North Yorkshire Council

Executive

16 December 2025

Housing Revenue Account – Asset Management Strategy

Report of the Corporate Director Community Development

1.0       PURPOSE OF REPORT

1.1       To seek Executive approval for the Asset Management Strategy, which sets out North Yorkshire Council’s approach to managing its housing assets and provides a framework for compliance, investment planning, and service delivery until 2027.

2.0       SUMMARY

2.1       The Asset Management Strategy (see Appendix A) sets out North Yorkshire Council’s approach to managing its housing assets following local government reorganisation. It replaces fragmented legacy arrangements with a unified, evidence-based framework that ensures statutory compliance, supports strategic investment, and improves service delivery. 

2.2       Developed in response to regulatory feedback and internal considerations, the Strategy addresses key challenges in asset data, safety compliance, and service consistency. It establishes the systems, governance, and operational models required to deliver safe, decent, and sustainable homes across the Council’s housing portfolio. 

2.3 The Strategy is aligned with the Housing Strategy 2024 - 2029 and the Housing Improvement Plan, and complements the Corporate Property Strategy 2025–2035, ensuring housing asset management aligns with the Council’s wider property and estate objectives. It also contributes to wider corporate priorities including climate resilience, digital transformation, and tenant wellbeing. It is structured around six strategic themes: ensuring homes are safe, decent, and legally compliant; improving energy efficiency and reducing fuel poverty; supporting housing growth and regeneration; strengthening asset data and decision-making systems; enhancing tenant satisfaction through proactive service delivery; and building internal capacity and resilience. 

2.4 Covering the period to 2027, the Strategy provides a foundation for continuous improvement and future innovation. It is a core component of the Council’s transformation journey and its ambition to become an exemplar social landlord. 

2.5 The Strategy is underpinned by key regulatory frameworks including the Decent Homes Standard, Awaab’s Law, and the Consumer Standards set by the Regulator of Social Housing. These obligations shape our compliance and investment priorities. 

3.0 BACKGROUND

3.1 Following the local government reorganisation in April 2023, North Yorkshire Council inherited housing assets, management systems, and operational models from seven predecessor district councils. This legacy created a fragmented landscape of asset data, compliance frameworks, and service delivery approaches, which posed significant challenges in achieving consistency, transparency, and statutory compliance across the housing portfolio. 

3.2 The Regulator of Social Housing’s C3 grading in 2024 highlighted critical weaknesses in the Council’s ability to evidence compliance with key safety standards, including gas and electrical safety, fire risk management, and the Decent Homes Standard. It also identified gaps in tenant engagement, data integrity, and performance monitoring. These findings reinforced the urgent need for a unified, strategic approach to asset management. 

3.3 The Council responded by committing to a new Asset Management Strategy that would move beyond short-term fixes and establish a coherent, long-term framework for managing housing assets. The Strategy is designed to unify systems, embed compliance, and support investment planning, while also enabling service transformation and improved tenant outcomes. 

3.4 The development of the Strategy has been informed by sector best practice, regulatory guidance, and cross-service collaboration. It is closely integrated with the Housing Strategy 2024–2029 and the Housing Improvement Plan, ensuring that asset management supports broader housing and corporate priorities. 

4.0       ASSET MANAGEMENT STRATEGY

4.1 The Asset Management Strategy establishes a unified and strategic framework for managing North Yorkshire Council’s housing assets. It replaces fragmented legacy arrangements with a consistent, data-driven, and tenant-focused approach. While many of the activities described are already underway, the Strategy brings them together into a single, coherent framework. The Strategy is designed to ensure that all homes are safe, decent, and sustainable, and that asset management becomes a long-term driver of housing excellence. 

4.2 The Strategy is structured around six thematic sections, each representing a strategic priority and operational focus. These sections form the backbone of the Council’s approach to delivering improvements across its housing portfolio. 

4.3 Section 1 focuses on ensuring homes are safe, decent, and legally compliant. It sets out how the Council will meet its statutory obligations through a comprehensive stock condition survey programme, due for completion by September 2026. Maintenance will transition from reactive to planned and preventative models, supported by internal delivery teams and compliance management plans covering all key safety domains. Environmental sensors and integrated systems will support early hazard detection and real-time compliance monitoring. 

4.4 Section 2 addresses energy efficiency and fuel poverty. The Council is committed to achieving EPC C ratings across its housing stock by 2030. Retrofit programmes, smart technologies, and targeted investment will reduce carbon emissions and tenant energy costs. Investment planning will be guided by EPC data and tenant feedback, with delivery supported by external funding and strategic partnerships.

4.5 Section 3 sets out the Council’s approach to housing growth and regeneration. It includes a target to deliver 500 new council homes by 2029 and outlines how land and underutilised assets will be repurposed to support development. Garage sites and surplus land will be reviewed for strategic value, while regeneration schemes will improve housing quality and estate environments. All activity will be informed by place-based planning and tenant engagement. 

4.6 Section 4 focuses on strengthening asset data and decision-making systems. The Council is consolidating legacy systems into a unified asset management platform, enhancing data quality and enabling evidence-based decisions. Intelligent dashboards and an Asset Performance Model will support strategic planning, compliance tracking, and investment prioritisation. Innovations such as Internet of Things (IoT) devices and predictive analytics will future-proof service delivery. 

4.7 Section 5 outlines how asset management will enhance tenant satisfaction through proactive service delivery. Tenant Satisfaction Measures (TSMs) will inform investment decisions and service improvements. Repairs and maintenance will be aligned with tenant feedback and environmental data, while engagement structures such as the Tenant Scrutiny Panel will ensure residents have a meaningful voice in shaping services. 

4.8 Section 6 focuses on building internal capacity and resilience. The Council is investing in its workforce, strengthening technical skills, and reducing reliance on external contractors. Internal delivery teams will lead planned maintenance and compliance programmes, ensuring continuity, cost-efficiency, and long-term sustainability. This approach supports the shift to proactive service models and embeds organisational knowledge and accountability. 

4.9 Governance and oversight are integral to successful delivery. The Strategy will be monitored through a cross-service governance framework, including the Housing Improvement Board, Capital Board, Overview and Scrutiny Committee, and Tenant Scrutiny Panel. Key milestones include the completion of stock condition surveys by September 2026, full integration of asset data, annual compliance audits, and the development of a long-term investment plan. 

4.10 The Strategy is designed to be flexible and responsive, enabling the Council to adapt to changing regulatory requirements, tenant needs, and operational challenges. It establishes the systems, governance, and service models required to deliver sustained improvements in housing quality, safety, and tenant experience. It lays the foundation for long-term transformation and continuous progress. 

4.11 Growth and regeneration proposals will be considered within the context of the Council’s wider property strategy and governance arrangements, ensuring that housing development complements other corporate assets and supports integrated community outcomes.

4.12 By 2027, successful delivery will achieve measurable outcomes: 

4.12.1 Completion of stock condition surveys and full integration of asset data into a single platform: Every property will have an up-to-date condition record, enabling accurate lifecycle planning and evidence-based investment decisions. A unified system will replace legacy platforms, improving data integrity and transparency. 

4.12.2 Compliance with statutory safety requirements and the Decent Homes Standard across all properties: Embedded compliance management plans will cover gas, electrical, fire safety, water hygiene, and damp and mould, ensuring legal obligations are met and tenant safety is prioritised. 

4.12.3 Development of an investment plan to achieve EPC C ratings, supporting the Council’s net zero ambition: A clear roadmap will guide energy efficiency improvements, retrofit programmes, and carbon reduction measures, aligning with the Beyond Carbon Programme and the York and North Yorkshire Routemap to Carbon Negative. 

4.12.4 Improved tenant satisfaction through proactive service delivery and engagement: Repairs and maintenance will be delivered through proactive, planned models that minimise disruption and improve reliability. Tenant Satisfaction Measures (TSMs) and strengthened engagement structures will ensure services reflect tenant priorities and feedback, embedding transparency and trust. 

4.12.5 Organisational resilience through in-house delivery and planned maintenance: Maintenance programmes will transition to a structured planned approach led by internal delivery teams. This will reduce reliance on external contractors, improve cost efficiency, and embed technical expertise within the Council, creating a sustainable and resilient service model. 

4.13 These outcomes will ensure the Council delivers safe, sustainable, and high-quality homes while embedding resilience, supporting tenant wellbeing, and aligning with wider corporate priorities. 

5.0 CONSULTATION UNDERTAKEN AND RESPONSES

5.1 The development of the Asset Management Strategy has been informed by internal consultation across key service areas, including Housing Standards and Housing Delivery. This cross-service engagement has ensured that the Strategy reflects operational realities, regulatory requirements, and corporate priorities.

5.2 Input from internal stakeholders has shaped the Strategy’s focus on compliance, data integration, investment planning, and service transformation. It has also informed the governance and delivery model, ensuring that the Strategy is both practical and scalable.

5.3 The Strategy was presented to the Housing Improvement Board in September 2025, providing an opportunity for early feedback and alignment with broader housing improvement initiatives. Amendments were made following this engagement to strengthen the Strategy’s approach to service delivery and ensure alignment with improvement priorities.

5.4 The Strategy was also presented to Management Board in November. Feedback from this session focused on ensuring the document referenced its alignment with the Council’s wider strategic asset management approach and governance arrangements. These points have been incorporated into the final version of the Strategy.

6.0 TENANTS VOICE

6.1 The Strategy was shared with involved tenants to ensure transparency and provide an opportunity for residents to influence decisions that affect their homes and communities. Tenant engagement is a key requirement under the Regulator of Social Housing’s Consumer Standards, and the Council is committed to embedding tenant voice in all major strategic decisions. Copies of the draft Strategy were circulated with feedback requested by 28^th of November 2025, allowing tenants to review the proposals, raise concerns and suggest improvements before finalisation.

6.2 Feedback on the draft Asset Management Strategy highlighted queries about whether gutter clearance is included within the Council’s maintenance offer, suggestions to expand the section on innovation and future technologies, and concerns regarding stock transfers in areas with low numbers of council-owned homes. In response, the Strategy already references cyclical maintenance including gutter clearance and outlines a commitment to innovation, but additional detail and reassurance have now been incorporated. The section on future technologies has been strengthened to include IoT and predictive analytics, and a statement has been added confirming that any stock transfer proposals will be subject to tenant consultation and governance approval. These amendments ensure the Strategy reflects tenant feedback while maintaining its strategic intent.

7.0 HOUSING AND LEISURE OVERVIEW AND SCRUTINY COMMITTEE

7.1 The Strategy was presented to the Housing and Leisure Overview and Scrutiny Committee on 1 December 2025, as part of the Council’s governance process to provide assurance and challenge. This session provided elected members with an opportunity to review the proposals, ask questions and offer recommendations prior to Executive consideration.

7.2 The Committee acknowledged the overall strategic direction of the Asset Management Strategy but noted that the current version lacks detailed asset data, which is expected to be addressed through the forthcoming stock condition surveys. Members emphasised the importance of robust data to inform future investment decisions and compliance monitoring. During discussion, the Committee requested that additional information on repairs performance and property hazards be brought to future meetings, indicating an intention to maintain close oversight of repair standards and service delivery.

7.3 Members also raised questions regarding the Council’s approach to improving homes that fall below EPC Band C. In response, officers outlined the planned retrofit programme and confirmed that works will align with the Council’s Lettable Standard. These points were noted without requiring amendments to the Strategy.

8.0 CONTRIBUTION TO COUNCIL PRIORITIES

8.1 The Asset Management Strategy makes a direct and measurable contribution to several of North Yorkshire Council’s corporate priorities, particularly in the areas of housing quality, climate action, financial sustainability, and resident wellbeing. 

8.2 The Strategy is aligned with the Council’s wider operating principles and strategic asset management plan, recognising that housing assets often sit alongside other corporate assets such as highways, parks, and public buildings.

8.3 By embedding statutory compliance and improving housing conditions, the Strategy supports the Council’s commitment to delivering safe, decent, and secure homes for all tenants. It aligns with the Housing Strategy 2024 - 2029 and the Housing Improvement Plan, both of which prioritise tenant safety, satisfaction, and equity. 

8.4 The Strategy contributes to the Council’s net zero and climate resilience objectives by targeting EPC C ratings across the housing portfolio, reducing fuel poverty, and supporting the Beyond Carbon Programme and the York and North Yorkshire Routemap to Carbon Negative. Investment decisions will be guided by sustainability principles and long-term environmental impact. 

8.5 Through improved data systems, proactive maintenance, and strengthened internal delivery capacity, the Strategy enhances financial efficiency and service resilience, reducing reliance on reactive repairs and external contractors. This supports the Council’s priority to deliver high-quality services within a sustainable financial framework. 

8.6 The Strategy also promotes inclusive growth and community wellbeing by ensuring that housing assets are managed in a way that supports regeneration, tenant engagement, and long-term neighbourhood stability. It provides the infrastructure needed to respond to future housing needs and demographic changes. 

8.7 The Strategy also reflects the Council’s principles for managing its wider property portfolio, as set out in the Corporate Property Strategy 2025–2035, which provides the overarching framework for all corporate assets, ensuring that housing growth and regeneration activity is delivered in accordance with corporate governance frameworks. This includes adherence to the Property Procedure Rules and associated decision-making principles for acquisitions, disposals, and asset rationalisation, supporting transparency and alignment with corporate priorities.

9.0 ALTERNATIVE OPTIONS CONSIDERED

9.1 In developing the Asset Management Strategy, the Council considered several alternative approaches. These were assessed against their ability to deliver compliance, consistency, and long-term improvement across the housing portfolio. 

9.2 Continuing with legacy systems and frameworks inherited from predecessor authorities was deemed unsustainable. This approach would have perpetuated inconsistencies in data quality, compliance assurance, and service delivery, and would not have addressed the concerns raised by the Regulator of Social Housing. 

9.3 Delaying strategic development until after the completion of stock condition surveys was another option. However, this would have postponed necessary improvements in compliance, investment planning, and service delivery. The adopted approach enables immediate action while allowing survey data to refine and strengthen delivery over time. 

9.4 The Strategy adopted reflects a balanced and proactive approach. It consolidates existing programmes and responsibilities into a single, coherent framework, while also introducing new systems and delivery models where needed. This enables the Council to respond to immediate regulatory and operational challenges and lays the foundation for long-term transformation and continuous improvement in housing asset management. 

10.0 IMPACT ON OTHER SERVICES/ORGANISATIONS

10.1 The implementation of the Asset Management Strategy will have an impact across a number of internal services and external partners, although the majority of the activity it describes is already in place. The Strategy does not introduce new operational requirements but brings together existing responsibilities into a single, coordinated framework. Internally, services such as ICT, Finance, and Procurement are already supporting asset management activity through system delivery, financial planning, compliance oversight, procurement processes. These roles will continue as part of business-as-usual, with the Strategy providing a clearer structure for how they contribute to the Council’s overall approach. 

10.2 Externally, the Strategy will influence a range of partners and stakeholders, building on existing relationships and expectations. Contractors and delivery partners will continue to play a key role in delivering planned maintenance, compliance works, and retrofit programmes, with the Strategy providing a clearer articulation of standards and priorities. Regulatory bodies, including the Regulator of Social Housing, will use the Strategy as a reference point for assessing the Council’s progress against compliance and performance expectations. Tenants and residents, who are already engaged through established mechanisms, will continue to shape service delivery and improvement activity. The Strategy reinforces the importance of their feedback in informing implementation and ongoing refinement. 

11.0 FINANCIAL IMPLICATIONS

11.1 The Asset Management Strategy does not introduce new financial commitments beyond those already planned and underway. Instead, it brings together existing programmes and activities into a single strategic framework, providing greater clarity, coordination, and oversight of housing asset investment. 

11.2     Key financial activities already in progress include the stock condition survey programme, which is being rolled out across the housing portfolio to inform future investment decisions and ensure compliance with regulatory standards. System integration is also underway, consolidating legacy asset management platforms into a unified system that supports data accuracy, performance monitoring, and strategic planning. Energy efficiency improvements, including works to achieve EPC C ratings, are being delivered through existing capital programmes aligned with the Council’s net zero ambitions, supported by external funding streams such as the Social Housing Decarbonisation Fund. In addition, service transformation is progressing through the strengthening of internal delivery teams and the expansion of planned maintenance programmes to reduce reliance on reactive repairs and external contractors, with investment prioritised through the HRA Business Plan and supplemented by strategic borrowing and grant funding. 

11.3 The Strategy provides a framework for aligning these activities with the 30-year Housing Revenue Account (HRA) Business Plan, ensuring that investment decisions are evidence-based, prioritised, and financially sustainable. It also supports improved forecasting and risk management, helping the Council to avoid unplanned costs.

11.4 Financial oversight will continue through existing governance arrangements, including annual budget-setting processes and HRA reviews. The Strategy enhances transparency and accountability by setting out a clear and consistent approach to asset-related financial planning. 

12.0 LEGAL IMPLICATIONS

12.1 The Asset Management Strategy supports the Council’s legal obligations as a social housing landlord by providing a structured and consistent approach to compliance across the housing portfolio. 

12.2 Legal and regulatory requirements including the Decent Homes Standard, Awaab’s Law, the Consumer Standards Framework, and wider health and safety legislation are reflected throughout the Strategy. These frameworks underpin the Council’s approach to compliance, investment planning, and service delivery. 

12.3 The Strategy does not introduce new legal duties but consolidates and clarifies how existing statutory responsibilities will be met. It strengthens the Council’s ability to evidence compliance, respond to regulatory scrutiny, and manage legal risk through improved data, governance, and service delivery. 

12.4 Legal considerations have been integral to the development of the Strategy and are reflected across its strategic pillars. Implementation will continue to be informed by relevant legal requirements to ensure ongoing alignment with statutory and regulatory expectations. 

13.0 EQUALITIES IMPLICATIONS

13.1 The Asset Management Strategy supports the Council’s commitment to promoting equality, diversity, and inclusion in the delivery of housing services. By consolidating asset management practices and improving service consistency, the Strategy helps ensure that all tenants, regardless of background, identity, or personal circumstances, receive safe, decent, and responsive housing. 

13.2 The Strategy contributes to tackling inequalities in housing quality and access by focusing on areas such as fuel poverty and energy efficiency, which disproportionately affect low-income households and vulnerable residents. It also aims to embed consistent compliance across all properties, reducing the risk of harm in homes that may have experienced historic underinvestment. Improvements in data quality and service oversight will further enable the Council to identify and respond to disparities in housing conditions and outcomes. 

13.3 An Equality Impact Assessment (EIA) (see Appendix B) has been carried out to assess   the potential impacts of the Strategy and ensure that it supports fair and inclusive service delivery. The Strategy is expected to improve housing conditions and service responsiveness, which will benefit all tenants, including vulnerable groups such as older people.  

14.0 CLIMATE CHANGE IMPLICATIONS

14.1 The Asset Management Strategy supports the Council’s climate change objectives by consolidating existing energy efficiency programmes and aligning housing investment with the Council’s net zero ambitions. 

14.2 A key focus of the Strategy is improving the energy performance of council-owned homes. This includes works already underway to achieve EPC C ratings across the housing portfolio, which will reduce carbon emissions, lower energy bills for tenants, and contribute to the Council’s commitments under the Beyond Carbon Programme and the York and North Yorkshire Routemap to Carbon Negative. 

14.3 The Strategy also promotes sustainable asset management practices by prioritising planned maintenance and retrofit works that improve thermal efficiency and reduce reliance on fossil fuels. It supports the integration of renewable technologies, such as solar PV and low-carbon heating systems, where feasible, and embeds environmental monitoring tools, such as sensors for damp and ventilation, to enable early intervention and reduce environmental health risks. 

14.4 A Climate Change Impact Assessment has been carried out (see Appendix C) to evaluate the environmental implications of the Asset Management Strategy. The assessment concluded that there will be no negative impacts, as the works outlined in the Strategy are already underway and have been planned in alignment with existing sustainability and energy efficiency objectives. Where applicable, the Strategy continues to support positive environmental outcomes through responsible investment, improved energy performance, and alignment with corporate climate goals. 

15.0 PERFORMANCE IMPLICATIONS

15.1 The Council monitors housing asset management performance through a range of established mechanisms, including Tier 1 and Tier 2 dashboards, compliance checks, and tenant feedback. These arrangements are already in place and will continue to operate in their current form. 

15.2 The Asset Management Strategy does not introduce new performance frameworks or reporting mechanisms. Instead, it provides a strategic context for existing performance activity, clarifying how current monitoring supports wider objectives such as compliance, energy efficiency, tenant satisfaction, and service transformation. 

15.3 While most performance data is already being tracked, the stock condition survey programme will generate new, comprehensive data on the physical condition of the housing stock. This will enhance the Council’s ability to plan investment, assess compliance with the Decent Homes Standard, and identify long-term maintenance needs. 

15.4 The Strategy therefore supports the use of both existing and emerging data to inform evidence-based decision-making, improve transparency, and demonstrate progress against the Council’s housing and corporate priorities. 

16.0 POLICY IMPLICATIONS

16.1 The Asset Management Strategy does not introduce new policy as such but provides a strategic framework for delivering existing Council priorities. It supports the implementation of the Housing Strategy 2024 - 2029, the Housing Improvement Plan, and the Climate Change Strategy, and is underpinned by the Housing Revenue Account Business Plan. It also reflects national policy and regulatory requirements, including the Decent Homes Standard, Awaab’s Law, and the Consumer Standards Framework. By drawing together these existing commitments, the Strategy ensures that asset management activity is aligned with both local and national objectives, while providing a platform for future policy development where required.

17.0 RISK MANAGEMENT IMPLICATIONS

17.1 The Asset Management Strategy responds directly to a number of known risks, including regulatory non-compliance, legacy data gaps, and inconsistent service delivery across the housing portfolio. While the Strategy does not eliminate these risks, it provides a structured approach to managing them through clearer governance, improved data, and a more coordinated delivery model. The stock condition survey programme will support more proactive risk identification and mitigation.  

17.2 Ongoing oversight through existing governance structures, including the Risk and Resilience Committee, will ensure that risks are monitored and addressed as part of the Council’s wider assurance framework. 

18.0 CONCLUSIONS

18.1 The Asset Management Strategy provides a single, coordinated framework for managing the Council’s housing assets following local government reorganisation. It consolidates existing activity and sets out clear objectives for compliance, investment planning, and service delivery. The Strategy aligns with wider corporate priorities and supports the Council’s ambition to deliver safe, decent, and sustainable homes, underpinning its long-term improvement journey and commitment to becoming an exemplar social landlord.

19.0 REASONS FOR RECOMMENDATIONS

19.1 Approval will give formal authority to implement the Strategy and deliver its objectives through established governance arrangements. Endorsing the Strategy will enable the Council to progress compliance programmes, plan long-term investment, and embed service transformation. It also ensures that improvement activity is coordinated, transparent, and aligned with statutory and regulatory requirements, while contributing to wider corporate priorities and the Housing Revenue Account Business Plan.

20.0	RECOMMENDATION(S)
	i) That Executive approves the Asset Management Strategy as set out in Appendix A.

APPENDICES:

Appendix A – Asset Management Strategy

            Appendix B – Equalities Impact Assessment (EIA)

            Appendix C – Climate Change Impact Assessment (CCIA) Screening Form

BACKGROUND DOCUMENTS: None

Nic Harne

Corporate Director – Community Development

County Hall

Northallerton

27 November 2025

Report Author – Imogen Downie, Housing Policy and Strategy Officer (Service Improvement)

Note: Members are invited to contact the author in advance of the meeting with any detailed queries or questions.