93 17,2

16 74,94

0 Regeneration & Development

3,464

4,004

10,375

16,735

14,204

34,578

Other Programmes 4,8

83 5,4

75 1,9

73 2,6

08 4,3

97 14,93

9

Totals 39,5

96 67,2

64 61,4

30 86,3

89 69,8

91 305,96

9

2007/08 total asset related expenditure £m

47.511.9

10.27.9

Capital Decent Homes


2.1 Decent Homes Programme (Government Standard)

TABLE 14 - anticipated programme subject to ALMO credits for the decent home programme from Jan 09.

2007/08UNITS

2008/09UNITS

2009/10UNITS

2010/11UNITS

2011/12UNITS

2012/13UNITS



Decent homes at end of year 12,858 13,258 14,813 16,572 19,172 20,972*

Non-Decent homes at end of year 7,842 7,772 6,217 4,458 1,858 0


* The difference between rented stock and decent homes at end of year is made up of regeneration and demolition units (Not counted as non-decent in NI 158) and number remaining non- decent.

2.2 Based on our forecast, we will achieve 100% decent homes by 2012. This achieves the government standard but, there will be a continuing programme of improvements to kitchen and bathrooms

2.3 Appendix C shows outputs from the 2007/08 Planned Maintenance Programme.

3. Survey Data and the Asset Management System – CodeMan

3.1 The Asset Management database is based on surveys, service records and integrated stock data from a variety of sources.

Stock on estates

3.2 Preliminary work on a sample Stock Condition Survey was carried out by Consultants appointed by the Hackney Homes who reported in May 2002.

3.3 To confirm the position on the numbers of Hackney Homes that were decent or non-decent, a further survey was commissioned, to be carried out by internal staff but with the database supplied and the costs calculated by the consultant. The fieldwork started in July 2002 and carried through to Winter 2002/3

3.4 The survey concentrated on estate based stock, which accounts for around 94% of total stock. Blocks which had recently been comprehensively modernised were not surveyed and blocks included in current regeneration initiatives were excluded also, although their condition and costs were assessed by the consultant from other surveys, specific to



those estates, which had been carried out as part of the regeneration appraisal process. Street properties were also excluded from this particular survey.

3.5 Some 85% of estate blocks were surveyed externally, the remainder being covered by cloned surveys for improved estates, surveys based upon separate commissions in relation to regeneration estates and street properties. The surveyed properties were all examined externally with sample internal inspection of property types within blocks.

3.6 The data was loaded onto an Access database provided by the consultant from whom a Decent Homes analysis spreadsheet has been created. This spreadsheet records how each block as a whole performs against each of the four criteria under the DHS, and whether it overall passes or fails the DHS. The spreadsheet records the number of rented, leased and freehold flats in each block, which provides the basis for calculating the number of rented Hackney Homes on estates which were decent or non-decent).

Street Properties

3.7 Properties not on estates (known as street properties) were excluded from the above estate survey as a separate survey, reporting in January 2000, had been carried out. An assessment of costs and decency relating to these properties (mostly converted into flats) was carried out separately, and all street properties as at Jan 2000 were retrospectively assessed as non-decent. The surveyor responsible for these properties has provided us with a spreadsheet of street properties and their DHS assessment, updated as at 31st December 2003 to take account of properties made decent and/or sold since the survey in 2000. This has been integrated with the stock condition spreadsheet for estate-based properties. The surveyor has further provided us with a confirmed list of all street properties made decent during 2003/4 as a result of special works programme.

3.8 Further stock condition data has been gathered since 2003, with over 20% of all of the rented stock being surveyed internally for our Decent Homes Programme and over 40% has been surveyed externally.

New Asset Management System (CodeMan 4)

3.9 Hackney Homes procured a new asset management system in 2006 (CodeMan 4). All existing data collected and updated in a variety of databases across the organisation has been validated and moved across to CodeMan 4. CodeMan 4 enables Hackney Homes to manage its assets effectively and efficiently; this system has many functions and some of the key ones are listed below:

1. To record and hold all asset data in order to identify current and future liabilities, manage future programmes, etc.

2. Carry out “what if” scenario evaluations. 3. Evaluate units meeting decent home standard, currently failing decency and also

potentially failing decent home standard.4. Update survey records electronically using Personal Digital Assistant (PDA).5. Manage planned and cyclical maintenance programmes.

Updating Records in CodeMan 4



3.10 In CodeMan there are number of survey results that require updating by Decent Homes and by Planned Maintenance Teams. This can be carried out by manually inputting data, using PDA or by use of CSV spreadsheet file updating electronically. The decent homes team carries out the following process in updating records:

Following agreed programme of works the Decent Home Project Managers confirm building elements to be replaced or repaired. This is updated in CodeMan against the element as having a remaining life of one thus enabling officers to identify and advice residents, leaseholders, members etc the financial year the work is planned to be carried out.

On completion of the elements of work Decent Home Team will receive a copy of the practical completion certificate and or handover forms for internal completions. At this point the work is considered complete and CodeMan is updated. Please note there is a time lag between physical completion on site and receiving of practical completion certificate and handover forms and CodeMan is only updated finally showing practical completion, when the documentary evidence is available.

Completed voids under capital and revenue budgets are also taken into consideration and updated in CodeMan by the Decent Homes team.

Additional stock surveys to validate the recorded condition of stock and to assess the HHSRS position are carried out by consultants.

All future Decent Home reports will be run from CodeMan, to establish the number of dwellings that are decent, number non-decent and also potentially non-decent. This data is used to complete the annual national indicator 158 formally known as the BVPI 184a and b.

3.11 The teams dealing with planned, cyclical and servicing works also have the facility to update their records manually inputting data, using PDA or use of CSV spreadsheet file updating electronically.



PART 3

SECTION A - MEDIUM TERM PLANNING FORECAST

1. INTRODUCTION: Medium term planning forecast

1.1 The Asset Management Strategy describes the overall vision for Hackney Homes’ housing assets. The Asset Management Plan compares investment need with anticipated resources and allows informed discussion on priorities and the future of the assets. The Asset Management Plan is the basis upon which the council will allocate resources to Hackney Homes for maintaining and improving the stock.

1.2 The CodeMan4 Asset Management System allows integration and planning of future investment programmes based on stock condition information. The system has produced a 30 year investment plan which the council has summarised and published. Behind each of the programme areas in the summary is a more detailed schedule of properties and work that needs to be done to prevent assets losing their value and utility.

1.3 The HRA Medium Term Planning Forecast 2008/09 to 2011/12, approved by LBH Cabinet on 21st July 2008 compares estimates of resources available in future years with the investment needed in the stock. There is a projected shortfall in capital resources of £378m and revenue resources of £181m over the next 30 years. The CodeMan data is summarised under five categories in order of priority. Statutory obligations include gas servicing, disabled adaptations, fire risk assessments and water tank renewals. Decent Homes represents the completion of the Decent Homes programme. Reasonable Landlord programmes include planned work to dwellings and communal areas which although not statutory, are necessary to maintain homes in liveable condition. A range of programmes are included in this category, from boiler replacements and common area decoration to void works and window replacements. The next category is internal modernisation, which mainly consists of replacing kitchens and bathrooms which will fail the Decent Homes standard after 2012/13. Finally, the plan includes environmental works, such as door entry systems, estate lighting and play areas. Although the lowest category in asset management terms, environmental work is very important to residents.

1.4 On the resources side, the revenue resources have been estimated using the CLG HRA model. Capital resources are future projections of supported borrowing, Major Repairs Allowance, capital receipts, ALMO credits and contributions from revenue.



PART 3

SECTION B - THIRTY YEAR ASSET MANAGEMENT PLAN

1. Thirty year asset management plan

1.1 The cost estimates are grouped into five year periods in the council’s summary of the costs provided by Hackney Homes, as set out below:



TABLE 15

ASSET MANAGEMENT 30 YEAR INVESTMENT PROFILE (Excluding Review Estate) 2008-12 2013-17 2018-22 2023-27 2028-32 2033-37 Total £'000 £'000 £'000 £'000 £'000 £'000 £'000Capital Element

Decent Homes Expenditure 179,474 179,474

ALMO Credit (225,000) (225,000)

ALMO resources remaining (45,526) (45,526)

Statutory Obligation 29,108 19,611 18,695 17,644 17,485 17,294 119,837

Reasonable Landlord Programme 61,956 125,373 90,533 59,870 68,784 95,046 501,561

Internal Modernisation Programme 67,399 12,470 5,078 18,821 41,101 144,870

Environmental Works 23,436 20,871 25,666 25,220 20,729 25,808 141,730

Overheads 26,621 58,638 34,626 35,513 29,438 41,675 226,511

Total Capital as Per AMP 95,596 291,892 181,990 143,325 155,257 220,9241,088,98

3

Other - not included in AMP

Council's Other HRA Programme 6,650 6,650 6,650 6,650 6,650 6,650 39,900

Council's Other Programme 11,250 11,000 11,000 11,000 11,000 11,000 66,250

Woodberry Down Programme 36,985 - - - - - 36,985

Hackney Homes other Cost 5,870 6,000 6,000 6,000 6,000 6,000 35,870

Other Work Subtotal 60,755 23,650 23,650 23,650 23,650 23,650 179,005

Total - Net of Decent Homes 156,351 315,542 205,640 166,975 178,907 244,5741,267,98

8

Resources

Other Housing Resources (MRA, SCE ( R ) etc) (274,691) (130,312) (125,402) (120,241) (118,777) (120,629) (890,053)

Resources b/f (577)

Total Resources (275,268) (130,312) (125,402) (120,241) (118,777) (120,629) (890,053)

Cumulative (Surplus)/Deficit (118,917) 66,312 146,550 193,284 253,413 377,359 377,936

Revenue Element

Statutory Obligation 25,035 24,756 24,756 24,756 24,756 24,756 148,815

Reasonable Landlord Programme 106,208 119,167 116,503 124,043 118,171 118,881 702,973

Environmental Works 650 650 650 650 650 650 3,900

Total Revenue Cost 131,893 144,573 141,909 149,449 143,577 144,287 855,688

Revenue Budget Allocation (Gross R&M Client Budgets) (120,986) (111,926) (108,495) (105,202) (101,909) (98,617) (647,135)

Cumulative Deficit/(Surplus) on Revenue Repairs 10,907 32,647 33,414 44,247 41,668 45,670 208,553

Revenue Major Works Recharge (34% of External Decs) (5,842) (9,444) (8,605) (9,387) (7,642) (9,358) (50,277)

Existing Budget Allocation 3,855 3,855 3,855 3,855 3,855 3,855 23,130

Net Adjustment to Budget (1,987) (5,589) (4,750) (5,532) (3,787) (5,503) (27,147)

Cumulative Revenue Funding Gap/(Surplus) 8,920 35,978 64,642 103,358 141,239 181,406 181,406

Total AMP cost 452,489 436,465 323,899 292,774 298,834 365,2112,169,67

2



CHART 8 – Capital resources and expenditure 30 year plan

Housing Asset Management 30 Years Plan (Capital)

(200)

(100)

0

100

200

300

400

500

600

2008-12 2013-17 2018-22 2023-27 2028-32 2033-37

£'m

Housing Expenditure

Housing Resources



Housing Asset Management 30 Years Plan (Revenue)

-

20

40

60

80

100

120

140

160

2008-12 2013-17 2018-22 2023-27 2028-32 2033-37

£'m

Revenue Expenditure

Revenue Resources

CHART 9 – Revenue expenditure and resources 30 year plan

1.2 The medium term planning forecast also includes a contingency plan of options that could be implemented in the event that the Decent Homes standard is not delivered to the whole stock by 2012/13. The contingency plan includes possible disposal of garages, street properties and community halls, exploring PFI, small or large scale stock transfer, increasing service charges and prudential borrowing.

1.3 The 30 year plan is to be regularly updated in line with the Medium Term Planning cycle. The next update is due in January 2009.



PART 3

SECTION C - ESTATE PLANS

1. Estate Plans

1.1 Six pilot Estate Plans were drawn up with residents in 2007. This project will be rolled out across the borough in 2008.

1.2 The Estate Plans Project will deliver an estate plan for every estate in Hackney Homes management. The plans will take a holistic approach to the issues that impact on the estate quality of life and promote a more co-ordinated use of resources.

1.3 All estates in HH will have their own estate plan detailing the improvements/changes which need to take place on the estate to achieve the community’s vision. This will ensure that the resident’s views are systematically feeding into the long term asset management plan. This will also enable Hackney Homes to put a strategy in place to address those needs and deliver Decent Estates.

1.4 The implementation of the project will generate a number of benefits for Hackney Homes such as:

1. The data collected will enable Hackney Homes to make more effective use of existing resource – e.g. shifting current programmes instead of incurring further costs caused by the responsive repairs of windows at the end of their lifespan.

2. The Estate Plans process encourages participation in different forms and has the ability to reach out to formally established Tenants Association as well as those residents who do not want a long term commitment, do not want to attend regular meetings and/or where no formal Tenant Association is in place – of the 353 estates only 83 have formally recognised TAs;

3. The database created via the estate plans will also enable officers and residents to apply for alternative and new sources of funding to achieve agreed aspirations;

4. Local information about the estates will be readily available in one document which could help front line officers as well as anyone interested in finding out more about the estate.

1.5 The six completed pilot Estate Plans have dealt with some of the softer issues such as: adjustments to the Decent Homes programme to bring needy blocks forward from

2009/10 to 2007/08; replacement of damaged flooring which was no longer possible to clean; we have been proactive by agreeing a strategy to deal with some areas which are not

included in the routine cleaning schedule - this was done in Shoreditch, where Pinnacle agreed to clean six monthly the small roof over the main entrance door;

Paladin replacement programme brought forward in two of the model estates.

1.6 Most of the issues raised by the residents involve a longer term strategy such as: Establishing a youth forum; Reviewing some of the cyclical decorations programme; Building a toddler playground;



Review of the estate accessibility - tighter controls of pedestrian flow into the estate - restricted only to residents;

Dealing with the abandoned garages.



APPENDICES

APPENDIX A: AFFORDABLE WARMTH STRATEGY

Hackney Homes – Affordable Warmth Strategy

Contents Page No.

Executive Summary 2

Chapter 1 – Introduction 3

Chapter 2 – Affordable Warmth In a National and Local Context

4

Chapter 3 - What Is Fuel Poverty? 5

Chapter 4 – Hackney Profile 6

Chapter 5 – Hackney Affordable Warmth Strategy

8

Chapter 6 - Work plan & Targets 11

Key Terms 14



Executive Summary

Hackney Homes is committed to the provision of Affordable Warmth for its residents.

The Affordable Warmth Strategy outlined below represents an ambitious yet practical and sustainable set of proposals that will, we believe improve the quality of life for many of our residents.

Alleviating fuel poverty has become a national imperative, particularly since the inception of the government’s UK Fuel Poverty Strategy. It is estimated that as many as four million households in England suffer from fuel poverty. The government is seeking to eradicate fuel poverty by 2010.This strategy sets out the steps that Hackney will make to work towards that aim. It identifies key aims and establishes a series of objectives, together with time-scales and targets.

A key feature of successfully implementing our Strategy will be developing a partnership approach to Affordable Warmth. We will work closely with key stakeholders including local authorities, local health practitioners, Voluntary Sector Agencies, specialist energy organisations and representatives from our Tenants & Residents Associations.

The strategy is also aligned to other key strategy areas in the field of fuel poverty and also dovetails with the Asset Management Strategy (including Decent Homes targets) and the Borough’s Corporate Plan, Private Sector Renewal Strategy and Neighbourhood Renewal strategies.

The programme of activity laid out below seeks to tackle both the thermal performance of the housing stock and also to provide practical and deliverable programmes to assist residents increase their income and to reduce their fuel costs. Such an approach will provide a mechanism for achieving increased comfort levels, energy savings and reduced fuel costs for residents on low income and will contribute to the objectives of sustainable development, economic advancement, and an overall improvement in the quality of life for people in Hackney. The key objectives of this strategy are;

Objective 1: To develop a comprehensive cross tenure affordable warmth strategy in Hackney that generates a toolkit of measures that can offer assistance to all residents in the Borough.

Objective 2: To improve the energy efficiency of Hackney Homes stock

Objective 3: To support LBH initiatives to improve the energy performance of the private sector and Housing Association properties in the Borough.

Objective 4; To provide a comprehensive energy advice service to the residents of Hackney Homes properties.

Objective 5; To work in partnership with other key agencies to maximise benefit awareness and take up.

Objective 6; To explore the potential for offering Energy Services to residents through an Energy Service Company.

Objective 7; To raise the profile of energy awareness among Hackney Homes staff and other key frontline staff working in the Borough



2. IntroductionIt is accepted that poor housing conditions exacerbate existing illnesses, particularly cardio vascular and respiratory illness. In extreme cases people die because they live in cold, damp homes. The number of excess winter deaths is between 25,000 to 50,000 in England and Wales.

Hackney Homes is keen to tackle fuel poverty and its deleterious effects on the health and quality of life for our residents. Hackney already allocates millions of pounds per annum to improving its own housing stock and the recently adopted private sector renewal strategy will see increased focus on improving the quality of homes in the private sector.

However we believe that our work does not stop at dealing with traditional bricks and mortar issues. We will work with a wide range of groups who have an interest in health, welfare and energy efficiency as well as our local communities to increase awareness surrounding fuel poverty and affordable warmth, increase benefit take up and also train key frontline staff to provide advice and information. We are confident that this approach will tackle fuel poverty and make a contribution to reducing carbon dioxide emissions in the borough.

The Affordable Warmth Strategy provides a framework for action in making sure that residents can afford to heat their homes and identifies how fuel poverty can be tackled. By working with a wide variety of partners to achieve the key objective laid out in the Strategy we are confident that we can make serious inroads into fuel poverty in Hackney by 2010.

Chapter 3. - Affordable Warmth In Context

At a political level as described above there are a number of interlocking strategies that shape national and regional agendas. These are: The Climate Change Programme - which sets out how the UK will deliver its Kyoto target to cut

greenhouse gas emissions by 12.5% below 1990 levels.

The UK Fuel Poverty Strategy - which was launched in November 2001 with the aim of removing the most vulnerable from fuel poverty by 2011 and eradicate the problem by 2016. The main method to achieve these aims is through the Warm Front Grant.

Home Energy Conservation Act 1995 (HECA) - HECA requires all local authorities to concentrate on reducing carbon dioxide emissions from all sectors of housing by increasing home energy efficiency by 30% by 2010.

Government White paper – Tackling fuel poverty is one of the four key themes of the paper

The Mayor’s Energy Strategy for London - The Mayor of London recently issued a draft Energy Strategy for London, which set out proposals to secure sustainable energy for London over the next ten years and beyond. Among the aims and objectives of the Draft Strategy are;

o reducing London’s contribution to climate change by minimising emissions of carbon dioxideo to help eradicate fuel poverty giving Londoners, particularly the most vulnerable groups access

to affordable warmth.

Decent Homes -The Office of the Deputy Prime Minister has a Public Service Agreement target to deliver decent homes to all social housing tenants by 2010 and to reduce the number of social tenants living in non-decent homes by one third by April 2004. Under the Decent Homes Standard a property must provide a reasonable degree of thermal comfort, that includes both efficient heating and effective insulation.

Hackney has agreed a plan that will make an effective contribution to the Government’s national target of a 1/3 reduction in non-decent social rented homes by 2004. It focuses largely on council homes



requiring the renewal of single or double elements such as windows or roofs. We have also developed an outline strategy for ensuring all council homes are made decent by 2010.

3.6 Hackney’s Policies

The Affordable Warmth Strategy also reflects the priorities set down by the following corporate Strategies;

Hackney Council’s Housing Strategy Hackney Homes Asset Management Strategy Hackney’s Private Sector Renewal Strategy Hackney 2020 – the Borough Corporate Plan Hackney’s Neighbourhood Renewal Strategy Hackney’s Unitary Development Plan



Chapter 4. What is fuel poverty?

Fuel poverty is defined as the 'inability of a household to afford adequate warmth'. A widely accepted target for warmth that is affordable is that a single households total fuel costs should not exceed 10% of disposable income. It is due to the combined effect of low household income, inadequate and expensive forms of heating and poor insulation standards.

Fuel poverty disproportionately affects specific groups, most notably; the elderly, older people on low incomes, lone parents - especially those with young children, disabled chronically sick, unemployed people (specifically those under 25 years of age) The long-term unemployed.

Within Hackney’s residents there are people who may not only be defined as 'High Risk', but due to cultural differences and barriers of language, may also be classified as 'Hard to Reach'. We will make every effort to identify ways to meet the needs of these 'Hard to Reach' groups.

The factors that contribute to fuel poverty often reinforce each other, for example a combination of living in cold housing conditions often results in poor health. The adverse effect of cold homes on health is well documented. Recent research carried out on behalf the Government proves that cold homes are associated with high rates of winter mortality, especially amongst the elderly, and that respiratory illness (e.g. influenza, pneumonia, and bronchitis), heart attacks and strokes are exacerbated by the cold. Cold and damp conditions are also likely to promote fungi and mould growth, which are often linked with respiratory conditions such as bronchitis and asthma. Other features of fuel poverty include large debts to utility companies. People on low income are more likely to get into fuel debt because many are required to pay for fuel by pre-payment meter as an alternative to disconnection. Tariffs for pre-payment customers are higher than those for credit /debit customers, which further compounds disadvantage. Those who suffer the consequences of fuel poverty have a limited choice - to live in the cold with related discomforts and health problems, or to heat their homes and get into debt.

Data from the 1996 English House Condition Survey shows that over 4.3 million households in England could be considered as fuel poor. Faced with this large-scale problem, and so as to ensure that households suffering the highest degree of fuel poverty are dealt with first of all, the Government has established its priorities based on defining people in the following ways:-

those spending over 10% of income to be fuel poor those spending over 20% of income to be in severe fuel poverty those spending over 30% of incomes to be in extreme fuel poverty

These definitions are especially important because of the necessity to differentiate between the amount of income actually spent on heating and that needing to be spent. Given the competing pressures on low-income households many do not spend the amount needed to stay warm.



5. Hackney Housing - A Profile

The Council owns 26,000 homes. There are 62 Registered Social Landlord’s operating in the borough owning a combined total of approximately 18,500 homes. The owner occupied sector accounts for 32% of homes in the Borough and the private Rented Sector accounts for the remaining 17%. The Council’s energy assessments reveal that the average SAP Rating for Hackney Homes is 72.

As part of its Private Sector Renewal Strategy, a detailed house condition survey and socio-economic was undertaken in 2001. This survey discovered that although most homes have central heating, many systems are old and in need of replacement. The latest survey information of energy efficiency in the private sector revealed an average SAP Rating of 34.

An analysis undertaken by the Centre for Sustainable Energy of fuel poverty across London (Table 1) has revealed that Hackney has the highest incident of fuel poverty the capital with nearly a third of all households classified as fuel poor.

Table 1. Percentage of Households in Fuel Poverty in London by Borough in descending orderLocal Authority No of FP households % of households in FPHackney 25,522 33.75%Newham 25,494 31.90%Lambeth 34,466 31.64%City of Westminster 25,255 31.10%Tower Hamlets 19,429 30.9%Hammersmith & Fulham 21,398 30.65%Southwark 29,092 30.11%Islington 22,340 30.10%Haringey 25,540 29.95%Lewisham 29,146 29.38%Camden 23,441 29.25%Barking and Dagenham 16,950 29.16%Waltham Forest 25,092 28.93%Kensington & Chelsea 19,591 28.72%Greenwich 23,550 27.79%Wandsworth 30,314 27.6%Brent 25,420 27.05%Ealing 26,589 24.47%Merton 16,876 24.13%Hounslow 18,263 22.89%Enfield 22,976 22.59%Redbridge 19,903 22.57%Croydon 27,838 22.29%Richmond Upon Thames 15,170 21.59%Barnet 24,632 21.33%Bexley 18,142 20.71%Kingston Upon Thames 11,229 20.31%Harrow 15,127 20.04%Sutton 13,578 19.6%Havering 17,259 19.38%Bromley 23,116 19.33%Hillingdon 16,787 18.45%London 710,016 25.7

Source: CSE, Ward Data (Excludes City of London)



Table 2 breaks this data to ward level for Hackney and demonstrates that fuel poverty is spread relatively evenly through the Borough.

Table 2 Fuel Poverty in Hackney by Ward by Descending OrderLocal Authority No of

householdsNo of fuel poor

households% of households

in FPMoorfields 2744 1001 36.5Haggerston 2638 952 36.1Wenlock 2831 1010 35.7Northwold 3616 1283 35.5Chatham 3758 1327 35.3Queensbridge 4057 1429 35.2Dalston 3437 1193 34.7South Defoe 2198 760 34.6New River 4209 1451 34.5Westdown 2250 775 34.5Eastdown 3852 1321 34.3Homerton 2513 849 33.8Brownswood 3189 1060 33.2Northfield 3547 1178 33.2Rectory 3542 1175 33.2De Beauvoir 3731 1224 32.8Hackney Kings Park 2758 893 32.4Clissold 3758 1212 32.3Victoria 4177 1344 32.2Leabridge 3414 1093 32Springfield 3708 1184 31.9North Defoe 2132 679 31.8Hackney Wick 3572 1129 31.6



6. An Effective Affordable Warmth Strategy for Hackney

Based upon the information in Section 4 above, Hackney has drawn together an Affordable Warmth Strategy that seeks to address not only the thermal efficiency of its housing stock but also seeks where possible to increase the income of its residents, particularly those in the most inefficient housing stock. The Strategy has a number of key aims and objectives which are;

Objective 1: To develop a comprehensive cross tenure affordable warmth strategy that generates a toolkit of measures that can offer assistance to all residents in the Borough.

Objective 2: To improve the energy efficiency of the Council’s own stock

Objective 3: To support LBH as required in improving the energy performance of the private sector and Housing Association properties in the Borough.

Objective 4; to provide a comprehensive energy advice service to the residents of the borough.

Objective 5; To work in partnership with other key agencies to maximise benefit awareness and take up in the Borough


Objective 7; To raise the profile of energy awareness among Hackney staff and other key frontline staff working in the Borough

5.1 The Objectives in Detail

Objective 1: To develop a comprehensive cross tenure affordable warmth strategy in Hackney that generates a toolkit of measures that can offer assistance to all residents in the Borough.

To tackle fuel poverty the first step will be to assess its levels and to identify household suffering from fuel poverty. To achieve this we will develop a cost-effective model for identifying the extent of Fuel Poverty in Hackney, based upon door to door assessments.

Once we have assessed the extent of fuel poverty we will monitor the situation on a quarterly basis to reveal the extent of Fuel Poverty and develop area based solutions on a ward by ward approach.

We will establish a Affordable Warmth Task Force drawing membership from a wide ranging number of bodies in order to co-ordinate activity, monitor progress and also to allow the Strategy to develop over time in an integrated and holistic manner. This group will also co-ordinate promotional activity to maximise the publicity surrounding the strategy.

Objective 2: To improve the energy efficiency of the Hackney Homes stock

KEY TARGET The Affordable Warmth Strategy will ensure that Hackney Council’s stock will by 2010 have an average SAP rating of 75 by 2010 and ensure that no council owned home will have a SAP rating of less than 40.



To achieve this Hackney Homes will:

Prepare a rolling plan of works to tackle the most inefficient homes first and continue with its annual:

o Central heating programmeo Boiler replacement programmeo Insulation programme

We will also plan where practicable to:

Integrate energy efficiency measures into refurbishment programmes Maximise additional external funding that could be drawn in to support this investment programme.

Hackney Homes will continue to explore innovative renewable energy schemes, including the feasibility of a Combined Heat and Power project in the New Deal for Communities area and the feasibility of the London wide waste heat ring main project.

Hackney Council has been active in developing good practice for reducing tenants costs by:

Ensuring bulk purchases of energy for communal systems are as low as possible. Promoting the South East Thames Energy Efficiency Advice Centre’s (SETEEAC) advice line

For those residents not on communal systems we will actively promote Energywatch, which provide free impartial advice on the best energy tariffs for residents.

Objective 3: To support the council in improving the energy performance of the private sector and Housing Association properties in the Borough.

To achieve this the Council will need to; Develop its Private Sector renewal strategy, specifically in relation to its Warmth and Security

Grants programme, Equity Release Schemes and Enforcement Action. Continue to support its Home Repairs Assistance in partnership with Anchor Housing Trust Promote good practice and advice to private landlords and tenants (particularly through the Private

Sector forum) Investigate the efficacy of a door to door assessment process to help hard to reach households Promote the Warm Front Grant scheme to maximise the number of homes eligible for grant

assistance. Promote independent tariff advice to all homes in the borough. Maximise the take up of utility company programmes. Ensure that all Registered Social Landlord’s in the borough have developed affordable warmth

strategies and are implementing them as a precursor to being granted Preferred Partner Status

Objective 4; To provide a comprehensive energy advice service to the residents of Hackney.

The importance of working with residents should not be overlooked. Improving the performance of the housing stock should be undertaken with efforts to increase the income of residents to tackle the root cause of fuel poverty, namely low incomes. By adopting the proposals below it should be possible to create packages for individual households at little or no cost to the Council.



Therefore the Council will:

Prepare and distribute information to residents in relation to energy advice. Promote the SETEEAC advice line to residents Develop partnerships with local Voluntary Sector organisations to assist residents with their benefits

and fuel costs. Develop a Home Demonstrators scheme whereby residents can help new residents make the most

effective use of their heating systems. Work with health practitioners in dealing with residents whose health is affected by inadequate

heating in their homes.

Objective 5; to work in partnership with other key agencies to maximise benefit awareness and take up in the Borough

Investigate employing welfare benefits advisors to work with residents undergoing energy efficiency improvements to their homes to identify possible extra sources of income/benefits

To promote the SETEEAC advice line

Objective 6; to explore the potential for offering Energy Services to residents through an Energy Service Company.

An Energy Services Company is a company that supplies services such as heat and light rather than just the supply of energy.The services that could be provided by an ESCo are: To provide advice to help reduce fuel consumption. To ensure the lowest price possible is paid for the fuel consumed To provide ongoing support to residents, in particular vulnerable people.

Hackney homes will investigate the potential for developing an ESCo with other potential partners as a means of delivering long term sustainable benefits to residents in terms of providing lower energy costs and energy advice to residents in Hackney.

Objective 7; To raise the profile of energy awareness among Hackney staff and other key frontline staff working in the Borough

We will also commit ourselves to raising awareness amongst staff (particularly frontline staff) of the importance of fuel poverty and the need for them to be able to offer basic advice and tips on reducing fuel costs when assisting residents. This will include:

Specific training for staff on fuel poverty and associated issues Preparation of material to pass onto residents about how to reduce fuel costs Working with local agencies to promote the affordable warmth agenda.



Chapter 7 – Work plan and Targets

The following tables detail the activities to be addressed in meeting our principal aims. There is a degree of overlap and the intention of this approach is to clearly demonstrate how co-ordinating activity will add value the strategy overall.

Objective 1: To develop a comprehensive cross tenure affordable warmth strategy in Hackney that provides a toolkit of measures that can offer assistance to all residents in the Borough.Objectives Key Tasks Partners Target/Outputs Time-scaleEstablish Key Stakeholders Group

Establish GroupPrioritise residents needs and develop action plan and targets to meet those needs

Draw membership from Council Depts, PCT, Resident Associations, Voluntary Sector LSP and Energy Advisors

Develop Comprehensive marketing strategyIncluding Launch Event

Quarterly review with annual report published on progress made

Fully integrate Affordable Warmth Strategy into Council Activities &

To ensure that key corporate policies reflect the strategy and its needs are resourced.

All Departments and key stakeholders

Achieve awareness and ownership

Ongoing

Objective 2: To improve the energy efficiency of the Council’s own stockObjectives Key Tasks Partners Target/Outputs Time-scaleSet affordable warmth targets for Hackney Homes dwellings

To establish SAP rating of stock via database

Council / contractor / funding agencies

Average SAP Of 75 and minimum SAP of 40

By 2010/11

To seek funding to complement Programmes

Identify primary sources of potential funding and secure support

CouncilPublic / Private Funders

To maximise income streams

Ongoing

To provide adequate levels of heating and insulation to council owned properties

To develop programmes to meet Decent homes Target and agreed SAP ratings

Council

MembersResident groups

To meet decent homes targets and minimum SAP rating

By 2010

To seek to lower residents heating costs

Examine tariffs for communal systemsPromote Energywatch to residents

Council / Residents

EEAC / Utilities / Ofgem

To ensure lowest communal tariffs To ensure best available impartial information is available.

Ongoing

To ensure Monitor Tenant Ensure Ongoing



residents views are taken into account when works are being planned/carried out.

Customer Care performance both via the local authority & it's approved contractors

convention members

consultation built into every major project

Objective 3: To improve the energy performance of the private sector and Housing Association properties in the Borough.Objectives Key Tasks Partners Target/Outputs Time-scaleSet targets for achieving affordable warmth in private sector

To monitor SAP ratings and measure progressTo encourage partners RSLs to develop AWS and targets.

CouncilRSLsPrivate LandlordsUtilitiesEEACEAGA

Maximise sources of investment from both Council and other sources

Ongoing

To update and revise exiting borough database

To assess relevance of Maxim system

CouncilMVM RSLs

To develop practical data system

Review Complete

Ensure Energy Efficiency Measures continue to be reflected in Council grants

To promote Warmth and Security Grant.Energy efficiency measures through Equity Release

CouncilEAGAUtilities

E/E works incorporated into all grant specification works

Annual review

To maximise non Council funded grant take up in private sector

Maximise Warm Front Grant take upMaximise Utilities funds

EAGAESTUtilitiesNEA

Minimum of 400 pa Warm Front Grants Minimum of 100 homes receive utility funds

Annually

Improve the energy performance of Private Rented sector.

Promotion of good practice via Private Sector forum and grant availabilityImplement Private Sector Leasing Landlord Accreditation Scheme to enforce high standards

Environmental Health

Housing Advice Service

EAGA/EEAC

Enforcement Action

Maximise warm Front take Up.

Ongoing

Ensure uptake of AWS Strategies by local RSLs

Through the preferred partner scheme to adopt affordable warmth strategies and targets

Housing Department / RSL Partners / Housing Corporation

Ensure all partner RSLs have meaningful Affordable Warmth Strategies

Annually



Objective 4; to provide a comprehensive energy advice service to the residents of the BoroughObjectives Key Tasks Partners Target/Outputs TimescaleEnsure residents have access to information/Advice

To provide advice / information through promotions and leaflets

LSP

Energy Efficiency Advice Centre(EEAC),

Annual Energy Awareness Campaign Produce regular information and articles

Annually/ongoing

To establish specific advice to targeted groups

Deliver advice customised to meet the needs of client groups

EEAC, Local Credit Unions, HAZ, EAZ, Sure Start, LSP

Preparation of information in main languagesEnsure multi-lingual team to provide advice

Ongoing

To develop partnerships with Educational Establishments

Liaise with The Learning Trust.

EEAC / The Learning Trust / Utilities

Annual schools energy awareness campaign

4 schools per annum involved.

Objective 5; To work in partnership with other key agencies to maximise benefit awareness and take up in the BoroughObjectives Key Tasks Partners Target/Outputs Time-scaleProvide benefits information to residents in Hackney

Produce benefits and energy advice leaflet

CAB / Vol Sector / Welfare Rights / DSS / EAC

Maximise information and awareness of available benefits

Ongoing and linked to regular take up campaigns

To link databases to determine under claiming

To maximise potential for sharing information

Council / DSS / Inland Revenue

To increase benefit uptake by £75,000 pa

Ongoing


Objectives Key Tasks Partners Target/Outputs Time-scaleExplore potential for developing Energy Service company (ESCo)

Establish legal framework and funding strategy

Council / EST / OfGem / LSP

To establish likelihood of support and success for ESCo

2009/10

Objective 7; To raise energy awareness among Hackney Staff and other key frontline staff working in the BoroughObjectives Key Tasks Partners Target/Outputs Time-scaleTrain front line housing staff in Energy Awareness

Identify training resources and relevant courses

Council / EEAC /EST

15 staff trained per annum

ongoing

Increase energy awareness amongst other organisations. e.g. Health Community / Voluntary Sector Representatives

Promote benefit of affordable warmthProvide training in energy awareness

Council / EEAC / EST

2 training courses arranged per annum for staff

Ongoing



Chapter 8 Key Terms

SAP Rating Standard Assessment Procedure - SAP ratings are based on the space and water heating costs of a building per square metre and are used to assess the cost of heating a home. The procedure calculates a number between 1 and 120; low numbers generally indicates a property that has low levels of insulation and an inefficient heating system whereas numbers closer to 120 indicate a very energy efficient property.

Fuel Poverty The inability of a household to afford adequate warmth. Households who spend more than 10% of disposable income on utility costs are classified as living in fuel poverty

CFLs Compact Fluorescent Lamps, more usually known as low energy light bulbs

ESCo Energy Services Company – A company established to offer a variety of energy services to its customers usually with the aim of addressing fuel poverty and providing affordable warmth.

EEACs Energy Efficiency Advice Centres - Funded nationally by the Energy Saving Trust – offer advice to households and organisations on energy efficiency.

PCT Primary Care Trusts

HECA Home Energy Conservation Act - HECA requires all local authorities to concentrate on reducing carbon dioxide emissions from all sectors of housing by increasing home energy efficiency by 30% over a 10-15 year period.

Authorities must have a designated HECA officer managing this process.

Warm Front Grants A national programme of grants to provide heating and insulation to private sector households funded by Central government and managed by Energy Action Grant Agency

EEC Energy Efficiency Commitment – A programme funded by energy suppliers to provide energy efficiency measures into homes. The programme forms part of the United Kingdom contribution to the Climate Change programme.



APPENDIX B: ECONOMIC SUSTAINABILITY SPREADSHEET

A3 spreadsheet to be colour printed separately prior to insert.Copy of spreadsheet circulated as separate attachment.



APPENDIX C: OUTPUTS FROM PLANNED MAINTENANCE PROGRAMME 2007/08

Planned Maintenance

OutputsAnnual Targets

OutputsActualTo 31/03/2008

Notes to Outputs

Comments

Boiler House & water booster pumps

Kier Hardie Estate: 100% Fawcett Estate: 100% Parr Court:100% Broke Walk: 100%

Kier Hardie Estate: 100% Fawcett Estate: 100% Parr Court:100% Broke Walk: 100%

% completed Water Mains renewal & installation of booster pumps

CCTV 45 44 No of sites connected to WiFi Network

Concierge Site Imps 1 1 New Concierge controls system,1 block only for 07/08

1 site only 355 Queensbridge Road started October 07- completion November 07

Domestic Gas Boilers 118/432 51/305 No of Boiler replacements/ Heating systems

Door Entry 50 49 No of blocks receiving door entry systems

Shoreditch House not completed due to issue with risers.

Drainage Replacements and modification to outlets to Rochford Walk, Elmsbridge Walk

356 170 No of dwellings

Replacement of Garchey SystemsWorks to Elmsbridge and Rochford Walk & Malcolm House collapsed drain.

Electrical rewires & Laterials

25 13 No of blocks completed

Estate Eyesores Works completedLast year

This was a carry over from 06/07 financial year. No output on this budget for 07/08



Estate Lighting 48 48 Output determined by the number of blocks completed with lighting upgrade

Output lag due to new partnering contractor being put in place, programme will be completed on time

Estate Roads & paths Paving 11,685sqmTarmac 7,514sqm

Paving 10,299sqmTarmac5,080sqm

No of square metres laid

Garage Refurbishment

101 97 No of garages refurbished

Ventilation Systems 3 Sites replacement fan units

3 Sitesreplacement fan unitscompleted

No of replacement fan unitscompleted

H & S Programmes 130 130properties rec’d work

H&S budget is for statutory landlord obligations

Voids Re-servicing 460 460 No of Void properties have been completed,

These are carried out on an ad-hoc basis as and when the property becomes void

Lift Controllers 26 26 26 blocks rec’d replacement of lift controllers

Lift Renewals 5 4 5 No lifts Wells street lift renewal delayed to 2008/09 due to design issues

Play Equipment 7 7 A total of seven site refurbished this year

Doors, Safer City 1319 1179 No of Locations to fit new door installations

140 to be installed in 2008/09 due to access problems

Water Quality 84 84 No of Tanks programmed 84

Programme completed

Urgent Lift works 15 15 15 lifts rec’d lift controllers / lift door gear

Asbestos Works 65 65 Reactive / voids works

The removal of boilers containing asbestos



Interim External repairs Estates

Works completedLast year

This is a carry over budget from 06/07, works not undertaken in 07/08. Should be removed from this document.

External Planned Maintenance Repairs and Painting works

78 78 No of Dwellings receiving External repairs

Hillborough Crt

Estate Lamp charge programme

88 88 output is determined by the number of sites in the programme


appendix a: asset management strategy 2008-12

Documents