6.1
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The Committee received a report
of the Head of Strategic Transport, Sustainability and
Infrastructure detailing the key points from the Domestic Retrofit
Working Group evidence gathering sessions. The report also outlined
the next steps in the process.
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6.2
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In
attendance for this item were Tom Finnegan-Smith (Head of Strategic
Transport, Sustainability and Infrastructure) Mark Whitworth
(Sustainability and Climate Change Service Manager)
and Jill Hurst (Head of Housing Investment and
Repairs).
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6.3
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Mark Whitworth confirmed that
after hearing evidence from external organisations, key areas for
discussion with the Committee had been identified. This would help
to inform the Plan, identify the work needed to implement this and
the expected outcomes.
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6.4
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The key themes for members of
the Committee to consider were:
1.
To clarify the Council’s approach to funding
to enable officers to maximise the benefit of available resources
and to get bids ‘in the bottom drawer’, including how
to utilise opportunities such as Levelling Up;
2.
Regional collaborative approach was key to
increasing buying power for successful grant bids and maximising
skills development;
3.
Addressing cost and benefit was critical for private
rented tenure, improving engagement, having the right tools to
support action and engaging landlords to participate in
retrofit;
4.
Engaging with residents early to test generic
assumptions, barriers, and willingness of local
population;
5.
Understanding the city’s property stock and
archetype; understanding the maintenance schedule;
6.
Targeting ‘ready-to-act’ through the
development of an informed homeowner offering for those able and
willing to act now could begin to support retrofit in homeowner
occupant tenure, enable scale up of activity, and development of
the sector with a view to drive down costs; and
7.
Building skills and supply chain was crucial to
enable delivery at scale and at an affordable cost. The Council had
roles in procuring housing works, setting regulatory standards and
in supporting the development of skills.
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6.5
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Mr Whitworth reminded the
Committee that they were being asked to:
·
Reflect on the evidence provided to it in the
February meetings;
·
Consider if the key themes identified were correct;
and
·
Provide a report to Officers and to the subsequent
Committee (or Committees) to outline the current position and to
make advisory recommendations for actions to continue, improve and
accelerate activity.
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6.6
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Mr Whitworth advised that
funding offers often came with a very short turnaround time, and
resources were needed to maximise funding opportunities.
Collaborative/regional approaches were very important in terms of
securing funding and maximising wider opportunities, including
skills. It was also important to engage early with residents and
maximise their support in the process. Manchester had been a good
example of how residents had powered a successful retrofit
programme. In terms of building skills and the supply chain,
options were being considered to increase the scale across the city
and the region at an affordable price.
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6.7
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The Chair noted that the
evidence provided had been helpful and believed it had been useful
to hear experiences from other regions.
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6.8
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Members of the Committee raised
questions and the following responses were provided:-
- The ongoing work
being carried out by Sheffield City Council had not been mentioned
in the report, nor had the details of the lessons that were being
learned during the process. This was noted by officers and the
Committee was advised that a final report would be produced which
would include this, along with summaries of the three sessions that
had taken place.
- From a practical
perspective, the Local Authority Delivery scheme had made some
funding available. An understanding of the potential for barriers
and unwillingness from tenants was needed, and it was also
important to give residents more information about the benefits of
retrofitting works and how incremental improvements could be made.
It was also necessary to ensure that private sector colleagues were
involved in these conversations. There was some anecdotal evidence
to suggest that some residents were concerned that housing of a
certain age would not benefit from cavity wall insulation. Learning
from the experience of other local authorities, it was agreed that
conversations and engagement with residents should begin early in
the process. The importance of linking conversations with
consultants was highlighted to ensure that engagement took place as
opportunities arose.
- It was acknowledged
that there was a challenge of achieving strategic objectives whilst
funding would always be limited. Nottingham was an example where
significant improvements had been made to a small number of houses.
The decision around ‘broad’ versus ‘deep’
retrofitting would depend on which would deliver the biggest and
quickest improvements in the city. There seemed to be a gap in the
analysis and evidence so far and as such, in determining a
strategic position. In an effort to accelerate works a starting
point could be to work on properties that had fewer complications.
In order to achieve ‘net zero’ there would need to be a
balance in terms of a ‘broad’ versus a
‘deep’ approach. Work would be undertaken during
quarter 3 to address the absence of that strategy and analysis. The
results from an initial piece of work on this would be received by
July, 2022 and would then be analysed. A maintenance plan could
then be prepared, aiming to align retrofitting with maintenance.
The annual investment planning process would begin in Quarter 3 and
there would be a separate piece of work to look at private sector
housing. There would also be information following the Housing and
Neighbourhood Service undertaking additional stock condition
surveys of both Council owned stock and private sector housing
stock condition survey work to provide an update on energy
performance especially in the private sector.
- One of the components
for the Co-operative Executive to consider as part of the Draft
10-Point Plan For Climate Change Action was a ‘housing
decarbonisation roadmap’, being prepared by Housing and
Neighbourhood Services. This would be informed by the work being
carried out by Housing and Neighbourhood Services who were working
with other housing providers in the city, and would include
initiatives aimed at improving the condition of housing
stock.
- It was important to
be aware of the challenge of supporting those in fuel poverty
whilst trying to provide a wider benefit, and to consider the
criteria on which wider benefit were defined.
- It was noted that
multiple approaches were needed but that finance and resources were
limited. A suggestion was made to provide a ‘rag
rating’ evaluation of officer capacity to deliver schemes in
order to inform the new policy committee.
- Despite recent
backlogs within Housing Maintenance, there was an appetite for
re-training of the repairs service and to learn about new
technologies. Investment into retraining was needed across the
whole of the construction sector to ensure there was a technical
understanding of retrofitting options. This was a challenge
nationally and would require work with other organisations to
ensure that all technical and trade staff were suitably
skilled.
- In terms of efforts
to engage landlords and housing associations, a Strategic Housing
Forum was held monthly, and which all registered landlords were
invited to. This forum took the format of topic-based discussions,
and landlords had contributed their strategies and plans. Officers
would be following up on this. More recently, round 2 of the Local
Authority Delivery Scheme had invited bids for funding. Local
authorities were deemed as lead partners and reached out to housing
associations to see if they were interested in being part of a bid.
A few did wish to be included but after looking to their national
boards for steer on their strategy, then decided to withdraw. The
National Fair Housing Alliance was currently in the process of
lobbying the Government to try and influence grant regimes. South
Yorkshire Housing Association had submitted a bid during round one,
but their Board decided not to commit and withdrew finances so the
scheme did not proceed.
- There had been some
good examples of opportunities to work with partners. For example,
Sanctuary Housing had shown a successful collaboration between the
housing industry and social landlords, working together to
transform the lives of people living in poverty. There were also
ongoing discussions with South Yorkshire Housing Association
regarding their similar programmes. The Strategic Housing Forum was
an opportunity to talk to partners and to set out
ambitions.
- Lessons had been
learned from the Decent Homes programme which had improved 39,000
Council homes but where around 7% of tenants had chosen to decline
work to their homes (mainly due to tenant vulnerability and
disruption given extent of Decent Homes work), meaning that some
houses were now not at the required standard. It was also important
to consider future occupants of a property. Additionally, if a
landlord was not able to let a property due to it not meeting
energy performance requirements, this would become a compliance
matter. As such there would be a legal obligation to do the works.
There were minimum standards that had to be adhered to, set by the
Government. Engagement was the key to encouraging unwilling
tenants.
- There was a clear
commitment from the Council to the 10 Point Climate Change Action
Plan, which was scheduled to be considered at the Co-operative
Executive meeting of 16th March, 2022. It would then be
important to embed action across the Council from strategy through
to delivery. There was now greater capacity around climate change
and sustainability, but as there would be an overlap of budgets,
collaboration on time and resources would be needed between
different services. A rollout of training to support this was also
required.
- In response to a
suggestion to explore different finance approaches to ensure that
any benefits realised from retrofitting were realised by the
Council it was noted that this formed part of the further work to
be carried out, ie investment propositions and the way in which
they would be financed. There was a full spectrum of funding
opportunities via external funding, bidding for grants, or via
investment choices.
- Housing had
commissioned Rider Levett Bucknall to support the Housing and
Neighbourhood Service looking at stock, and skills and capacity,
and this would help to determine the retrofit approach and would be
asset property based. It was necessary to consider the driver; was
it carbon or poverty, and this would lead to wider
conversations.
- Current procurement
contracts were only for housing in Council ownership, but Housing
is facilitating the opportunities for homeowners to negotiate works
with contractors which has worked successfully on other capital
programmes like roofing replacements. Other local authorities were
looking at how to encourage and include other homeowners, and this
was also being considered in Sheffield. However, any alternative
approaches would need to be assessed based on risk to the
Council.
- In order to ensure
that ongoing maintenance was not neglected during retrofitting, an
investment planning review would be carried out in quarter 3 which
would help to give a balance of priorities. A five-year Housing
Investment Programme, approved by Executive
Co-operative, is being delivered and
this includes recently commenced work to replace kitchens and
bathrooms, roofs, electrical, external wall insulation and heating
works.
- It was noted that
there might be concerns from some tenants that their rents could
increase following retrofitting. A number of different scenarios
and customer profiles were currently being considered to help form
a strategy on policy decisions, and options such as ‘right to
buy’ would be included as part of this.
·
There was a permissions policy procedure in place
which included consideration on what permission could and
couldn’t be given for. Site surveys and checks were made to
ensure that thermal barriers not been breached. No specific
complaints had been received, but the significant challenge on the
next scheme was likely to be around the number of conservatories
and outbuildings that had been attached without permissions that
may need to be taken down if found to be compromising the fabric of
the building
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6.9
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A discussion took place between
Committee members on the key themes listed in point 6.4, summarised
as follows:
·
The key themes (1-7) were largely
correct;
·
Clarity was needed in the report that the key themes
(1-7) were not ranked in order of priority;
·
Engagement was considered to be an important key
theme and should be reinforced throughout the report. In particular
to accelerate conversations around barriers (perceived versus
actual);
·
It was important to focus on Sheffield City Council
housing stock; and
·
Clarity was needed in the report that urgency is
paramount.
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6.10
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RESOLVED: that the
Committee:-
(a)
requests the Policy and Improvement Officer provide
a report outlining the current position and with advisory
recommendations for actions to continue, improve and accelerate
activity, for approval by Committee members, for the subsequent
Committee (or Committees); and
(b)
expresses its thanks to officers for the work
undertaken by officers on the 10 Point Climate Change Action
Plan.
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