The Executive Director, Communities and People, presented the Housing Revenue Account (HRA) Asset Management Strategy and 5-Year Investment Programmes for adoption and approval.

Cabinet is recommended to:

1.    Adopt the Housing Revenue Account (HRA) Asset Management Strategy plan for 2025-28, a draft for which is attached at Appendix A.

2.    Approve the HRA Investment Programmes of up to £250m over the next 5 years.  The programmes are summarised at Appendix B, and comprise:

a.HRA 5-year Capital Programme (planned works) totalling up to £177m, which should ensure that OCC meets its landlord obligations including new safety, quality and decent home standards; and  

b.annual demand led revenue works for responsive repairs and services of up to £14m for 2025/26 (up to £70m over 5 years).

3.    Approve the commissioning of the following sub programmes to Oxford Direct Services Ltd (ODS) through current HRA direct award arrangements:

a.  capital programme and projects valued at up to £77m over the next 5 years; and

b.  responsive repairs (revenue) programme for 2025/26 valued at up to £12m (£60m).

4.    Approve the commissioning, clienting and financial management arrangements at Appendix C and Dfor effectively implementing the recommendations above and enable the development of annual Delivery Plan by ODS for 2025/26

5.    Delegate authority to the Executive Director for Communities and People, in consultation with the lead member for housing, to:

a.  agree annual capital plans and programmes that are in line with the approved 5-year capital programme; and

b.  make minor modifications to the specifications at Appendix C and D

c.     delegate/decision to commence procurement activities to ensure delivery of capital and revenue works as required.

The Executive Director, Communities and People, had submitted the Housing Revenue Account (HRA) Asset Management Strategy and 5-Year Investment Programmes for adoption and approval. Councillor Smith presented the report and its findings which offered more detail on how investment in Council owned homes over the next 5 years will use £250m. She explained that plans are informed by data and stock condition surveys and tenant feedback. ODS will complete half of the work, with the other half to beallocated through a bidding process. The strategy alsoseeks to support ODS with their business planning to ensure value for money is achieved. 

Councillor Chapman welcomed the level of certainty and long-term plan that the strategy offered but questioned how more efficiency will be guaranteed given the scale of the workload. He queried what project management systems will be in place. The Executive Director for Communities and People informed Cabinet that a delivery work plan, managed by a governance structure, is being designed with the Council and ODS. Additionally, there are provisions for a 1-year transition period for ODS to make necessary adjustments. The detail of the work plan is due in the new year and The Chief Executive Officer noted that it will be discussed amongst CMT pending the report’s approval at Cabinet.  

Councillor Turner requested further information and examples of the likely spends on energy efficiency that could be made within this plan. The Executive Director for Communities and People informed him that the plan to 2030 includes around £40m from the HRA to invest in measures such as window replacements but admitted that investment must be targeted to ensure that units below EPC are picked up and improved to meet targets.  

 Cabinet agreed to 

1.    Adopt the Housing Revenue Account (HRA) Asset Management Strategy plan for 2025-28, a draft for which is attached at Appendix A.  

2.    Approve the HRA Investment Programmes of up to £250m over the next 5 years. The programmes are summarised at Appendix B, and comprise:  

a.             HRA 5-year Capital Programme (planned works) totalling up to £177m, which should ensure that OCC meets its landlord obligations including new safety, quality and decent home standards; and  

b.             annual demand led revenue works for responsive repairs and services of up to £14m for 2025/26 (up to £70m over 5 years).  

3.    Approve the commissioning of the following sub programmes to Oxford Direct Services Ltd (ODS) through current HRA direct award arrangements:  

a.    capital programme and projects valued at up to £77m over the next 5 years; and  

b.    responsive repairs (revenue) programme for 2025/26 valued at up to £12m (£60m).  

4.    Approve the commissioning, clienting and financial management arrangements at Appendix C and D for effectively implementing the recommendations above and enable the development of annual Delivery Plan by ODS for 2025/26  

5.    Delegate authority to the Executive Director for Communities and People, in consultation with the lead member for housing, to:  

a.    agree annual capital plans and programmes that are in line with the approved 5-year capital programme; and  

b.    make minor modifications to the specifications at Appendix C and D 

c.     delegate/decision to commence procurement activities to ensure delivery of capital and revenue works as required.