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Brighton
and Hove City Council
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Housing Asset Management PlanCouncil
Housing Asset Management Plan
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April
2026 to 2027
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Contents
1. Executive
summary. 2
2. What this
plan is and how to use it. 5
3. The
council’s commitment for managing council homes and assets. 76
4. What the
data tells the council about its homes and estates. 98
5. What
residents tell the council about their homes and estates. 1413
6. How the
Council decides priorities for its stock. 1918
7. Rolling
five-year investment view.. 2120
8. One year
delivery plan and capacity. 2624
9. Governance,
assurance and reporting. 2826
This Council Housing
Asset Management Plan sets out Brighton & Hove City Council’s approach to
managing and investing in its housing stock for the period April 2026 to December
2027. This approach is being taken while stock condition surveys are undertaken
over the next two years and the information from these surveys will inform the
development of a multi-year strategy. The plan forms part of an annual cycle
aligned with the Housing Revenue Account budget process. It outlines how the
council will maintain and improve council homes, blocks, communal areas and
estates, and explains how residents can monitor progress and contribute to
decision‑making so that we achieve our ambition to be a Great Landlord.
What this plan covers
The plan covers housing assets funded
through the Housing Revenue Account, including safety and compliance
investment, planned and major capital funded works, and action to reduce repeat
problems such as damp and mould.
Applying our learning organisation framework to managing our stock
Be connected
Effective housing asset management is not just about knowing
the condition of homes. It is about how the council learns, improves and makes
better decisions over time, so that homes are safe, decent, affordable to
maintain and meet residents’ needs. Using the Learning Organisation framework
provides a clear way to do this consistently and transparently.
A connected approach to asset management means joining up
data, insight and decision‑making across housing management, repairs,
compliance, finance, regeneration and resident engagement, and linking day‑to‑day
operational learning (repairs, complaints, damp and mould cases, voids)
directly into planned investment decisions and long‑term strategies.
Be diverse and inclusive
Managing housing assets well requires listening to a wide
range of lived experiences and professional expertise, so that resident and
staff voice shapesing
priorities. Staff will recognise that different households experience building
condition differently (for example, families with young children, disabled
residents or older people).
3. Innovative and creative
A learning organisation approaches asset management as an
evolving process, not a fixed plan.
This means using stock condition surveys, assurance activity
and trend analysis to ask better questions, not just produce reports, testing
approaches to planned maintenance, energy efficiency and compliance targeting —
and adapting based on what works, and treating repeat failures (for example
recurring damp, drainage or communal system issues) as signals to rethink
design, processes or investment logic.
Confident
A confident asset management approach allows the council to
stand behind its decisions with clarity and credibility. This includes clear
decision‑making frameworks that balance safety, quality, affordability
and long‑term sustainability; transparent prioritisation, especially in a
constrained financial environment; and confident communication with residents,
members and regulators about what will be done, when, and why.
We will be an intelligent and strong client
of contractors in relation to the stock condition survey and the work that
arise from those surveys.
Healthy and psychologically safe – openness about risk and
gaps
Strong asset management depends on a culture where people
feel able to raise concerns early and honestly. For staff this means being
transparent about what the council does
and does not yet know about its housing stock as well as encouraging early
escalation of asset‑related risks without fear of blame; and as an
organisation, treating regulatory findings, inspections and assurance as
learning opportunities rather than solely compliance exercises.
Using the Learning Organisation framework helps shift the culture
from “managing buildings” to “learning how to be a better steward of
homes and places over time.” So that we become a Great Landlord.
What the council knows about its stock and why data matters
The council manages 12,761 homes as of
April 2026, including Seaside Homes & council
owned Temporary Accommodation. Flats, including bedsits, and
maisonettes represent 65% of the council’s rented
homes, building types that require more compliance activity. This includes
46 high-rise blocks of which are Large Panel System blocks, which do
not currently meet modern safety standards. Most
homes are flats within blocks and Oover
two thirds of council homes were built before
1970. The council also manages estate assets including 82 car parking sites
with 1,895 spaces and 92 standalone garage sites with 1,068 garages. In
addition, the council’s Housing stock includes, 162 commercial
properties, such as shops on our housing estates.
The council’s Root Cause Analysis identifying
the causes of compliance failures under the Regulator of
Social Housing Safety & Quality Consumer Standard, found
poor data reduced visibility of risk and weakened assurance. This plan treats
good data as a control. It supports fair prioritisation, consistent risk management,
and proof that work is complete and risk has reduced.
Whilst the stock profile is clear, the
condition baseline is still being strengthened. Around 18.5 percent of council
owned dwellings (as of February 2026) have a stock
condition survey recorded on the NEC housing system. A condition survey
contract has been commissioned to undertake a full survey of all council homes
within two years, with mobilisation expected to begin in summer spring
2026 and completion of the full survey by the summer 2028.
What residents tell the council and how the plan responds
Residents consistently say they want
repairs done right first time, dry homes with damp and mould tackled at cause,
warm homes with reliable hot water, estates that feel cared for, hazards closed
with evidence, and clearer updates with fewer surprises. The Pplan
uses these themes as tests for priorities, delivery standards and
communication.
What is funded this year and how the five-year
view works
The Pplan
publishes a rolling five-year investment view. Year 1 is committed with funding
approved through the Housing Revenue Account (HRA).
Years 2 to 5 are a planning view and will change as evidence and data improves,
costs move and the delivery capacity is confirmed.
For 2026 to 2027, the Year 1 approved
HRA capital programme budget is
£79.640m with £46,699m profiled from previous years,
providing in a total revised
capital budget of £126.339m. This ,
covers: ing new
supply, £76m; health
and safety works, £17.7m; , major
works, £16.5m; and planned
capital
works, £9.5m; energy and sustainability.
£5.4m; and other capital items including housing adaptations and
environmental and communal area improvement,
£5.2m.compliance and fire
safety.
How the council decides what comes first
The plan uses a prioritisation ladder:
Priority 1 safety and legal duties.
Priority 2
homes and buildings at risk of major failure.
Priority 3
fixing causes and preventing repeat problems.
Priority 4
improving day to day living where evidence shows benefit and the budget allows.
Priority 5
longer term solutions where options must and will be tested.
What the council plans to deliver this year
Key Year 1 delivery focus includes
mobilising stock condition surveys using the external consultants and
developing the in-house team using early learning and service signals to
improve targeting for planned works and prevention and strengthening our damp
and mould pathway, so causes are identified, managed and solved earlier.
Safety action will not be delayed while building
and developing the better data that we require and the systems for this are being
built.
How residents can influence choices and track progress
The council’s Root
Cause Analysis found resident voice to be a
key area, including with residents’
concerns not always being heard early enough or used consistently to shape
priorities and decisions. Resident
feedback and influence are a
key part of the evidence picture. Statutory resident
consultation requirements will continue to apply. Residents can also
influence investment that is not a safety requirement and where the council has
discretion, mainly through sequencing and design choices within the approved
budget constraints. The council will run quarterly resident budget sessions and
use Housing Area Panels and other resident
forums for engagement and involvement and provide meaningful feedback to all
residents signposted through Homing In.
To keep reporting simple and deliverable,
the council aims to publish a short plain English Homing In update after each
quarterly resident budget session. The annual refresh will provide the year-end
position and update the one year and five-year reviews.
How the council stays in control
Governance provides direction, delivery
grip and assurance through established routes including Cabinet and the budget
process, Overview & Sscrutiny
Committee, the Great Landlord Board, Housing Safety
& Quality Assurance Board, Housing Leadership Team, safety
and quality leadership routes, programme delivery groups, and resident engagement
routes.
Assurance is strengthened.
Some assurance is already in place through
monthly compliance reporting via Housing Safety &
Quality Assurance Board, with Great Landlord
Board,
Corporate Leadership Team and Cabinet oversight. There are also and
exception reviews, system updates that support an
audit trail, and survey quality and follow up actions. Over the coming 12
months the council will make this approach more consistent across programmes
and our reporting and engagement.
This is Brighton and Hove City Council’s,
Council Housing Asset Management Plan for 2026 to 2027. It is a one-year
plan, refreshed annually. It explains how the council manages and looks after their
homes and housing assets.
This plan does three things:
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Sets the guidelines for investment and sequencing of
works
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States the evidence baseline and how it will improve
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Sets out what will be delivered this year and the
rolling five-year investment view
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Council homes.
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Blocks, communal areas and estates that the council
maintains.
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Asset related work that affects safety, condition,
decency and long-term value, including planned and major capital
work, compliance led work and damp and mould prevention.
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This plan is built around three layers:
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Stable framework: The decision rules, prioritisation ladder, confidence approach and
assurance approach. This should not change often.
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Rolling five-year investment
view: A forward view of spend and reach, split into
year 1 committed, years 2 to 3 planned, and years 4 to 5 indicative. This is
refreshed annually aligned to HRA budget setting and approval.
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One year delivery plan: This year’s deliverables, with milestones, key risks and
mitigations, and actions to build capacity.
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Annual refresh, in year updates and affordability
This is the first one-year plan. The
council aims to refresh this plan each year, aligned to the Housing Revenue
Account budget cycle and affordability envelope. The refresh updates the
evidence baseline, risks and controls, the rolling five-year view and the one-year
delivery plan.
The Council Plan 2023 to 2027 outcomes
include ‘Homes for Everyone’ and ‘A Responsive Council
With Well Run Services’. Tand the
Housing Strategy 2024 to 2029 sets out
priorities that include improving housing quality, safety and sustainability,
delivering the homes our city needs, promoting health and wellbeing, and
providing resident focused housing services.
This plan translates those priorities into the investment
choices and delivery controls the council uses for council homes and estates
through the Housing Revenue Account.
Priority 1 Safe, well managed homes and estates
The first commitment is to keep homes safe, well maintained
and compliant, and to improve quality over time.
What this
means in practice
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Safety and legal duties come first. Investment for compliance is
protected.
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The council will manage safety and quality work with clear records and
an audit trail, so risks are tracked, actions are owned, and work is completed with
evidence.
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The council will build a Golden Thread method of working over time, so
information is shared across teams and decisions are based on the best, up to
date and accurate available evidence.
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Homes are measured against the Decent Homes Standard and the Brighton
and Hove Property Standard, developed with residents. The local standard will
be kept under review, so it stays aligned to resident priorities, regulation
and available resources.
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The council will strengthen preventive and cyclical maintenance and
improve the repairs service so repeat problems reduce over time. This includes
focusing on fixing causes earlier and reducing avoidable repeat visits where
practicable.
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The council will engage with residents and work with regulators to
achieve and maintain compliance and improve performance.
What
residents should notice over time
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Clearer programmes and better follow through when risks are identified
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Fewer repeat problems where causes can be fixed earlier
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More confidence that actions are closed properly and recorded
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Greater investment in proactive
planned preventative maintenance programmes.
Priority 2 A sustainable Housing Revenue Account
The second commitment is to keep the Housing Revenue Account
financially sustainable while supporting the supply of homes, including new
council homes and homes that support homelessness duties and temporary
accommodation.
What this
means in practice:
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Investment plans will stay within the resources available and be tested
through medium- and longer-term planning so the HRA remains sustainable as
pressures change.
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The council will complete a more detailed review of financial risks and
cost pressures, including compliance pressures and the challenges we need to
manage for high rise and non-traditional housing stock, which is required to
support the sustainable longer-term planning.
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The council will deliver new homes through a mix of routes, including
building on council land, making better use of existing assets, and acquisition
and buy backs, with a focus on homes that are safe, sustainable and
maintainable over the long term.
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Where parts of the stock may become unsustainable to retain, the council
will use an options appraisal to test the best approach. This may include
reinvestment, alternative models, or regeneration. The council will engage
early where practicable when viability issues are identified.
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The council will manage estate assets that affect affordability and
investment choices, including car parks and garages, and will build forward
plans for investment and maintenance over the next 12 months.
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The council will review options for blocks that are now fully leasehold,
including whether releasing freeholds could reduce ongoing HRA costs, subject
to consultation.
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Council owned temporary accommodation and the Seaside Homes portfolio
form part of the asset base. The council will include these homes within stock
condition and compliance evidence and will use updated information and
financial planning to inform future options for Seaside Homes.
What
residents should notice over time
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Clearer links between evidence, priorities and the annual budget
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Earlier visibility of difficult trade-offs, with reasons
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A more planned approach to supply, investment and major decisions
Priority 3 Warm homes and carbon reduction, delivered fairly
The third commitment is to reduce carbon emissions from the
housing stock and support warm, healthy homes, while balancing affordability,
disruption and deliverability.
What this
means in practice
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The council will plan energy investment using a low carbon approach, so
decisions are evidence based and affordable over time. Improvements to the
building fabric that improve energy efficiency will be embedded into Planned Programmes,
Major Works and repairs wherever possible.
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The council will improve energy performance in line with new Minimum Energy
Efficiency Standards for social housing (minimum EPC C ) by 2030. Improvements
will be made that are practicable and affordable, focusing on measures that
improve comfort without inadvertently increasing running costs for residents.
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The council will increase renewable energy generation where it benefits
residents, building on delivery such as solar PV and sustainable energy
solutions and will target future installations based on need and impact.
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The council will design new homes to high sustainable standards, so they
remain fit for the future and avoid costly retrofits later, using circular
economy approaches where practicable.
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The council will also reduce carbon from its own activities linked to
delivery and will consider supporting infrastructure such as EV charging where
appropriate.
What
residents should notice over time
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Clearer information about what sustainable options mean for comfort and
bills, and how disruption will be managed
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A steady shift towards homes that are easy to heat and healthier to live
in, where improvements can be delivered
The council wants residents to have safe, high-quality homes
they are proud to live in. To do that, the council needs reliable information
about what it owns, what condition it is in, what risks exist, and what work
has already been completed.
The council’s published Root Cause Analysis is clear that poor available data
was a root cause of past compliance failures. Records were incomplete and
information about the same building sat in different systems that did not
integrate. This reduced visibility of risk and weakened assurance about stock
condition, maintenance activity and investment priorities. The analysis also
explains that it became normal to rely on individuals’ memory and experience
rather than up to date records. This meant decisions were harder to evidence
and risks were harder to manage consistently.
Good data is not paperwork. It is how the council
prioritises fairly, manages risk consistently, and proves that work is complete
and the risk has reduced. It is also how the council shifts from repeat
reactive repairs to prevention investment, by using patterns in repairs and
inspection findings to target the right work in the right homes and blocks and
build programmes based on evidence and reliable data.
Stock profile and what it means
The council is responsible for a large housing stock the
majority of which are flats, with high rise blocks and many older homes. This
makes shared systems, communal areas and access planning central to keeping
homes safe and in good repair.
The council’s current housing stock profile as of April 2026
is 12,761 homes. This includes council owned temporary accommodation and
Seaside Homes.
The mixture of dwellings is mainly flats
within blocks. There are 7,509 flats and 4,178 houses, plus 641 bedsits, 184
maisonettes and 249 bungalows. The stock includes 46 high rise blocks. Asset Overview doc.pdf.
In addition to rented homes, the council is responsible for
a large leasehold portfolio and related wider housing assets. Housing Revenue
Account papers provide the baseline used for financial planning and include
leasehold dwellings, car parking units and other estate assets. The previous
asset management strategy also refers The council’s Housing stock also
includes, to a commercial property portfolio of
16258
premises/units alongside the housing stock,
such as shops on estates. Our lease arrangements for our
commercial stock isare on a
full repairing basis, however we have a responsibility for compliance areas,
such as electric, water, asbestos and fire. In the main our commercial
properties are within the demise of a block or residential properties, we do
have a responsibility for the maintenance and repair of the building as a whole
and our planned works programmes address this.
Blocks mean shared systems and shared spaces. When a roof,
drainage run, communal service, entrance door or other shared element fails,
more than one home can be affected. This increases the importance of
prevention, clear access arrangements and good coordination across homes and
communal areas.
Age profile of the stock
Over two thirds of homes in our stock were constructed
before 1970. In line with the council’s The previous
housing
asset management strategy, we will
included an age band profile of the stock in
order to rather than a single headline, which
supports planning for building fabric,
component life and lifecycle cost.
Older homes are more likely to have key components at the
end of their life and can cost more to maintain over time. This strengthens the
case for verified component data, clear replacement planning, and using repairs
patterns to target prevention work where failures repeat.
Homes used for temporary accommodation and Seaside Homes
The council owns 316 homes used as temporary accommodation
held within the Housing Revenue Account. Seaside Homes comprises 499 homes and
remains in the council’s freehold ownership. These homes are part of the asset
base and sit within the council’s responsibilities for safety and standards.
They are included in stock condition evidence and investment planning and
included within our repairs and capital works programmes.
Estates, car parks, garages and wider estate assets
Housing manages estates and related assets, including 82 car
parking sites containing 1,895 car parking spaces and 92 stand-alone garage
sites containing 1,068 garages. We also have a responsibility to maintain 44
community rooms that are on our estates or within blocks.
Estate assets are part of the Hhousing
offer. They need clear standards for safety, maintenance and investment
alongside individual homes and blocks. The original asset
management strategy also explains that Tthese
assets contribute to affordability and investment choices as
well as opportunities for income generation or for review
of usage, considerations that support the
requirement for and that a more
strategic approach to management, occupancy and investment. is
required.
Adaptations and specialist housing
The council manages a range of homes and services alongside
general needs rented homes, including adaptations and specialist housing. These
form part of the council’s responsibilities for safety and standards and must
be included in stock condition evidence, investment planning and programme
decisions as the evidence baseline strengthens. Our seniors housing is an essential
part of our stock for meeting the requirements of residents as are requiring
adaptations and support options that enable the council to support residents to continue
to live independently in
their homes for as long as possible..
Complex stock and structural risk
The council has eight Large Panel System blocks for which detailed
structural surveys were commissioned. The reports identified that the blocks
failed the requisite criterion for structural stability for Large Panel System
buildings and recommended structural repairs in the short and long term to
avoid risk in the event of an explosion or major fire. Interim measures were
put in place, so the buildings remain safe to occupy while longer term
decisions are taken.
The eight blocks are Dudeney Lodge and Nettleton Court in
Hollingdean, Falcon Court, Heron Court, Kestrel Court, Kingfisher Court and
Swallow Court in North Whitehawk, and St James House in Kemptown.
There is no immediate risk to the buildings and controls are
in place, including full removal of gas supply and a ban on gas canisters and
barbecues. Acting on independent advice, the council introduced additional
interim safety measures across the eight blocks. These include restrictions on
e-bikes and e-scooters within the buildings with alternative storage provided,
monitored CCTV and onsite security, and changes to car parking and garage use
in affected locations. Temporary heating plant was also put in place at St
James House to allow the relocation of the communal heating supply from under
the block. The original strategy also describes interim changes affecting
specific nearby car parks and garages linked to the blocks.
A decision was taken by Cabinet in July 2025 to regenerate
the blocks. Work is underway for the buyback of leasehold properties, tenant relocation
planning and developing the future approach, with a resident led approach and
ongoing consultation.
This is a clear example of how specialist evidence is used
to identify risk, put interim controls in place, and take long term decisions
through Cabinet. It also reinforces why strong stock intelligence is essential
across the wider portfolio, so risks are identified early and managed with
evidence, not hindsight.
Condition evidence today and what will change in the next
two years
The stock profile is clear. The stock condition
baseline still requires strengthening.
The council has moved away from intermittent stock
condition surveys and cloned data towards a rolling programme of survey
visits to homes and blocks, aiming for coverage of 20 % of
council homes percent per year..
Progress has been slower than expected. As of February
2026 round 18.5 %percent
of council homesowned dwellings
hadve a stock
condition survey recorded on the NEC housing system. Cabinet agreed in December
2025 to procure and award a Condition Survey Contract to complete a survey of all
council homes within two years to ensure that the council has accurate and up to
date property level stock condition data based on physical inspection of homes.
Mobilisation is expected to begin in summer spring
2026, with completion by summer of 2028.
The external commission will be supplemented by the internal
team of Stock Surveyors to ensure that we capture all homes and quality check.
Over the next two years, the council intends to move to a
full, consistent survey baseline that better supports investment planning and
assurance. In the short term, the council uses a combined evidence base,
including existing surveys, data on new capital works
installations, compliance information, repairs history and other
forms of information gathering, to identify repeat failures with the intention
to target investment and prevention work.
How the council builds the evidence baseline
The council builds its picture of stock condition by
combining what it sees on inspection with what our services are reporting and what
residents are experiencing.
Full stock condition surveys are the strongest source for us
to understand our properties. They record the condition of key building
elements inside and outside the home and capture related health and safety
risks through Housing Health and Safety Rating System (HHSRS)
reporting.
Surveyors record surveys on handheld tablets and update the
shared housing database in NECH so teams across Housing can use the same
information. Surveys also trigger action. They can raise repairs referrals and
refer issues such as damp and mould for specialist follow up, supported by
photos and other details. Surveyors also carry out block level surveys so
communal elements are captured.
The previous original housing
asset management strategy outlines describes
survey delivery in geographic areas, an approach that will
be reflected upon and reviewed in our work toward the updated
housing asset management
strategy. .
Residents are contacted in advance about surveys, and findings and trends are
reviewed when an area’s coverage is completed so planned investment can be
targeted where it is needed most. It also notes that surveyors can identify
wider issues that require follow up, including wellbeing concerns, alongside the
condition and safety risks.
Other visits add to the picture and help spot risk early.
This includes empty homes checks, cyclical gas and electrical activity, capital
works surveys and delivery, repairs visits, damp and condensation
inspections and other officer visits. These do
not replace full surveys, but they provide useful evidence while survey
coverage is still building.
How evidence informs decisions
The council uses the evidence baseline to do three things.
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Confirm condition and risk: Decide what work is needed and define the
scope.
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Spot patterns early: Use repairs and repeat repairs, damp and mould
cases and other service signals to identify repeat failure and target
prevention work.
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Test plans against lived experience: Use estate and block inspections
and resident feedback to check whether issues are being felt on the ground
and whether the planned response is landing.
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Evidence triangulation and interim controls while survey
coverage is improving
Until survey coverage is complete, the council uses the best
available evidence to manage risk and plan investment. Some cross checking
already happens in practice. Over the next 12 months, the council will make
this approach more systematic, so decisions are consistent and evidence led.
The council will build a consistent approach that brings
three evidence tiers together.
Tier
1 Direct inspections
Stock condition surveys, targeted inspections and statutory compliance
inspection outcomes. These confirm condition and risk and help define scope.
The council will strengthen quality checks, clear inspection dates and processes for replacing older records.
Tier
2 Service signals
Repairs and repeat repairs, damp and mould cases, empty homes findings, planned
works history, and complaint’s
themes and outcomes of Ombudsman enquiries.
These help spot patterns early and target inspections and prevention work. The
council will introduce light touch trend reviews and exception flags, with
sampling where capacity allows.
Tier
3 Local and lived experience
Block and estate inspections, resident feedback themes, member casework and
frontline observations. Inspections and feedback such as these provide us with
live information from our residents and flag emerging risks. The council will
follow up where concerns persist and the risk is quantifiedcredible.
Not every decision is based on complete evidence while
survey coverage is still improving. The council will be clear about what
evidence was used, how confident the council is with that, and what will be
done next to strengthen confidence.
While the evidence baseline is still developing, the council
applies the following controls.
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Safety and legal duties come first
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Known higher risk building types and known failure patterns are
prioritised for inspection and early action
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Damp and mould requests and patterns trigger targeted inspection and
work to address the cause, not just repeat repairs
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Key building elements are protected where failure would accelerate deterioration
and increase long term cost
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Where access cannot be gained, the council follows its no access process
and uses other evidence sources until a full survey can be completed
What the council will build over the next 12 months
To make this approach more systematic, the council will
focus on practical steps that are deliverable within current capacity and can
be evidenced.
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Use the survey mobilisation programme to improve direct inspection
coverage, with quality checks in place
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Agree a single evidence note format for material decisions, including
confidence grading and review date
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Introduce a light touch quarterly trend review using repairs, damp and
mould and complaint’s themes to identify hotspots
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Improve how completed works are recorded so actions are closed with
evidence and an audit trail
Residents experience the stock as a home, not a dataset.
What residents tell the council is often the first sign that something is
failing. It also shows the real impact when problems are not put right. The
council treats resident insight as evidence. It helps target inspections, shape
investment choices, and test whether improvements are being felt.
The council uses four main routes, because each tells a
different part of the picture.
The council draws on several routes because each shows a
different part of the picture. Taken together, they help the council do four
practical things.
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Target surveys and inspections, including repeat problem areas
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Sequence non safety investment where there is a choice
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Set quality expectations for works, including completion evidence and
follow up checks where needed
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Improve communication, access planning and disruption management
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What residents say matters most
Across all sources, residents consistently keep
telling the council the same things matter
most to them. The council will use these themes as tests when setting
priorities, sequencing work and setting delivery standards.
Repairs that fix the problem,
not repeat it
Residents want repairs completed done
properly first time, with appointments kept, reduction in
repeat appointments, clear
updates and good quality workworkmanship.
Over the next 12 months, the council will build a more systematic way of using
repairs history and long running cases to identify repeat problems and target
prevention work.
Comfortable dry and secure
homes, with damp and mould dealt with at the cause
Residents want damp, mould, leaks and water ingress tackled at source.
The council will use repeat cases, repairs records and survey findings to
prioritise moisture management and bundle the right works, not only treat
symptoms.
Warm homes with reliable hot
water services
Residents want rapid action when heating or hot water fails, especially
where vulnerability increases risk. The council will use breakdown history and
repeat failures to help target replacement decisions and improve follow up
processes and actions.through.
Estates and communal areas that
feel cared for
Residents judge the landlord through cleaning, lighting, paths, bin areas,
pests and secure access. The council will use estate inspection findings, Housing
Area Panel issues raised and complaint’s themes to help
target estate-based investment and maintenance.
Visible hazards closed quickly
and with evidence
Residents raise hazards such as electrical issues, water ingress or
leaks, fire and safety concerns. The council will triage these quickly, assess
risk, and close actions with evidence. Where a risk remains, the council will
be clear about what mitigation is in place in the
meantime.
Clear updates and fewer
surprises
Residents want to know what is happening, when, and what changes if plans slip.
The council will improve how it explains next steps, changes and review dates,
especially where changes are material.
Safe and accessible routes to
report and take part
Some residents do not feel safe or confident reporting issues, sometimes
due to language barriers or fear. The council will build safer and more accessible
routes and will use targeted engagement to understand and reduce barriers.
Planned works that feel
predictable and fair, including for leaseholders
Residents want clearer local plans. Leaseholders want confidence in
quality, guarantees, consultation and documentation. The council will improve
planned capital works information over time and will follow statutory
consultation requirements for major works as the foundation not
the ceiling for consultation, also
seeking to follow and further develop our enhanced engagement
approach..
What STAR 2025 to 2026 tells us
STAR 2025 to 2026 shows tenant perception is improving.
Overall satisfaction is 71 %percent,
up 4 percentage points. Repairs satisfaction and the measure on whether the
council listens and acts have both improved. Complaints handling remains the
lowest scoring area, although it has improved. 62%
percent of tenants feel they have a say in how services are run.
Benchmarking places the council in the top quartile for eight measures compared
with other councils with more than 10,000
homes.
This supports the plan’s focus on reliability, clearer
communication and a visible feedback loop. It also underlines that there is
more work to do, especially on complaint handling and consistent follow
through.
Improving engagement and the feedback loop over the next 12 months
The council recognises engagement and feedback loops are not
yet consistent. This year will be focused on putting the foundations basics
in place so resident insight is gathered in a more structured way, used
consistently in decisions, and reported back in a way residents can see how
their input has influenced decisions and services..
The council’s commitment promise
for the next 12 months
The council will focus on a small number of changes
residents should feel in day-to-day life.
•
Safety and legal duties come first
•
The council will be clear about what residents can influence and what
they cannot
•
The council aims to share regular updates on progress, including what
changed, why, and what happens next
•
The council will refresh this plan each year, linked to the Housing
Revenue Account annual budget cycle
Some work is not optional. Safety and statutory compliance
works must be donecompleted.
Residents can still influence pace, quality,
communication, access arrangements and how disruption is reduced. Where there
is discretion, residents can influence sequencing and design choices for non-safety
investment within the approved budget.
How residents will shape choices this year
This year the council will run quarterly budget meetings
with residents. These sessions will include discussions about homes, what
residents are experiencing, and the choices the council can offer and make
within the approved budget.
To keep this deliverable and meaningful, the council will
use the following ree clear
routes for input.
Quarterly resident budget
sessions
Housing Area Panels
Feedback signposted through Homing In
Resident Engagement Strategy
Focus group resident meetings
Minimum feedback loop and how residents will track it
After each quarterly resident budget session, the council
aims to publish a one-page plain English summary that shows what residents said
and what happens next, including what could not change and why. The council
will also summarise what residents influenced through the annual refresh of
this plan.
What residents can influence
Residents can influence non safety investment where the
council has discretion, mainly through sequencing and design.
Examples of decisions that residents can provide input and
share their priorities around communal improvements for consideration into our
programmes include:
•
Estate and communal improvements within
the available budget
•
Input into pre project plans and programmes
•
Which repeat problems are targeted first within prevention work
•
Residents can share concerns and priorities on how we plan and group
works in our programmes to reduce disruption
•
What information residents get before, during and after works
•
What feels fair when plans change, and what mitigations matter most
Residents cannot decide whether the council meets legal
duties. Safety and statutory compliance are not optional. Residents can
influence how the council delivers that work, including communication, access
planning, disruption controls and sequencing and specification of
work where there is a choice.
|
What residents will notice
|
How the council will show progress
|
|
Clearer
updates on safety programmes, what happens next and where access is needed
|
Updates
explaining progress, exceptions and what mitigation is
in place while risk is managed
|
|
Clearer
planned works information over time, including what is planned locally
|
Published
planned works information, with changes explained where plans move
|
|
Fewer
surprises when plans change, and clearer explanations of why
|
A clear
summary of material changes, why they happened and the next review point
|
|
Proof
that resident feedback changed something
|
A one page
“you said, we did” summary after each session where practicable, with a
record kept
|
|
Clearer
ways to take part, including for people who do not attend meetings
|
Published
dates for the next sessions, Area Panel update dates, surveys, development
of more on-line engagement options, and the
Homing In feedback route
|
Quarterly rhythm linked to the Housing Revenue Account cycle
April to June
Launch of the Pplan and
early delivery opportunities and risks. Resident
input on sequencing and design choices where there is discretion. Publication
of “you said, we did” and any material changes explained.
July to September
Midyear update and emerging themes. Resident input on which estate
issues come first and how disruption is reduced. Publication of “you said, we
did” and a progress update.
October to December
Draft options for next year. Resident input on what should be protected, and
which trade-offs feel fair. Publication of “you said, we did” and draft
priorities for discussion.
January to March
Proposed plan for the year ahead linked to HRA budget rent
setting. Final resident input on non-safety sequencing and communications
before budget decisions. Publication of “you said, we did” and a clear summary
of changes.
There is more investment required need
than the council can deliver at once. This section explains how the council
makes choices that are consistent, explainable and affordable. It is designed
to protect safety and legal duties first, while making any discretion clear.
The prioritisation ladder
The ladder is the council’s shared way of sorting work.
Every material decision is traceable to one priority. If something does not
fit, the council will challenge whether it should go ahead.
|
Priority
|
Meaning in plain English
|
Examples of work
|
|
1 Safety
and legal duties
|
Work the
council must do to keep people safe and meet the law. This comes first and is
protected.
|
Fire safety
actions and statutory compliance works following inspections. Urgent hazard
controls.
|
|
2 Homes
and buildings at risk of major failure
|
Work needed
to stop homes falling below basic standards or buildings failing.
|
Failing
roofs, structure, external fabric, or building services where breakdown would
cause serious harm or rapid deterioration.
|
|
3 Fix the
cause and prevent repeat problems
|
Work that
stops the same problems coming back and reduces harm over time.
|
Damp and
mould work that address the cause. Works to stop recurring leaks. Targeted
work in repeat repair hotspots.
|
|
4 Improve
day to day living
|
Improvements
to shared spaces and estates where evidence shows benefit and the budget
allows.
|
Communal and
estate improvements that improve safety, security, accessibility or
cleanliness.
|
|
5 Longer
term solutions
|
Decisions
where routine investment is not the right answer and options must be tested.
|
Options
appraisals for complex buildings. Major remediation choices. Regeneration or
disposal decisions.
|
Decision guidelines rules when
priorities compete
These guidelines rules
apply across repairs, compliance, damp and mould, planned works and major
projects.
Higher priority comes first
A lower priority can only override a higher one if there is a recorded, time
limited exception that states why, what is being done in the meantime, and when
the decision will be reviewed.
Priority 1 is protected
When budget or capacity is constrained, the council slows or pauses
lower priorities first, so safety, regulatory
and legal duties remain deliverable.
Within a priority, preventing harm
comes first
The council prioritises by likely harm, including Housing
Health & Safety
Rarting System
hazards, vulnerability, health impact, and the risk that the issue
escalates if it is not addressed.
Fix the cause where possible
Where there is a choice, the council prioritises permanent fixes that
remove the cause of failure over controls that rely on repeated attendance or
tight ongoing management.
Reduce repeat failure and repeat
disruption
Where it does not conflict with priorities 1 and 2, the council prioritises
work that reduces recurring issues and avoids repeat visits, and repeat
disruption and supports planned preventative solutions.
Deliverability is part of the
decision
Access, procurement lead times, legal implications, contractor
capacity, decant requirements and dependencies are considered. Where
deliverability limits pace, the council re sequences transparently and puts
interim controls in place.
Stay within the approved
affordability envelope
The council prioritises within the approved Housing Revenue Account
budgets and governance decisions. Where costs rise or new duties emerge, the
council retests priorities and escalates decisions through governance.
The council does not wait for perfect information to manage
risk. Decisions are made using the best available evidence.
Material trade offs
Material trade-offs are recorded so it is clear what
changed, why, and when it will be reviewed. They are reviewed through the
annual refresh, and earlier if a trigger occurs.
A trade-off is material if it:
•
Delays Priority 1 delivery
•
Changes a published commitment
•
Affects a whole block or estate
•
Increases reliance on interim controls
•
Creates significant disruption, including decants
•
Has a material affordability impact
Worked examples
Example 1 Safety comes first
Fire safety actions are required in a block. Kitchen and bathroom
replacements are also due. Fire safety is Priority 1. Kitchen and bathroom
replacement is usually Priority 2. The council protects Priority 1 delivery and
re sequences Priority 2 work, starting with homes where failure is causing the
most harm. Where a delay could increase harm, the council uses time limited
interim controls such as targeted inspections or short-term repairs or
other mitigation until planned replacement.
Example
2 Two non-safety options compete and residents influence sequencing
Two estate improvement options both sit in Priority 4, but the available
budget will not fund both this year. The council uses evidence on harm and
recurring problems to narrow the choice, and residents influence sequencing and
design within that constraint. The council sets out the options in plain
English, including what is in scope and what is not. The council then records
the decision and review date and explains what changed as a result.
This section sets out the council’s rolling five-year view
of Housing Revenue Account capital investment. It is refreshed every year
through the budget setting process. It separates what is funded now from what
is planned next and what is still indicative.
The council approves Year 1
capital funding through the HRA budget process. Years 2 to 5 are published as a
planning view and are refreshed each year as evidence, costs and delivery
capacity change.
Cabinet has approved a new capital programme budget of
£79.640m for 2026/27 financial year, within a revised capital budget of
£126.339m. Cabinet has also approved recommended
earmarking £1m of reserves against disrepair claims for 2026/27.
Year 1 committed budget 2026 to 27
|
Programme
|
Year 1 committed budget
|
What it covers
|
|
New
supply
|
£72.056m
|
Acquisitions
and delivery programmes including Home Purchase Policy, Local Authority
Housing Fund, Large Panel System buy backs, small sites delivery, and named
schemes within the Hhousing
led programme
|
|
Health
and safety
|
£17.731m
|
Fire safety
and asbestos management, fire doors, electrical compliance testing and
rewires, condensation and damp works, lifts, and water safety
|
|
Major
works
|
£16.469m
|
Major
project workstreams and structural repair activity, plus projects to be
confirmed in later years
|
|
Planned
works
|
£9.468m
|
Door entry
and CCTV, ventilation and lighting systems, cyclical repairs and decorations,
kitchens and bathrooms, windows, roofing, gutter clearance, and service
risers
|
|
Sustainability
|
£5.365m
|
Domestic and
communal heating improvements, energy efficiency and low carbon heating,
solar PV, and cavity wall insulation
|
|
Other
|
£5.250m
|
Disabled
aids and adaptations to homes to support
independent living, housing ICT
systems, minor capital works, major empty property works, and
environmental improvements
|
The number of homes that will benefit from the capital works
programmes in 2026/27 is 973. Our proposed programme of major capital works for
the current and future years is included in the appendix Majors Five Year
Programme Majors 5 Year Programme.docx
What the capital programme is designed to achieve
The programme is used to keep residents safe, protect the
life of buildings and improve quality over time. It also helps reduce repeat
problems and avoid higher long-term costs.
Protect building fabric and
reduce repeat repairs
External repairs and decoration maintain the outside of buildings and can
reduce responsive repairs by addressing common failures earlier.
Improve windows and roofs to
protect homes
Window replacement and roofing programmes protect building fabric and support
better insulation and energy efficiency, helping reduce condensation and damp
risk.
Keep homes to standard through
targeted replacements
Decency and property standard replacements keep homes to standard. Detailed
surveys are used ahead of programmes to confirm which homes meet replacement
criteria.
Manage complex stock and major
projects safely
Major works and options appraisals are used where routine investment is
not the right answer and longer-term decisions are needed.
Support warm homes and
sustainability measures where viable and funded
Energy investment supports warm homes, affordable bills where possible,
and longer-term sustainability where works are viable and funded.
Programme maturity over the next 12 months
The council is not yet in a position to publish a detailed
five-year schedule for each programme line across all assets. Over the next 12
months the council will strengthen programme detail by improving stock
condition evidence, increasing survey coverage, and improving the link between
surveys, repairs trends and planned works targeting. The annual refresh will
publish a stronger programme view, including clearer scope and sequencing
assumptions.
How to read the five-year view
Year 1 committed: Budget
approved for the year, with a delivery route in place. Delivery still depends
on access, procurement and contractor capacity.
Years 2 to 3 planned: The
council’s current planning position for the next two years. It is expected to
proceed, but scope and reach can change as survey evidence improves, costs move
and delivery capacity is confirmed.
Years 4 to 5 indicative: The
direction of travel based on best available evidence and current affordability
planning. It is re tested at each annual refresh.
This section sets out what the council plans to deliver this
year, what could delay delivery, and how residents will be kept informed. It is
the delivery plan for the Year 1 committed programme set out in Section 7.
What the council will publish
To keep reporting simple and deliverable, the council aims
to publish one short plain English update in Homing In after each quarterly
resident budget session. This will include:
The annual refresh of this plan will provide the year end
summary of delivery and the updated one year and five-year investment view.
We will publish and provide updates on our web site of this
plan and our programmes providing details of these and how we are progressing.
Surveys and evidence building this year
The council plans for stock condition surveys to start from
Julyne 2026
and to complete a full survey of all properties within two years. If
mobilisation slips or access rates are lower than planned, the council will:
•
Focus surveys first on higher risk homes and blocks
•
Increase targeted inspections triggered by repairs, damp and mould
cases, complaints and disrepair risk
•
Use interim controls so safety and health risks are managed
The council will not delay safety action while it waits for
better data.
Delivery milestones
|
Quarter
|
What the council plans to deliver
|
What residents should notice
|
How the council will show progress
|
|
MayApr to
Julyn
|
Mobilise stock condition surveys, including quality checks
and the access approach
|
More survey appointments, with clearer letters and
reminders
|
Update confirms mobilisation status and early completions
|
|
May Apr to
Julyn
|
Hold the first quarterly resident ‘Bbudget
and asset management’ session
and share the key messages with all residents.first
Homing In update
|
A plain English update that shows what happened and what
changed
|
Resident Homing In
update shared, including any re sequencing explained
|
|
Jul to Sep
|
Use early survey learning and service signals to update
targeting for planned works and prevention
|
Clearer targeting, with an explanation of what changed and
why
|
Resident Homing In
update explains what changed in targeting and why
|
|
Jul to Sep
|
Strengthen the damp and mould pathway so causes are
identified earlier
‘Budget and asset management’ session
|
Clearer next steps after reporting damp and mould
|
Resident Homing In
update includes pathway changes and a small number of hotspot actions
|
|
Oct to Dec
|
Share the mid-year delivery position, including any
material trade offs
|
Clear explanation of delays and new dates, with reasons
|
Resident Homing In
update includes material changes and the next review point
|
|
Oct to Dec
|
Share the early shape of next year’s non safety priorities
‘Budget and asset management’ session
|
Earlier visibility of options and trade offs
|
Resident Homing In
update explains what is in scope to influence
|
|
Jan to Mar
|
Publish the year end position and carry overs
|
Clear close out, not a reset
|
Annual refresh sets out what was delivered, what moved,
and why
|
|
Jan to Mar
|
Refresh the plan for the year ahead, aligned to the HRA
budget rent setting and HRA
cycle
‘Budget and asset management’ session
|
Clear link between evidence, priorities and budget
|
Updated plan published as part of the annual refresh cycle
|
Building capacity and capability
This year includes steps to strengthen capacity that
supports delivery. Some elements depend on recruitment, procurement and
existing resources, so the council will be clear about what is in place and
what is being built.
|
Capability area
|
What the council will do this year
|
Why it matters
|
How the council will show progress
|
|
Evidence capacity, surveys, quality and analysis
|
Mobilise surveys, put quality checks in place, and
establish a baseline update process. Build capacity so survey learning
changes targeting decisions
|
Data is only useful if it changes what the council does
|
Updates show survey progress and what survey learning
changed
|
|
Planned works delivery capacity
|
Strengthen programme management capacity for major and planned
capital works programmes
|
Surveys will identify need. Without capacity, delivery
will slip
|
Capacity actions and delivery grip reflected in updates
over time
|
|
Damp and mould root cause capability
|
Strengthen diagnostics and the hand off between repairs
and planned works, so causes are fixed earlier and delivery
capacity is increased
|
Reduces repeat cases and repeat disruption
|
Updates include hotspot actions and trend position
|
|
Procurement and contract management capacity
|
Maintain a forward looking
procurement plan , and robust
contract performance grip and build capacity to
deliver works
|
Procurement delays are a common cause of slippage
|
Updates reflect key procurement milestones and any impacts
|
|
Engagement capacity and quality
|
Publish session dates early and widen participation beyond
usual attendees
|
Resident engagement influence
must be credible and influence
decisions and service delivery
|
Updates include what residents said and what changed
|
|
Options and decision capacity for complex assets
|
Set clear decision points and decision record discipline
for complex assets and major choices
|
Prevents drift and unmanaged interim controls
|
Decisions and review points reflected through governance reporting
|
Governance has three rolesjobs.
Direction and decisions: Agree
budgets, approve major decisions, and set direction.
Delivery grip: Track
delivery, remove blockers, and make changes visible.
Assurance: Check that
records can be trusted, work is completed to the right standard, and risks are
controlled.
|
Forum
|
What it is responsible for
|
Decisions it can make
|
Typical escalations to this forum
|
|
Cabinet
and full Council budget process
|
Approves the
HRA budget and major strategic decisions
|
Approves
Year 1 HRA capital budget and material changes to budgets or approach
|
Major budget
change, major long-term options decisions, decisions with significant
leaseholder impact. Decisions of over £1m
value and / or effects 2 or
more wardsi
|
|
Overview
& Scrutiny Committees
|
Cross
party review, Public challenge and assurance
|
Makes recommendations and requests updatesReviews
decisions, policies and performance,
|
Repeated
slippage, value for money concerns, resident impact concerns, weak governance
grip Reports may be taken
to Scrutiny for review before decision or may be called in
by Scrutiny for review.
|
|
Great
Landlord Board
|
Strategic assurancegrip
across linked improvement programmes
|
Agrees
priorities for attention, confirms cross service actions and escalation
|
Cross
programme blockers, material delivery confidence issues, material trade-offs
requiring senior direction
|
|
Housing
Leadership Team
|
Housing wide
delivery assurancegrip
|
Agrees
recovery actions, owners and timescales within approved budgets
|
Delivery
slippage, capacity gaps, access failure affecting safety, contractor
underperformance
|
|
Housing
Safety and Quality Assurance Boardleadership
route
|
Compliance
monitoring Technical grip and assurance on
safety and quality compliance
controls
|
Agrees
interim controls and technical approach for safety and quality delivery
|
New or
increased safety risk, enforcement action, weaknesses in compliance or closure
evidence for safety actions
|
|
Programme
delivery groups
|
Day to day
delivery management
|
Mobilisation,
sequencing and performance management within agreed programmes
|
Programme
slippage, procurement delays, quality failures, resource gaps
|
|
Resident engagement
routes including Area Panels and quarterly resident sessions
|
Tracking
progress and shaping choices where there is discretion
|
Influences
sequencing and design choices where there is discretion and challenges
disruption plans
|
Issues
residents say are not improving, concerns about fairness, quality,
disruption, follow through
|
Reporting cadence and how residents can track progress
The council will keep reporting simple and consistent
predictable so residents can track
progress and see what has changed and why, including exceptions.
After each quarterly resident budget session linked to the
Housing Revenue Account budget cycle, the council aims to publish a short plain
English update in Homing In. It will summarise what was discussed, what
residents said, what will change as a result where there is discretion, and
what happens next.
Once a year, the council will publish an annual refresh of
this plan. This will set out what was delivered, what changed and why, what has
moved into the next year, and the updated one year and five-year investment
view.
Reporting frequency
|
Reporting product
|
What it is for
|
Frequency
|
What it will always include
|
|
Resident
Homing In update following quarterly
resident engagement session
|
Public
update on delivery, changes and next steps
|
Quarterly
|
Delivered,
slipped and why, re sequencing and review dates, exceptions, learning and
what changes next
|
|
Quarterly
resident engagement sessions
linked to the HRA budget cycle
|
Resident
input on sequencing and design choices where there is discretion
|
Quarterly
|
What is in
scope to influence, constraints, options where relevant, and what will be
published after
|
|
Housing
Area Panel updates
|
Local issues
and estate priorities
|
Quarterly
|
Local
progress, local exceptions, next steps
|
|
Annual
refresh linked to the HRA cycle
|
Updated
baseline, updated investment view and updated delivery plan
|
Annual
|
What
changed, why it changed, and what happens next
|
Assurance activity and proportionate checking
Assurance is how the council checks that work is satisfactory
and compliantreal, records are reliable, and risks
are controlled. It focuses on completion evidence, quality, and follow through.
The council is strengthening its assurance approach. Some
assurance activity is already in place through management reporting, system
updates and governance. Over the next 12 months the council will build a more
consistent approach across programmes.
What is in place now
•
Monthly compliance performance reporting
•
Key compliance areas are monitored through monthly performance reporting
and
•
exception review by service leadership.
Clear closure and audit trail
through system updates
Teams update the housing system when work is completed so actions can be closed
with evidence and there is a clear audit trail.
Survey quality and follow up
actions
Surveys are recorded into the housing system, supported by photos and details
where needed. Surveys trigger referrals for repairs and specialist follow up,
including damp and mould cases. When coverage for an area is completed,
findings and trends are reviewed and used to target investment.
Formal governance review
Progress against this plan is reviewed through Housing Safety & Quality
Assurance Board for compliance purposes, Leadership
Team through the normal delivery assurance grip routes,
and through the annual refresh.
How findings feed improvement
The council will use learning from assurance activity,
resident feedback and service experience to improve delivery and target
investment more effectively. This will include:
•
Reopening and completing actions where work is not properly closed
•
Improving processes, training and contract management where issues
repeat
•
Adjusting targeting where repeat problems show a prevention opportunity
•
Improving communications and access planning where residents report
avoidable confusion or disruption
The council will also strengthen the learning loop by:
•
Updating the housing system when works are completed so impacts on
standards, future budgets and energy efficiency can be tracked
•
Reviewing findings and trends when survey coverage for an area is
completed and using this to target planned investment
•
Improving publicly available information about planned programmes as
programme maturity improves
Key risks will be reflected in the housing risk register and
reviewed through the council’s normal corporate risk route.
Leaseholders and planned & major works
Where major works affect leaseholders, the council will
follow statutory consultation requirements and agreed enhanced
early engagement practice. Where practicable, the council will
also use existing involvement routes to support early awareness ahead of formal
consultation, including residents’ associations, the Leaseholders Action Group,
Housing
Area Panels and our resident engagement strategy will provide
regular resident meetings and method of resident engagement including updating.
Triggers for escalation and re sequencing
Issues will be escalated and work re sequenced when risk,
affordability or deliverability changes. This is supported by routine
monitoring, including monthly compliance performance reporting and formal
review points through the appropriate governance route.Housing
Leadership Team.
Triggers include:
•
Serious incident, near miss, or enforcement action
•
New safety risk or loss of an interim control
•
Sustained rise in repeat problems, complaints or disrepair claims
•
Material delivery failure including contractor underperformance or
access failure
•
Procurement delay or mobilisation slippage that changes delivery windows
•
Material budget change or major cost movement movement
adversely impacting
delivery.that reduces reach
•
Change in legal or regulatory requirements that changes scope
•
Decision affecting a whole block or estate, or a large number of homes
•
Any change that delays a published Year 1 commitment or changes scope
materially
When a trigger occurs, the council will:
•
Explain what changed and why
•
Confirm what is being done in the meantime to manage risk
•
Confirm the review date and where the decision sits
•
Make the change visible through the next resident update
and the annual refresh where the change is material
