ASSET MANAGEMENT STRATEGY 2014/15 - Berneslai ...
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ASSET MANAGEMENT
STRATEGY
2014/15
A fresh approach to people, homes and communities
Berneslai Homes Limited is a company controlled by Barnsley Metropolitan Borough Council.
A company limited by guarantee, registered in England and Wales, number 4548803.
Registered Office: Gateway Plaza: PO Box 627, Barnsley S70 9FZ www.berneslaihomes.co.uk
TABLE OF CONTENTS
Section Page
1.0 BACKGROUND AND STRATEGIC CONTEXT
1.1 Berneslai Homes, Background and
Company Structure 4
1.2 The Barnsley Context 6
1.3 Company Vision, Aims & Objectives 7
1.4 The fit with the Strategic Housing 7
Context in Barnsley
1.5 The Housing Market – Key Facts and 8
Figures
2.0 ASSET PROFILE
2.1 Asset History 11
2.2 Stock Levels and Mix 12
2.3 Community Centres 13
2.4 Sheltered Housing 15
2.5 Other Communal Facilities 18
2.6 Shops 18
2.7 Garages 18
2.8 Stock Condition Surveys and the 20
Decency Modelling System
3.0 RECENT INVESTMENT IN THE HOUSING STOCK
3.1 Decent Homes & Barnsley Home 22
Standard
3.2 Repairs and Planned Maintenance 24
3.3 Area Regeneration 27
3.4 New Build & Acquisitions 28
3.5 Environmental Improvements 31
3.6 Equipment and Adaptations 31
3.7 Biomass and Low Carbon Technology 32
3.8 Other Partnership and Collaborative 32
Working
2
4.0 STOCK SUSTAINABILITY AND FUTURE INVESTMENT
4.1 Strategic Context 34
4.2 Area and Property Profiling 34
4.3 The 30 Year Investment Plan 35
4.4 The Barnsley Homes Standard 35
4.5 The Barnsley Homes Plus Standard 36
4.6 New Build and Stock Acquisition 36
4.7 Moving to a Lower Carbon Future 37
4.8 Customer Engagement, Equality and 40
Involvement
4.9 Challenge Berneslai Panels 41
5.0 FINANCE AND PROCUREMENT
5.1 Self Financing Over View 43
5.2 Revenue and Capital Resources 43
5.3 Information and Technology Systems 45
5.4 Procurement 46
5.5 Continuous Improvement 46
6.0 THIRTY YEAR STOCK INVESTMENT CAPITAL
PLAN
6.1 Background 47
6.2 The 30 Year Investment Capital Plan 47
6.3 Key Risks to the Business Plan and the 47
Investment Capital Plan
6.4 Key Assumptions and Notes 48
GLOSSARY 49
Appendix A 30 Year Investment Capital Plan (2014-
2044)
3
1.0 BACKGROUND AND STRATEGIC CONTEXT
1.1 BERNESLAI HOMES BACKGROUND AND COMPANY STRUCTURE
Berneslai Homes is an Arms Length Management Organisation (ALMO) and has
delegated responsibility for providing housing management and maintenance
services on behalf of Barnsley Metropolitan Borough Council. Berneslai Homes
came into existence in December 2002 and is a company wholly owned by Barnsley
Council. Overseen by a Board of an independently appointed Chair and 9 Directors,
comprising 3 tenants, 3 council nominees and 3 independent members, the Board
has three sub committees. The company manages HRA Council homes and other
housing assets. This will remain the core business of the company. However, as
part of our diversification strategy we have expanded the range of services provided
including innovative work managing properties in the private sector and developing
regeneration schemes in partnership with the Council and registered providers,
where required. Berneslai Homes also uses its expertise to manage a small number
of Housing Association properties.
Underpinning the Board structure is a tenant involvement and engagement
framework, where customer interaction takes place on varying levels, with a key role
being played by the Barnsley Federation of Tenants and Residents Association. Bi-
monthly meetings take place with the Board, Executive and Federation to ensure
customer engagement on all key policy decisions is undertaken in a systematic way.
Our Customer Engagement Framework is fully agreed and supported by the Barnsley
Federation of Tenants and Residents and the Council. Our framework includes a co-
regulation scrutiny model organised and facilitated by the Barnsley Federation of
Tenants and Residents which monitors our performance against the national
standards and our local offers, and feeds into the production of our annual report.
The implementation of the Board’s policies and the day to day running of Berneslai
Homes are delegated to the Chief Executive and the Senior Management Team set
out below
4
Helen Jaggar
Chief Executive
Alison Rusdale Dave Fullen Stephen Davis
Director of Corporate Services Director of Customer & Estate Director of Assets, Regeneration
Services & Construction
Berneslai Homes manages the Council’s housing asset base of just under 19,000
homes including sheltered accommodation and community centres on its behalf and
provides all the landlord services to the council tenants in Barnsley. Responsibilities
include:
Rent collection.
Arrears recovery.
Repairs, maintenance, home standard improvements and regeneration.
Dealing with empty properties.
All tenancy matters.
Berneslai Homes is an independent company committed to working in partnership
with Barnsley Metropolitan Borough Council and the communities in which we work
to deliver high quality housing services to local people. It employs around 500 staff
to deliver the service which includes its own in-house construction service
responsible for two thirds of the responsive repairs, planned maintenance and decent
homes programme. The other third of this service is provided by its strategic private
sector partner, Kier.
5The Council has retained responsibility for housing strategy and policy,
homelessness and housing advice. In June 2009 Berneslai Homes was rated as a
three star organisation with excellent prospects for improvement by the Audit
Commission and has since been recognised as one of the top 100 best not for profit
organisations to work for and been awarded Investors in People Gold Standard. Our
Construction Services Division have also become MCS accredited (for the installation
of renewable technology) and have a 5* eco fleet. In December 2010 the Berneslai
Homes completed its Decent Homes Programme and the whole of the housing stock
meets the standard. To ensure this is maintained a new programme of improvement
works the ‘Barnsley Home Standard’ was launched in April 2011, completing
modernisation of around 950 homes annually.
Berneslai Homes has a service agreement contract with the Council, running until
2021.
1.2 THE BARNSLEY CONTEXT
The Asset Management Strategy is set within the context of and supports the wider
objectives of the Barnsley MBC Corporate Plan for 2012 –15. This sets out the
strategic priorities of the Council and its Partners and can be found on:
https://www.barnsley.gov.uk/media/2604690/Corporate%20plan%20bloc2%202012_1.pdf
Three strategic priorities have been identified. These are:
Growing the Economy
Changing the Relationship between the Council and the Community
Improving People’s Potential and Achievement.
The Council are committed to driving change and improvements to achieve great
things:
A brighter future where people achieve their potential;
A better Barnsley where our residents think and feel we are making a
difference together; and
Working together with our communities.
For housing this means boosting the supply, delivering a broad housing mix which
brings about better access, more choice and a step change in the type and quality of
housing.
Berneslai Homes are a valued partner to the Council and other partners. The
management of the Council’s Housing Stock and this Strategy must also help and
support the Council’s strategic priorities and commitments for the borough.
61.3 COMPANY VISION, AIMS AND OBJECTIVES
The Berneslai Homes Board recognises that to achieve the Council’s strategic
priorities we always need to adopt:
“A fresh approach to people, homes and communities”
and this is our mission statement.
In order to translate this mission into reality we have set four strategic objectives for
the company. These are:
To deliver excellent Customer Services
To continue to deliver sustainable communities which are safe, healthy and
attractive neighbourhoods which are accessible to all
To actively contribute to and influence partnership working within Barnsley and
the sub-region
To be a successful well managed company
Company Values
Our approach to achieving these strategic objectives is embedded in our strap line,
Great Place, Great People, Great Company.
1.4 THE FIT WITHIN THE STRATEGIC HOUSING CONTEXT IN BARNSLEY
The Council’s Housing Strategy 2014 to 2033 aims to ensure that housing needs and
aspirations are met. The strategy defines the key housing objectives for the borough
for the next 20 years and these are:
To support new housing development which creates a thriving and vibrant
economy
To ensure the design and delivery of new high quality, desirable and
sustainable homes
To make best use of the existing housing stock in Barnsley
To develop strong, resilient communities
To support younger, older and vulnerable people to live independently
The work of Berneslai Homes supports all of these objectives, with the key fit being
the third of these activities. The implementation of the strategy is overseen by a
Strategic Housing Partnership Board and of which Berneslai Homes is a member.
All Council owned land identified for Housing Development is brought to the Joint
Asset Management Group (JAMG) for appraisal purposes. Berneslai Homes is part
of this group.
71.5 THE LOCAL HOUSING MARKET – KEY FACTS & FIGURES
Dwelling Ownership and Total Stock
Ownership Nos. Percentage
Council Housing 18,885 18%
Housing Association 2,165 2%
Owner-Occupied 64,720 61%
Private Rented 14,375 14%
Undetermined but not 4,830 5%
Council Housing
Total 104,975 100
st
Source: SHMA 2014, 2011 census & Council housing stock number 31 March 2014
Council House Waiting List and Number of Lettings
Year (as at 1st April) Total households Total No. of Lettings
on Waiting List * Including Transfers
2005 5563 1622
2006 6694 1439
2007 6487 1442
2008 6097 1264
2009 7804 1269
2010 7668 1368
2011 6931 1385
2012 6242 1659
2013 6121 1496
2014 5568 1808
* Excludes transfer applicants
Owner Occupation – Buyer Affordability in Barnsley
Year Lower Quarter Lower Lower LQ Income to
House Price Quartile Quartile House Price
Gross Income Annual Gross ratio
per Week Income
Barnsley £73,000 £338 £17,576 4.15
Yorkshire &
Humberside £92,167 £337 £17,540 5.25
Average
Sources: CLG House Price Statistics Q1-Q3 2011; Annual Survey of Hours and Earnings 2011
In terms of relative affordability, Barnsley is more affordable than the regional
average.
8Council House Right to Buy Sales
04/5 05/6 06/7 07/8 08/9 09/10 10/11 11/12 12/13 13/14
961 343 214 174 37 30 30 40 91 111
New Build Completions in Barnsley
Year Net Completions
2008-09 830
2009-10 900
2010-11 1,010
2011-12 1,170
4 year Total 3910
yearly average 978
Source: CLG House Building Completions
Average Council House Rents in Barnsley (Weekly Cost over 52 weeks)
2009/10 £53.38
2010/11 £54.94
2011/12 £59.40
2012/13 £64.58
Source HSSA Returns
Average Private Rents in Barnsley (Weekly)
1 Bed 2 Bed 3 Bed
2009 £80.00 £98.00 £99.00
2010 £80.00 £90.00 £98.00
2011 £80.00 £92.00 £98.00
2012 £80.77 £91.15 £108.46
Source: SHMA 2014 and 2011
New Build Activity
The Barnsley Core Strategy sets out the overall vision, spatial and planning policies
for development in Barnsley from 2008 to 2026. The Core Strategy set a target to
deliver an additional 21,500 new homes by 2026 (1,200 per year). In the last four
years Barnsley has delivered almost 4,000 new homes across all tenures, but mostly
for owner occupation.
The 2014 Barnsley Council Strategic Housing Market Assessment says that there is
a shortfall of 295 affordable homes each year in the borough. In terms of the split
between social rented and intermediate tenure products, the household survey
identified tenure preferences of existing and newly-forming households. This
suggests a tenure split of 232 affordable (social) rented and 63 intermediate tenure.
9Housing association partners continued to deliver most new affordable housing within
Barnsley assisted in part by reduced value land supply from the Council. The
Affordable Homes Programme 2015-18 and the New Homes Bonus are likely to see
the programme continue all be it with reduced grant levels.
Following the successful conclusion of Local Authority Challenge programme, in
2012 when Berneslai Homes programme managed the construction of 75 new
homes for the Council a further Council new build programme is being delivered.
This is funded mostly from savings delivered from within the HRA where £12.825
million has been approved in the 2014-2019 capital programme. A small level of
HCA grant funding has also been sought for early schemes delivered by March 2015.
In total the funding will allow around 110 new build homes to be constructed by 2019.
102.0 ASSET PROFILE
2.1 ASSET HISTORY
The borough itself is divided up into eleven main areas namely:
Lundwood – Athersley – Cudworth – Town – West – Penistone – Dearne –
Worsbrough – Kendray – Wombwell and Hoyland,
Prior to 1974 the borough was divided into the urban borough of Barnsley and a
number of urban and rural districts, all with housing responsibility and provision.
Local Government re-organisation in 1974 saw the creation of the Metropolitan
Borough and amalgamation of the housing stock into its current format. At that time
the stock stood around 36,000 dwellings.
The Council housing stock in Barnsley consists of varying housing types with the
oldest stock being 19th century and ‘Pre war’ homes represent approximately 30% of
the total. Most of this pre war stock was constructed in the 1920’s and 30’s, on
estates designed to meet the needs of families. The majority of these homes being
two and three bed semi-detached properties. Typically these are lower density
estates with each property having a front and rear garden. The design and layout of
these estates are modelled on cottage garden estates prominent at the time.
The next period of council house building took place post war and lasted into the
1960’s. Again this represents about 30% of stock level. During this time a number of
large new communities were created as a result of town centre clearance schemes,
for example Athersley and New Lodge. Again the majority of homes built during this
period were designed for families, with some bungalows spread amongst the estates.
However densities were higher and estates included a number of flats. There were
also a significant number of non traditional homes built, using a variety of
construction methods such as concrete and steel frame construction. Barnsley did
not embrace to any great extent the concept of high rise living in the 1960’s, with only
three seven storey blocks developed together on the edge of the town centre.
A further large period of council housing in Barnsley was built in the 1970s. This
makes up the remainder of the stock around 40%. The majority of these homes are
smaller units which provide accommodation for single people, couples or the elderly.
Most of the category two elderly person’s schemes were constructed at this time.
A small programme of Council House new building took place between 2009 and
2012 under the Local Authority Challenge Programme, a programme established to
help the struggling construction industry at a time of rapid economic downturn. This
enabled 75 new dwellings to be built in 5 schemes across the borough.
112.2 STOCK LEVELS AND MIX
The Berneslai Homes portfolio of socially rented dwellings is:
Traditional Dwellings
1. Pre-1945 small terrace houses (less than 70 square metres) 229
2. Pre-1945 semi-detached houses 3947
3. All other pre-1945 houses 951
4. 1945-64 small terrace houses (less than 70 square metres) 26
1945-64 large terrace/semi-detached/detached houses (large: 70
5. 3282
square metres or more)
6. 1965-74 houses 760
7. Post-1974 houses 294
Non – Traditional Dwellings
8. All houses 1626
Traditional and Non – Traditional Dwellings
9. Pre-1945 low rise (1-2 Storeys) flats 133
10. Post-1945 low rise (1-2 Storeys) flats 2770
11. Medium Rise (3-5 Storeys) flats 99
12. High Rise (6+ Storeys) flats 131
13. Bungalows 4637
Total All Dwellings 18885
Table 1 – Number of dwellings owned by the authority (BPSA format April 14)
122013/14 Change in 2012/13 2011/12 2010/11
number
Property Type Total % of from Total % of Total No. % Total No. %
No. total previous No. total of total of total
stock year stock stock stock
3 bed house 7856 41.6% -85 7941 41.9% 8013 42% 8051 42%
2 bed house 2932 15.5% +12 2920 15.4% 2934 15.4% 2933 15%
1 bed bungalow 2308 12.2% -1 2309 12.2% 2308 12.1% 2308 12%
2 bed bungalow 2296 12.2% -3 2299 12.1% 2302 12.1% 2297 12%
1 bed flat 1734 9.2% - 1734 9.1% 1736 9.1% 1747 10%
2 bed flat 1249 6.6% -5 1254 6.6% 1257 6.6% 1255 7%
4 bed house 220 1.2% +4 216 1.1% 216 1.1% 213 1%
Bedsit 135 0.7% -1 136 0.7% 134 0.7% 150 1%
1 bed house 78 0.4% - 78 0.4% 78 0.4% 79 0.4%
3 bed bungalow 33 0.2% - 33 0.2% 31 0.2% 28 0.1%
3 bed maisonette 17 0.09% - 17 0.1% 17 0.1% 17 0.1%
3 bed flat 14 0.1% - 14 0.1% 13 0.1% 14 0.1%
5 bed house 7 0.04% +3 4 0.02% 4 0.02% 3 0.02%
6 bed house 1 0.01% - 1 0.01% 1 0.01% 1 0.01%
3 bed house / shop 5 0.03% -4 9 0.05% 10 0.1%
4 bed house / shop - - -1 1 0.01%
Totals 18,885 -81
Table 2 Housing Stock Breakdown by Bedroom Type and recent year changes.
st
As at 31 March 2014.
2.3 COMMUNITY CENTRES
Berneslai Homes manages 14 Community Centres on behalf of the Council. The
centres provide a vital resource to the local communities they serve.
Barnsley Federation of Tenants and Residents are based in one of the buildings in
the town centre. Each of the other centres has a management committee, two of
which have a lease for the premises.
It is our policy to develop and support local management committees to oversee and
take responsibility for the day to day operation of the premises.
We continue to work with the Council on a Community Buildings Review to ensure
best use of community assets.
The community centres are DDA compliant.
13The Community Centres with management committees are:
Burton Grange Community Centre Burton Grange
Cloughfields Community Centre Hoyland
Darhaven Community Centre Darfield
Darfield Road Community Centre Cudworth
Houghton Road Community Centre Thurnscoe
(Leased)
Manor Court Community Centre Royston
Silverdale Drive Community Centre Monk Bretton
New Lodge Community Centre Athersley
Prospect Road Community Centre Goldthorpe
Prospect Street Community Centre Town
(TARA HQ)
Valley Community Centre (Leased) Cudworth
Ward Green Community Centre Ward Green
Wilthorpe and Redbrook Community Wilthorpe
Centre
Worsbrough Bridge Community Centre Worsbrough Bridge.
Berneslai Homes also manages 18 other buildings that provide communal facilities to
local residents, mostly living in designated older person’s accommodation. These
are mostly former sheltered housing complexes that are no longer classified as such.
There are also 9 stand-alone laundries
Location Facilities
Chestnut Grove, Thurnscoe Lounge, Kitchen, Laundry
Collins Close, Dodworth Lounge, Kitchen, Laundry
Dog Hill, Shafton Lounge, Kitchen
Elm Court, Worsbrough Bridge Lounge, Kitchen, Laundry
Gray Street, Elsecar Lounge, Kitchen, Laundry
Hillcrest, Hoyland Lounge, Kitchen, Laundry
Honeywell, Town Lounge, Kitchen, Laundry
Kirk View, Hoyland Lounge, Kitchen, Laundry
Maltas Court, Worsbrough Dale Lounge, Kitchen, Laundry
Meadow Crescent, Royston Lounge, Kitchen, Laundry
Parkside, Hoyland Lounge, Kitchen, Laundry
Pollyfox, Dodworth Lounge, Kitchen, Laundry
Priestley Avenue, Kexborough Lounge, Kitchen, Laundry
Rosetree, Cudworth Lounge, Kitchen, Laundry
St Andrews, Hoyland Lounge, Kitchen, Laundry
Sunrise Manor, Platts Common Lounge, Kitchen, Laundry
The Valley, Mapplewell Lounge, Kitchen, Laundry
Wharncliffe, Gilroyd Lounge, Kitchen, Laundry
Location Facilities
14Brough Green, Gilroyd Laundry only
Crossgate, Mapplewell Laundry only
Darhaven, Darfield Laundry only
Fountain Close Laundry only
Hazelshaw Laundry only
Lea Royd Laundry only
Longley Close Laundry only
Prospect Street Laundry only
Woodfield Close Laundry only
2.4 SHELTERED HOUSING
The Council housing stock contains 20 sheltered housing schemes with 717 units of
accommodation; the profile of each is set out below.
All of the schemes have been reviewed and are sustainable in the short to medium
term. They are reviewed annually as part of area profiling.
All Sheltered Schemes are DDA compliant. The schemes all have regular fire risk
assessments and where there are residential blocks a fire alarm suitable for our stay
put policy until the emergency services arrive in the event of a fire.
Basic Profile Information on all Sheltered Schemes
Name Address Number
of Units Unit Types
Chestnut Chestnut Grove, Thurnscoe, 23 1 Bed Bungalows
Grove S63 0SS
1 to 25 Chestnut Grove No 4 or 17
Churchfields Berneslai Close, 34 34 - 1 Bed Flats
S70 2HL
Evens 2 to 24 Berneslai Close
1 to 22 Churchfields
Church 38 Church Street Close, Thurnscoe 30 12 - Bedsits
Street Close S63 0QT 16 - 1 Bed Flats
1 to 32 Church Street Close No 3 and 2 - 2 Bed Flats
4
Elm Court Elm Court, Worsbrough Bridge, 35 13 - 1 Bed
S70 5TB Bungalows
1 to 36 Elm Court No 19 18 - 1 Bed Flats
4 - 2 Bed Flats
Glebe Court Off Westwood New Road, Tankersley, 34 34 - 1 Bed Flats
S75 3DG
1 to 34 Glebe Court
15Gray Street Gray Street, Elsecar, 23 1 Bed
S74 8JR Bungalows
Evens 8 to 24 Cobcar Lane
Evens 82 to 110 Gray Street No 106
Heather Carrfield Lane, Bolton on Dearne, 42 4 - 2 Bed
Court S63 8EU Bungalows
169, 170, 211 Beckfield Grove 38 - 1 Bed Flats
171 Carrfield Lane
172 to 210 Heather Court No 185
Hudson Storeys Gate, Wombwell 29 20 - Bedsits
Haven S73 8EZ 9 - 1 Bed Flats
1 to 30 Hudsons Haven No 7
King Street Waltham Street 51 14 - 1 Bed
S70 1JA Bungalows
1 to 33 King Street No 13 1 - 2 Bed
1 to 13 Waltham Street Bungalows
15, 17, 19, 23, 38, 42 Waltham Street 36 - 1 Bed Flats
Maltas Maltas Court 29 20 - 1 Bed
Court Worsbrough Dale, Bungalows
S70 4QG 7 - 1 Bed Flats
2, 3, 9, 10, 11, 12, Maltas Court 2 - 2 Bed Flats
19 to 41 Maltas Court
Meadow Meadow Crescent, Royston, 36 36 - 2 Bed
Crescent S71 4DJ Bungalows
Evens 2 to 42 Meadow Crescent
Odds 31 to 63 Meadow Crescent
Pendon Pendon House, Penistone 33 1- Bedsit
House S30 6FN 20 - 2 Bed
1, 4, 5, 8, 9, 10, 11, 13, 14, 16, 17, 18, Bungalows
20, 21, 23 Pendon House 10 - 1 Bed Flats
1 to 8 Sycamore Walk 2 - 2 Bed Flats
Odds 1 to 23 Vicarage Walk
Pollyfox Pollyfox Way, Dodworth, 50 49 - 2 Bed
S75 3QR Bungalows
1 to 16 Low View 1 - 3 Bed
1 to 20 Naylor Grove Bungalows
22, 24 Naylor Grove
1, 3, 4, 5, 6, 7, 9, 11, 13, 15, 17, 19
Pollyfox Way
Priestley Priestley Ave, Kexborough, 35 30 - 1 Bed
Avenue S75 5LG Bungalows
1 to 30 Priestley Avenue no number 2 1 - 3 Bed
Odds 31 to 41 Priestley Ave Bungalow
4 - 2 Bed Flats
16Rose Tree Rosetree Avenue, Cudworth, 52 52 - 2 Bed
S72 8UA Bungalows
1 to 14 Almond Avenue
16, 18, 19, 20, 21 Almond Avenue
Evens 30 to 44 Rosetree Avenue
Evens 48 to 54 Rosetree Avenue
Evens 2 to 10 Sycamore Walk
Odds1 to 31 Willow Close
St Andrews St Andrews Road, Hoyland, 28 28 - 2 Bed
S74 9HD Bungalows
2, 4, Mell Avenue
2, 4, 6, 8 St Andrews Crescent
1 to 20 St Andrews Road
22 and 24 St Andrews Road
Saville Tranmoor Court, Hoyland Common, 40 28 - 1 Bed
Court S74 0NZ Bungalows
1 to 24 Saville Court 10 - 2 Bed
1, 3, 4, 5, 6, 7, 8, 9, 11, 15, 17 Burcroft Bungalows
Close 2 - 3 Bed
Bungalows
34, 42 Tinker Lane
2, 3 Tranmoor Court
Shipcroft Gower Street, Wombwell, 47 25 - 2 Bed
Close S73 0HU Bungalows
1 to 18 Shipcroft Close No 13 2 - 3 Bed
20, 22 Shipcroft Close Bungalows
Evens 2 to 12 Gower Street 19 - 1 Bed Flats
1 - 3 Bed Houses
1, 2, 3, 4, 6 Hope Street
2 to 9 Milton Grove
Evens 10 to 26 Milton Grove
Willowcroft Dearne Road, Bolton on Dearne, 34 34 - 1 Bed Flats
S63 81F
2 to 35 Willowcroft
Woodhall Woodhall Close, Barnsley Road, 32 22 - Bedsits
Flats Darfield, 10 - 1 Bed Flats
S73 9EN
1 to 32 Woodhall Flats
20 Total 717
Schemes
172.5 OTHER COMMUNAL FACILITIES
A number of other community office / meeting facilities are operated by tenants and
residents these are:
Athersley TARA / Estate Office, Athersley North
Great & Little Houghton TARA / Estate Office, Great Houghton
Grimethorpe TARA / Estate Office, Grimethorpe
Royston TARA / Estate Office, Royston (one room at the Grove, Royston)
Smithies TARA / Estate Office, Smithies
Upperwood TARA / Estate Office, Darfield
Worsbrough Common TARA / Worsbrough Common
2.6 SHOPS
There are 40 shops in the HRA property portfolio. They tend to be small units
located within large housing estates and attract marginal small businesses. Void and
turnover rate can be high but is 10% currently. Where these prove difficult to let and
commercially unviable we investigate to see if they can be converted into HRA
dwellings. Four shops have been converted in the last two years.
The day to day management and letting of shops is carried out by the Council
Strategic Property and Procurement/Asset Management Service. The responsibility
of Berneslai Homes is to monitor the performance of that service and to make
strategic landlord decisions in terms of strategy and on individual units. The overall
asset management / lettings strategy for shops is:
Shops are investment properties unless they become commercially unviable.
The priority for letting is commercial activity at market rent. If this proves
unviable they can be let for community use on a short term tenancy which will
be terminated if commercial interest is found.
2.7 GARAGES
Berneslai Homes manages a number of garages on small sites within or near
concentrations of Council Housing and garage plots on the same or similar locations.
Garages are garage structures which are used for the storage of vehicles or other
goods and which are rented to an individual usually a Council tenant. The
responsibility for repair and maintenance of the garage falls to the HRA. Garage
plots are land sometimes with concrete bases rented to an individual usually but not
exclusively a Council tenant on which they erect there own garage.
18The table below shows the total number of garages managed by area
Housing Management Area Number of Garages
Lundwood and Athersley 65
Cudworth 132
Town 119
West 184
Dearne 63
Kendray and Worsbrough 142
Wombwell 95
Hoyland 112
Total number of Garages 912
The next table shows the number of garage plots.
Housing Management Area Number of Garage Plots
Lundwood and Athersley 437
Cudworth 204
Town 247
West 425
Dearne 86
Kendray and Worsbrough 188
Wombwell 125
Hoyland 139
Total Number of Garage Plots 1854
Rental garages and garage plots are un-popular and void rates are high. Garages
currently have a 46% void rate and garage plots are 63% vacant. However they
generate an income in excess of £260,000 per annum. A rolling garage site review
has been on going with the Council. This is aimed at reducing the number of garage
plots and where possible offering the site for development, or other disposal. A
number of sites have been developed or disposed of from this review. The
replacement of garages with new provision is not included within the Berneslai
Homes 30 year investment plan and is not affordable within current self financing
projections.
The quality of garage premises is variable and where they fall into poor condition and
are void it is our strategy that they are demolished. The approved repair policy for
garages is that no individual repair is to cost more than £1000 to repair and then only
if the garage is in reasonable condition and on a sustainable site.
Area No. of garages by area
192.8 STOCK CONDITION SURVEYS AND THE DECENCY MODELLING
SYSTEM
Stock investment decisions need to be based on sound information on the current
condition of properties and clear priorities on what is to be achieved. This is vitally
important when working to a fixed 30 year self financing business plan. Such
decisions also need to be set in the context of an understanding of the supply of and
demand for council housing in the borough to ensure that properties are only
invested in if they have a sustainable future. We recognise that timely and accurate
investment decisions can only be made with the appropriate systems in place to
inform the directing of resources, to monitor and assess progress against the
decency standard, and to identify any trends, which may influence works packaging.
A stock condition survey was completed in 1999 and covered 10 per cent of council
properties using a stratified sample with all property types covered. In November
2001, the survey tables were updated to reflect disposals, sales, demolitions and
conversions. Visits were undertaken to previously sampled properties to identify
deterioration of elements and lifecycles were remodelled to reflect the decency
standard.
Overall, at that time condition of the council’s properties was not poor, with 64 per
cent meeting the decency standard at the end of 2002/2003. A further 22 per cent of
properties only failed on energy grounds rather than repairs.
In April 2003 Berneslai Homes introduced a Decent Homes tracking system. The
database contains all of the component information needed to inform compliance with
the standard and can produce a snapshot of how many properties currently comply
and how many do not. It can also identify how many properties would fail (because
of lifecycle) on all components parts.
Since April 2003 the decent homes tracking system has been constantly updated
with asset data flowing from the decent homes and Barnsley home standard
programmes. The programme has been based on whole house modernisation
following a 100% survey of properties. This has been supported by occasional
elemental work programmes to meet specific need or where it was known properties
failed the standard only on a single element. Over 16,300 of the properties have
received modernisation with a further 4500 receiving elemental improvement. The
tracking system has also been updated to include other improvement works, for
example, in one off void properties.
A further stock condition survey was completed in 2008. The survey concentrated on
those properties which had not been the subject of decent homes improvement. The
new survey covered all those properties with an average 10% sample survey.
Additionally it carried out a random 2% sample survey of properties where decent
homes modernisation had taken place (and which have had 100% surveys) to audit
that the data contained in the tracking system is accurate.
20In 2010 an exercise was carried out by Ridge and Partners both of the data contained
within SAP and of the tracking system itself. Ridge and Partners also ran the base
stock condition data through their own decency modelling programme. The exercise
coupled with reconciliation of data and modelling assumptions between the two
programmes showed that the information within SAP decency modelling was
sufficient on which to base a new thirty year investment programme under self
financing.
The decency tracking system is a part of our works management IT system within
SAP. We are currently reviewing if the system can be upgraded or a new system
purchased which will give additional functionality and make the manipulation of data
easier.
213.0 RECENT INVESTMENT IN THE HOUSING STOCK
Prior to the inception of the Decent Homes Programme the Council undertook
refurbishment of the stock based on the finance available. The Council had its own
improvement standard, (known as the 10 and 5 point improvement standard), and
worked systematically on this standard until 1996, when finances became insufficient
to meet anything other than a targeted elemental programme.
Target area based grant funding formed a significant part of the funds available for
modernisation and the Council was quite successful at attracting this. For example in
the mid 1990’s two City Challenge Schemes ran in the borough. As a consequence
of this when the Decency Standard was introduced in 2002, 64% of the stock met the
standard and this was substantially higher than many other authorities.
Nevertheless following the 1999 stock condition survey it was apparent that a very
substantial funding gap existed to meet full decency by the 2010 target deadline.
Particularly as improvements carried out in the 1970’s and 80’s fell out of the
standard and required more work.
The 30 year business plan produced in 2000 established the funding gap and
following a full stock option appraisal carried out by a tenants jury a decision was
made to seek Arms Length Management Status, improve performance and thus
attract additional ‘Decent homes’ borrowing approvals.
The ALMO came in being in December 2002 and achieved 2* status in December
2003 and preparations began for the largest home improvement scheme the borough
had ever seen.
3.1 DECENT HOMES AND THE BARNSLY HOME STANDARD
On the 1st April 2004 Berneslai Homes began its Decent Homes Programme.
Following a competitive tender exercise four additional contractor partners were
engaged to meet the challenging spend profile required by central government. This
required approximately £57m to be spent within the 04/05 financial year, with the
balance of the additional Decent Homes money spent in the following two years.
The four additional contractor partners were:
Mears
Keepmoat
Inspace (who were already a repairs and planned maintenance partner)
Lovells.
The in house direct labour organisation now known as Construction Services also
undertook Decent Homes work.
22Contractor partners were engaged to undertake the work project by project using an
incentivised fully open book payment methodology. Each project had a guaranteed
maximum price, established by historic cost analysis and negotiation and target cost
set below the GMP. If the final cost was below the target cost then value engineered
savings were split 50 / 50 with the contractor partner. An incentivised KPI suite with
challenging targets was also developed covering time, quality (tenant satisfaction)
workforce, and other indicators.
The partnership ran for three years and was very successful both in terms of
achieving the required expenditure profile and high KPI levels. Tenant satisfaction
ran consistently around 95% satisfied or very satisfied with the improvement
outcome.
The Decent Homes Partnership ended on the 31st March 2007 with the following
outputs achieved.
Whole house improvements to the standard – 9548 houses
Single Element new heating systems - 1169 houses
Single element insulation – 1300 houses.
From the first of April 2007 the Decent Homes Programme continued at a slower
pace using the Major Repairs Allowance and the Council’s own HRA capital
resources. The work was carried out by Berneslai Homes Construction Services and
Inspace under the Housing Stock Maintenance Contract. Full decency was achieved
in March 2010 with all the housing stock meeting that standard.
From the 1st of April 2010 the task changed to maintaining the standard. This is done
over a smoothed five year period and is now known as the Barnsley Home Standard
Programme. Improvement works continue to be based on a whole house
methodology which remains popular with our tenants and is there preferred method
of improvement. Occasional elemental programs are also undertaken to tackle
specific issues. Improvement works come under the Property Repairs and
Improvement Partnership (PRIP) with Berneslai Homes Construction Services and
Kier being the selected contractor partners.
Under the Decent Homes and Barnsley Home Standard Programme over 16,500
properties have received whole house improvements to bring them up to the decency
standard.
233.2 REPAIRS & PLANNED MAINTENANCE
This work is delivered mostly through a partnership known as the Property Repairs
and Improvement Partnership (PRIP) with the Berneslai Homes own internal
workforce Construction Services & Kier. Construction Services operate over two
thirds of the borough and Kier over one third. This public private partnership has
inherent strength and is widely accepted as good practice.
The PRIP partnership gives us the opportunity to work as one virtual organisation,
focusing our efforts on a repair and improvement service that strives for excellence
and provides exceptional value for money and a quality focus.
The partnership is an actual cost open book arrangement for works but with pre
agreed caps and performance payments based on a suite of incentivised key
performance targets.
The Berneslai Homes Asset Management Services is responsible for the client side
of the partnership. It manages the £20.52m of responsive and planned works
expenditure outside of the decency programme.
All repairs requests fall into one of three possible classifications:
1. Responsive Repair
2. Planned Replacement
3. Planned Repairs
Responsive Repair
A responsive repair is by far the most common type of repair request received. All
responsive repairs are ordered immediately on one of the following categories
according to the urgency of the repair:
Priority 1 – 24hr Emergency repair
Priority 2 – 3 Day Urgent repair
Priority 3 – 7 Day Priority repair
Priority 4 – 25 Day Routine repair
In 13/14 we undertook 65,178 responsive repair orders of which 60,463 were placed
within the PRIP contract. This is very similar to the job numbers placed in 12/13 at
65,275. Responsive repair jobs work out approximately at 3.44 jobs per property per
annum.
Tenants are able to report repairs in a number of ways including through a dedicated
repairs telephone hotline which operates 24hrs a day and 365 days a year. Repairs
are booked on a two hour appointment slot which includes Saturday mornings and
weekday early evenings.
24Planned Replacement
Planned replacements include kitchen and bathroom fittings, external doors, windows
and gutters that are identified for replacement. This is where the item is judged un-
repairable or beyond economic repair.
These orders are placed by the Asset Management section of Berneslai Homes, after
consideration is given to RTB (Right-to-Buy), Barnsley Home Standard Programme
and a “reality check” where up to 10% of all requests identified by the repairs partner
are inspected for accuracy.
Planned replacements are batched and released monthly to the repairs partners to
improve efficiency and reduce cost.
Any request for a replacement item directly from a customer is placed as a
responsive repair order in the first instance. The repairs partner will then assess the
item and attempt a permanent repair. If the repairs partner considers a replacement
is the only option then this item will be included in the next batch of planned
replacements.
Tenants receive a letter from the Asset Management section informing them of the
intended action and completion period. Our repairs partners will then contact the
tenant and arrange the time and date of the work.
Planned Repairs
These are planned repairs with low priority that are batched by the same method as
the planned replacement items. Typically they include external works, works to
garages, pointing and extensive plaster repairs.
The Planned Maintenance Manager will check the list of repair items, identify
requests that require further inspection and determine which requests can be
included in the next batched scheme.
Gas, Air Sourced and Solid Fuel Servicing
It is Berneslai Homes Policy to carry out an annual service of gas, solid fuel and air
sourced appliances and systems. The work is carried out by our construction
partners under the PRIP arrangement.
25To enable this to happen efficiently a small client team carry out the following
functions
Manage a gas and solid fuel servicing tracking system within the asset
management system SAP.
Progress via an escalation procedure for very difficult to access properties
referred back from our construction partners after they have made several
attempts to service. This ultimately results in an injunction application under
environmental health legislation to the magistrates courts and, if granted,
forced access where necessary
Carry out a sample check of services carried out by our construction partners
in line with best practise guidance.
In April 2014 we had 17,281 gas heating systems that required annual servicing of
these 99.62% were serviced within a 12 month period. At the same April date we
had 293 solid fuel appliances of which 94.88% were serviced within a twelve month
period. Servicing of solid fuel domestic appliances is non statutory.
Asbestos
Berneslai Homes uses its Housing Management System "Northgate" to store and
retrieve asbestos data, this software is populated with asbestos survey reports,
carried out via our construction partners and updated nightly. To date we have
recorded 89.96% of our stock, this equates to 17071 properties surveyed out of a
total of 18977. Our two partners have access to the system via daily data export
from Northgate into our partner’s works management systems.
The majority of asbestos within our housing stock, traditional construction, is in the
form of Artex (decorative coatings) and floor tiles. We have a document, "Dealing
with asbestos", which outlines the way asbestos is managed and for tenants a
guidance leaflet on asbestos in the home, including a guide to doing safe DIY on
‘Artex’ type decorative coating. All domestic properties where works are carried out
are checked against the asbestos database; where no information is available, a
survey is generated by the construction partner carrying out the work. It is our policy
to carry out a minimum of ‘Management Survey’s and where improvement works are
planned or demolition taking place ‘Refurbishment / Demolition Surveys’.
The Control of Asbestos Regulations 2012 sets out our "Duty to manage asbestos in
non-domestic premises" Berneslai Homes complies fully with this legislation having
carried out surveys and holding records on all such premises it manages.
Asbestos removal works are carried out by licensed contractors. Our PRIP Partners
sub contract this work.
Our construction partners work to an “asbestos protocol document” this document is
used as guidance for partnering works.
Digital Communal TV
Berneslai Homes manages 1873 properties that have communal aerials. All have
been switched to digital signal. The analogue signal to the Barnsley area ceased on
the 7th September 2011.
26Leaseholders
Leaseholders can expect planned works to cover the properties in which they live
where it is our responsibility as set out in the detail of their lease. We will consult with
leaseholders on these works where ever possible and in accordance with section 20
of the Landlord & Tenant Act 1985.
3.3 AREA REGENERATION
Over the last few years Berneslai Homes has been heavily involved in a number of
area regeneration schemes. The schemes were identified following area profiling
and in more difficult cases area master planning.
Initiatives to address the long term sustainability of the stock have included:
Stock reduction, of lower demand units and dwellings with high long term
maintenance liabilities.
Working with community boards and other services providers to improve
education, health and worklessness.
Working with the community and consultants to produce and agree
masterplans for New Lodge, Athersley and Worsbrough.
Working closely with Housing Associations to provide new build socially
rented properties.
Investment to make the stock and the environment more attractive
Adapting properties for people with disabilities.
Marketing of services and properties to attract new customers
All major regeneration schemes have now completed and our annual ‘area profiling
work’ (see para 4.2), suggests that major regeneration schemes are not currently
required. Set out below are a few examples of regeneration schemes undertaken
since 2002.
New Lodge -The area was identified through Area profiling as at “high risk” of failure
and have had master planning exercises and a report produced following community
consultation. The masterplan identified a strategic vision and a number of key
interventions for the area.
A Berneslai Homes Project Manager has worked to develop and implement
regeneration projects. The project manager works closely with the New Lodge
Neighbourhood Management Board and before it came to an end the Neighbourhood
Management Team. The aim is to deliver lasting transformational change across the
following themes
Crime and Community Safety
Housing
Children and Young People
Learning, Training and Jobs
Health.
27The project included the demolition of 165 mainly ‘British Iron and Steel Federation’
non traditional properties and two shop units. These have been replaced with 155
new affordable dwellings delivered by a Housing Association partner and a partner
developer. This has been complimented by decent homes improvement works from
the main Decent Homes Programme and by environmental improvements funded
from a number of national and regional funding programmes.
Worsbrough - A number of areas were identified through Area profiling as at “high
risk” of failure and have had a master planning exercise and a report produced
following community consultation. The masterplan identified a strategic vision and a
number of key interventions for pockets of housing within the wider Worsbrough area.
A number of demolitions and new build schemes have been jointly planned with a
Housing Association partner. This is supplemented by environmental improvements
funded by Regional Housing Board monies and decent homes improvement to the
remaining Berneslai Homes managed stock. The scheme also includes a strategic
acquisition of very poor quality private sector stock.
Kendray - In 2001 Kendray was an impoverished Council estate, within the worst 5%
nationally. Dissatisfied residents petitioned Barnsley Council to address serious
deficiencies in the area’s built environment, interlinked high crime levels and void
rates of 14%. A masterplan for revitalising the neighbourhood was developed in
conjunction with the community and since the outset we were actively engaged in the
Kendray Initiative Board, a Neighbourhood Management Pathfinder established to
deliver change. We have worked closely with the community and other stakeholders
to deliver physical improvements identified in the masterplan that also achieve wider
social and economic benefits for the community. Through public and private sector
investment approximately £100m of investment has been brought into Kendray.
These improvements include over 200 new family homes for sale, a new centrally
located inclusive park for all ages, the first Extracare accommodation in Barnsley, 40
new bungalows to rent or for shared ownership, extensive boundary treatments, a
new medical centre, a new Police base and a new Academy. The Council Housing
Stock was also improved under the Decent Homes Programme.
Darfield Bellbrooke
A smaller scale regeneration scheme, involving demolition of a number of system
build ‘Cornish Properties’, refurbishment of the rest of the estate to Decent Homes
standard and new build on the demolition sites. The new build schemes are both
housing association and local authority homes for rent.
3.4 NEW BUILD AND ACQUISITIONS
New Build and Acquisitions are set within the affordability context of the HRA 30 year
self- financing business plan. The plan is based on maintaining the current housing
stock at the home standard agreed with tenants. Neither new build nor stock
acquisition is built into the business plan. They have therefore being achieved
through:
- Efficiencies generated within the plan (for example –savings on schemes)
- Additional income (for example - HCA grant or income from RTB sales)
28It is possible that headroom developed within the plan between the debt cap and the
level of debt could be used to fund new build. However as we are currently near the
cap it is unlikely to be meaningful until between 5 and 10 years into the plan.
Headroom also depends on a variety of other risk factors like rent income levels and
welfare reform.
The budgets for new build and stock acquisition have been generated from
efficiencies or additional income. The new build budget is based mostly on
efficiencies and the acquisition budget mostly on additional income. The 2014 – 19,
investment report approved new build investment of £12.825m and the total number
of new builds to around 110 in this period.
Between 2010 and 2012 Berneslai Homes project managed the construction of 75
new Council homes across five locations. This was part financed from the Local
Authority Challenge Fund. These new homes were the first to be built by the Council
for over 25 years.
More recently two new build schemes have commenced on site these are:
Roy Kilner Road, Wombwell
A development of 37 dwellings comprising:
14 – 2 bed semi-detached houses
15 – 3 bed semi-detached houses
4 – 2 bed apartments
3 – 4 bedroomed houses
1 – 4 bed bungalow fully wheelchair accessible bungalow.
The completion date for the scheme is August 2015. The scheme has been
supported by HCA grant funding.
Saville Road, Gilroyd
A development of 9 dwellings comprising:
6 – 3 bed semi-detached houses
2 – 2 bed- semi–detached houses
1 – 4 bed detached house.
The scheme completion date is February 2015 and again the scheme has HCA grant
funding support.
All of our new build schemes are constructed to the Code for Sustainable Homes
level 4 (Fabric First), Lifetime Homes Standards to ensure longevity and include
renewable technologies to reduce fuel running costs and carbon consumption.
New Build Developments – Pipeline Schemes.
A number of schemes are at various stages of feasibility and procurement
Kenworth Road / Highstone Road, Worsbrough Common.
A development of 5 dwellings comprising
2 – 3 bed semi–detached houses
3 – 2 bed semi–detached houses.
The scheme has planning permission and is expected on site in 2015.
29Meadow View Close, Hoyland
A development of 4 – 2 bed semi-detached houses.
The scheme has planning permission and is about to go out to tender. The
expected start on site date in 2015
Green Street, Worsbrough
A development of 6 – 2 bed semi-detached houses.
The scheme has planning permission and is expected on site in 2015.
A number of other sites are being investigated, but are at an early feasibility
stage these include sites at:
Pearson Crescent, Wombwell
Cobcar Lane, Elsecar
Bellbrooke Ave, Darfield
Manor Grove, Royston
Grove Road Staincross
Council owned HRA land for new build is in very short supply. It is required for the
Council asset disposal strategy, which generates income targets for the General
Fund, for Housing Association development as well as our own new build
programme. Many of the sites we are identifying are therefore small, more difficult to
develop and with higher build costs.
Section 106 – New Build acquisitions.
On larger private housing developments, planning permission is granted subject to
the developer entering into a section 106 agreement for a number of the dwellings to
be sold as affordable homes for social or intermediate rent. These properties are
generally sold at between 50% – 60% of market value. The following is a summary
of our current work in this area. We have or are in the process of acquiring:
Five semi-detached properties at Fall Lane and Stone Croft, Dodworth
Three– 3 bedroomed houses at Bamford Close Dodworth.
Eighteen 2 and 3 bedroomed houses at Rockingham Row / Locksley Gardens at
Birdwell.
Other Acquisitions
Within the period 2012 to 2019 Berneslai Homes has an approved budget of £5.45m
for stock acquisitions. The following strategic goals have been agreed with the
Council for the acquisition of property:
Empty homes acquisitions required to supply existing empty homes grant
funding programmes, namely:
1. A Barnsley MBC / Berneslai Homes purchase and repair scheme co-
funded by the HCA
2. A Berneslai Homes purchase and repair scheme co-funded by the
Communities and Local Government Department.
Re-purchase of right to buy properties offered back to the Council under
The Right of First Refusal or because the owner no longer requires the
property and where right of first refusal does not apply.
30 Purchase of social housing properties from Housing Associations where
the housing association wishes to dispose of the dwellings. These are
likely otherwise to be lost to the social housing stock of the borough.
Purchase of Section 106 affordable housing new build properties in respect
of affordable housing to be provided as part of private sector housing
developments. This also has crossover with the new build budget to
maximise opportunity and budget flexibility.
Other strategic acquisitions to meet social housing need or to unlock
development potential of a wider HRA site or development.
We have agreed the purchase of 73 dwellings of which 64 are within the housing
stock and 9 are in conveyancing.
3.5 ENVIRONMENTAL IMPROVEMENTS
It is recognised that environmental improvements are an important part of successful
regeneration and sustainability programmes, complementing the Barnsley Home
Standard Programme. Progress in this area has been reliant mostly on targeted
grant funding from funding streams other than the HRA. This is likely to continue to
be the case under ‘Self Financing’.
Each year a small capital budget (£320,000) for Environmental Works is established
where the priorities for spend are determined by local steering groups. The demand
for environmental works exceeds the current funding available.
Berneslai Homes runs a Community Refurbishment Project, which delivers
environmental improvements (off street car parking, boundary walls etc), whilst at the
same time delivering training aimed at the long term workless. The environmental
works are targeted at properties where decent homes improvements have been
carried out and are therefore complementary, delivering elements of the decency
plus standard. The scheme is in the process of doubling in size and has recently
moved to Athersley from Darfield Bellbrooke where works are complete. The project
has a budget of £415,000 in 2014/15.
3.6 EQUIPMENT AND ADAPTATIONS
Berneslai Homes works jointly with other partners and agencies to ensure that
tenants who have a special need for equipment or adaptations to enable them to live
in their own homes receive them in a timely manner. This service known as the
Equipment and Adaptations Service provides both minor and major adaptations.
Berneslai Homes is responsible for the installation of both minor and major
adaptations. Minor adaptations are delivered in a responsive way without long
winded approval processes and are carried out immediately. The Council’s
Equipment and Adaptations Service receives requests for major adaptations. They
make medical assessments of each applicant, assessing their needs and making
recommendations for re-housing to more suitable accommodation or alterations and
equipment as appropriate. Applications are then considered jointly for approval at
the ‘Equipment and Adaptations Panel’ which meets weekly.
31In 13/14 major adaptations were carried out to 425 properties and were delivered on
average from point of first contact by a tenant to completion in 41.89 days. Minor
adaptations were carried out in an average of 8.11 days. The major adaptations
budget in 14/15 is £2.46m.
All minor and most major adaptations are carried out by our partner contractors Kier
and Constructions Services. A specialist term contract delivered by Stannah
provides the installation and servicing of stairlifts and hoists. Where extensions are
required, then wherever possible, these are delivered by using re-locatable,
prefabricated ‘pod’ extensions, procured by competitive tender.
3.7 BIOMASS AND LOW CARBON TECHNOLOGY
Berneslai Homes has made a significant investment in low energy including:
291 Solar PV installations on domestic dwellings.
200 Domestic Air Source Heat Pump Installations.
7 Heat Networks operating on Biomass Fuel.
6 Heat Networks operating on Ground Source Heat Pumps.
Further and more extensive detail on our low energy strategy, its wider links to fuel
poverty and health and wellbeing can be found at section 4.7.
3.8 OTHER PARTNERSHIP & COLLABORATIVE WORKING
We have engaged with other ALMOs and RSLs within the region to explore the
opportunity of combining buying power and sharing resources to set up a regional
strategic framework for the delivery of planned and responsive maintenance work.
This will reduce duplication, provide greater opportunity for supply chain integration
and deliver efficiency savings. The best example of this is the ‘Efficiency North
partnership’.
Efficiency North Partnership
In South Yorkshire the 4 South Yorkshire consortium was established in 2006. It has
undergone several name changes as it has grown to reflect its wider regional growth,
the current name of Efficiency North is widely recognised as the major regional
procurement consortium for social housing
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