Issue - meetings

Recommendation

That Executive approves the Asset Management Strategy as set out in Appendix A.

Considered – A report of the Corporate Director Community Development seeking approval for the Asset Management Strategy, which set out North Yorkshire Council’s approach to managing its housing assets and provided a framework for compliance, investment planning and service delivery until 2027.

The Executive Member for Culture, Arts and Housing, Councillor Simon Myers, presented the report and made the following key points

·         On formation of the new council three separate Housing Revenue Accounts were inherited from predecessor stockholding authorities.  Due to non-compliance with existing and new regulations introduced at the time of vesting the Council self-referred to the Regulator of Social Housing

·         A new Asset Management Strategy had been developed to provide a compliant approach across all housing stock covering safe and decent homes, energy efficiency, growth and regeneration, asset data, tenant engagement, and internal capacity.

·         By 2027 expected outcomes included 100% of stock condition surveys completed, EPC C ratings, improved tenant satisfaction, proactive rather than reactive maintenance and full integration of asset data into management systems.

·         The strategy had been reviewed by Overview and Scrutiny and would return for regular monitoring.  Extensive engagement with the Tenants’ Panel has informed the strategy, reflecting a commitment to tenant-first culture and accountability.

In response to concerns raised in relation to void properties and tenants refusing access for upgrades, the Executive Member acknowledged these challenges but emphasised that disruption would be kept to a minimum and there were significant benefits in homes which were warm and affordable to heat.

Resolved (unanimously)

That the Asset Management Strategy as set out in Appendix A be approved.

Reasons for recommendation

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.

Alternative options considered

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.

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.

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.

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  ...  view the full minutes text for item 806