Asset Management Strategy

ASSET MANAGEMENT STRATEGY 2026-2030

1. INTRODUCTION

At One Manchester, our purpose is to provide good-quality homes, great services and real opportunities for customers and communities. The homes, buildings and neighborhoods we manage support safe, healthy and connected communities across Greater Manchester.

Since the previous Asset Management Strategy was introduced in 2023, the operating environment has changed considerably. Regulatory expectations relating to building safety, housing quality, customer voice and sustainability have strengthened, while economic pressures and growing investment needs
have increased the importance of robust prioritization and long-term financial planning.

This Asset Management Strategy sets the direction for 2026 to 2030 and provides the framework for the responsible stewardship of One Manchester's homes and associated assets. It builds on progress in stock condition intelligence, compliance assurance, repairs improvement, customer engagement and sustainability, and supports One Manchester's vision to create inclusive, connected and sustainable places where people can thrive and live well.

Corporate alignment: This strategy supports the Corporate Plan priorities of People, Place and Prosperity and the organizational ambition to deliver services better, faster and cheaper, without compromising safety, quality or customer outcomes.

2. PURPOSE

The purpose of the Asset Management Strategy is to set out how One Manchester will manage, maintain and invest in its homes between 2026 and 2030, while establishing a longer-term basis for decisions extending beyond the strategy period. The strategy will:

• Establish a clear, long-term framework for managing, maintaining and investing in homes, blocks, estates and associated community assets.
• Ensuring investment is directed to where it can deliver the greatest benefit for customers, communities and long-term asset performance.
• Bring together repairs, planned maintenance, building safety, sustainability, compliance, customer insight and business planning within a coordinated approach.
• Provide a consistent basis for prioritizing resources and balancing safety, quality, sustainability, affordability and value for money.
• Enable transparent and robust governance, assurance, performance monitoring and risk management.
• Guide strategic decisions without replacing detailed policies, operating procedures or annual programme plans.

This strategy applies to the full portfolio of homes and associated assets owned and managed by One Manchester. Delivery will be supported by the Strategic AMS Delivery Plan, Strategic Performance Framework, governance and assurance arrangements, Sustainability Strategy 2026-30 and long-term Investment Plans. It builds on the strong foundations established through the previous Asset Management Strategy and Strategic Action Plan, recognizing the substantial progress already made and ensuring that learning and outstanding commitments are carried forward into the next phase of delivery.

Delivery against the previous plan has been substantially progressed, with 35 actions completed, 5 actions now embedded as business-as-usual activity, and 12 actions tracking across into the refreshed Asset Management Strategic Plan. This provides continuity of delivery, clear ownership and ongoing
assurance, while aligning remaining activity to the priorities, governance and performance framework of the new 2026-2030 strategy.

3. OBJECTIVE OF THE ASSET MANAGEMENT STRATEGY

Primary objective: To ensure One Manchester provides safe, good-quality, sustainable and affordable homes in the right locations, supported by reliable evidence, meaningful customer influence and responsible long-term investment.

The strategy will achieve this objective by:

• Keeping customers safe and maintaining legal and regulatory compliance as the highest and non-negotiable investment priority.
• Improving housing quality and consistently applying a refreshed One Manchester Homes Standard.
• Using Customer Voice and lived experience alongside technical evidence to shape standards, priorities and service improvement.
• Implementing intelligence-led, rolling five-year investment planning, aligned to the Business Plan and long-term affordability.
• Maintaining accurate, up-to-date stock condition information and wider asset data to support reliable assurance, investment planning and strategic decision-making.
• Embedding sustainability, affordable warmth and climate resilience within mainstream asset management and investment.
• Strengthening Active Asset Management so that homes and buildings are assessed consistently for performance, risk, demand, sustainability and long-term value.
• Delivering value for money through effective procurement, contract management, programme coordination and evidence-led choices.

4. OVERVIEW OF ONE MANCHESTER STOCK PORTFOLIO

One Manchester manages a diverse portfolio of more than 12,800 homes across Greater Manchester, together with a small number of non-residential and community assets. The portfolio is broadly balanced between houses and flats and includes homes of different ages, construction types and management requirements.

The overall condition and performance of the portfolio provide a strong foundation. However, future asset management decisions are increasingly interconnected. Tightening regulation through the new Decent Homes Standard, MEES, Awaab's Law and building safety requirements means that housing
quality, energy performance, customer expectations, affordability and long-term asset performance must be considered together, particularly for high-rise and complex buildings.

5. PRINCIPLES

Eight strategic principles provide a stable framework through which One Manchester will deliver effective and robust asset management, maintain and invest in homes. The principles are designed to remain relevant as legislation, policy, funding and customer expectations evolve.

PRINCIPLE 1: CUSTOMER VOICE

Customer Voice is central to effective asset management because customers experience the impact of decisions about repairs, investment, safety, communication and neighborhood quality every day. Listening to customers helps One Manchester understand lived experience, identify emerging issues
and ensure investment decisions reflect what matters most to the people who live in our homes.

Our current approach draws on complaints, Tenant Satisfaction Measures, perception surveys, tenancy experience visits, scrutiny activity, customer journey mapping, repairs intelligence and wider resident engagement. This provides a broad evidence base for understanding customer priorities and the issues that affect satisfaction, trust and confidence.

Since the previous strategy, One Manchester has strengthened customer influence through the Big Listen, the Quality of Homes customer group, planned investment feedback and dedicated Customer Voice and Customer Experience strategies. The next stage is to use this insight more consistently as asset intelligence, particularly when shaping standards, investment priorities and communication with customers.

Through this strategy we will:

1. Use complaints, Tenant Satisfaction Measures, perception surveys, tenancy experience visits, scrutiny, repairs intelligence and resident engagement as asset intelligence.

2. Embed clear, timely and accessible communication across repairs, maintenance and investment programmes, including contractor communications.

3. Increase customer involvement in shaping the One Manchester Homes Standard, investment priorities and delivery standards.

4. Develop opportunities for customers to scrutinize the AMS Delivery Plan and monitor outcomes through the Quality of Homes Group and wider engagement.

5. Improve transparency about future investment, including planned programmes and component replacement intentions where information is sufficiently reliable.

PRINCIPLE 2: KEEPING OUR HOMES SAFE

Keeping homes safe is One Manchester's highest asset management priority. It protects customers, supports regulatory confidence and ensures that decisions about investment, maintenance and building management are grounded in safety, quality and long-term stewardship.

One Manchester has established compliance, building safety, assurance and governance arrangements across its homes, supported by a Building Safety Strategy, compliance framework and resident engagement approach. These arrangements provide the foundation for maintaining safe homes and demonstrating accountability to customers, colleagues and stakeholders.

Since the previous strategy, the operating context has intensified through Awaab's Law, building safety requirements, Decent Homes reform and wider expectations around evidence and assurance. One Manchester is therefore placing particular focus on high-rise and complex buildings, specialist surveys,
resident engagement and the integration of safety evidence into strategic asset management decisions.

Through this strategy we will:

6. Maintain robust compliance, building safety, assurance and governance arrangements across all homes.

7. Complete specialist fire safety, structural and building condition surveys for high-rise and complex buildings and translate findings into funded plans.

8. Prepare for evolving requirements, including future phases of Awaab's Law, Decent Homes reform, MEES and wider safety and quality expectations.

9. Bring together safety evidence, customer insight, compliance information and investment planning through Strategic Asset Management.

10. Maintain effective resident engagement so that technical compliance is matched by customer understanding and confidence.

PRINCIPLE 3: ONE MANCHESTER HOMES STANDARD

The One Manchester Homes Standard defines what customers should expect from their homes and neighborhoods, and provides a consistent basis for decisions about repairs, planned maintenance, sustainability, safety and investment. A clear standard helps ensure investment is focused on outcomes that improve quality, comfort, safety and customer confidence.

The existing standard provides a strong foundation and has helped guide decisions since the previous Asset Management Strategy. It is supported by improvements to repairs, damp and mould management, lettable standards, component reviews, planned maintenance and investment planning.

Expectations are changing as Decent Homes reform, Awaab's Law, MEES, customer priorities and sustainability requirements evolve. The next stage is to refresh the standard so that it reflects future expectations and can be applied consistently across homes, blocks, communal areas and estates.

Through this strategy we will:

11. Refresh the One Manchester Homes Standard to reflect Decent Homes reform, Awaab's Law, MEES, customer expectations and changing needs.

12. Apply the standard consistently across homes, blocks, communal areas and estates to guide repairs, planned maintenance, retrofit and investment.

13. Use customer insight to inform quality priorities, investment choices and trade-offs.

14. Strengthen block stock condition intelligence, whole-building planning and planned preventative maintenance.

15. Consider technology, sustainability, security, accessibility and modern living requirements when defining the future standard.

PRINCIPLE 4: REPAIRS AND MAINTENANCE

Repairs and maintenance are important because they have the greatest day-to-day impact on customer experience and play a critical role in protecting the condition of homes. An effective repairs and maintenance approach helps resolve issues quickly, reduce repeat demand, prevent deterioration and
support long-term value for money.

Since the previous strategy, One Manchester has made significant changes to strengthen repairs and maintenance, including service redesign, a revised repairs offer, multiskilling, system improvements and stronger commercial arrangements. These changes provide a stronger platform for improving service quality, efficiency and customer satisfaction.

The opportunity now is to make better use of repairs, empty homes and planned maintenance information as asset intelligence. By identifying recurring issues and root causes, One Manchester can intervene earlier, reduce avoidable demand and better align maintenance activity with future investment and sustainability programmes.

Through this strategy we will:

16. Strengthen the link between responsive repairs, empty homes, planned maintenance and long-term investment.

17. Expand planned preventative maintenance to intervene earlier, reduce avoidable demand and protect asset conditions.

18. Use repairs and empty homes data to identify recurring failures, root causes and emerging investment needs.

19. Continuing to improve service efficiency, first-time resolution, quality assurance and customer experience.

20. Coordinate cyclical and component-based maintenance with wider investment and sustainability programmes.

PRINCIPLE 5: SUSTAINABILITY

Sustainability supports warmer, healthier and more affordable homes while improving the long-term resilience of the housing stock. As energy performance, decarbonization, climate resilience and affordability expectations increase, sustainability must be embedded within mainstream asset management and investment decisions.

One Manchester has developed its Sustainability Strategy, strengthened its understanding of stock performance and progressed a range of sustainability initiatives, including EPC analysis, funded retrofit activity, customer engagement and heat network reviews. This has created a stronger evidence base for
future decisions.

The next stage is to translate this evidence into a practical, affordable and deliverable route for improving energy performance, affordable warmth and climate resilience. Sustainability investment will need to be coordinated with planned maintenance, safety, component replacement and neighborhood investment so that disruption is reduced and value is maximized.

The detailed actions for delivering this principle are set out in the Sustainability Strategy 2026-30. This Asset Management Strategy will support delivery by embedding sustainability, affordable warmth, energy performance, climate resilience and decarbonization considerations into stock condition intelligence, investment planning, planned maintenance, heat network planning and Strategic Asset Management decision-making.

PRINCIPLE 6: DATA SYSTEMS TO IMPROVE OUR DECISION PROCESS

Data systems and asset intelligence underpin effective decisions and depend on reliable, accurate and accessible information. Good stock condition, compliance, repairs, sustainability and customer data provide assurance, support investment planning and help One Manchester target resources where they
will deliver the greatest benefit.

One Manchester has significantly improved the quality of asset information, including current stock condition information for the majority of homes, EPC data, validation activity and improvements to asset systems. Work is also underway to improve how information flows between PIMSS, QL and other corporate platforms. 

The next stage is to create a more connected asset intelligence environment that brings together condition, repairs, compliance, sustainability, customer and housing management information. This will strengthen decision-making, improve assurance and support a single evidence base for Strategic Asset Management.

Through this strategy we will:

21. Develop a connected digital environment through the Homes Intervention programme and Systems and Technology Roadmap.

22. Integrate information from PIMSS, QL and other corporate platforms so that the right information is available to the right people at the right time.

23. Maintain current stock condition intelligence through 100% coverage and a rolling five-year survey programme, including refreshed block data.

24. Develop the Asset Intelligence Framework to combine condition, repairs, compliance, sustainability, customer and housing management information.

25. Use sensors and connected-home technology where there is a clear customer, risk-management or decision-making benefit.

PRINCIPLE 7: VALUE FOR MONEY

Value for money is essential because One Manchester must make the best use of available resources while investment needs, regulatory expectations and cost pressures continue to increase. It means making evidence-led choices that deliver the right outcomes for customers, homes and communities,
rather than simply choosing the lowest-cost option.

One Manchester has strengthened value for money through procurement reviews, material supply arrangements, contractor management, post-inspection processes, the Shaping Our Future programme and improved business planning assumptions. These changes provide stronger oversight of cost, quality, delivery and customer outcomes.

The next stage is to connect value for money more clearly to investment planning, asset performance and long-term affordability. Rolling five-year investment plans, improved programme sequencing, stronger commercial management and external funding opportunities will help ensure resources are targeted where they deliver the greatest long-term benefit.

Through this strategy we will:

26. Link value for money to customer outcomes, asset performance, investment planning and long-term affordability, rather than lowest cost alone.

27. Move to coordinate rolling five-year investment plans and improve programme sequencing and packaging.

28. Strengthen procurement, commercial management, contract management, post-inspection and cost assurance.

29. Use evidence and customer insight to demonstrate how investment choices deliver the greatest long-term benefit.

30. Maximize external funding, partnership opportunities and efficiencies while protecting safety and quality.

PRINCIPLE 8: ACTIVE ASSET MANAGEMENT

Active Asset Management is critical over the long term because it helps One Manchester understand whether homes and buildings continue to meet customer needs, perform effectively and represent a sustainable long-term investment. It provides a structured way to balance safety, quality, demand, sustainability, affordability and long-term value when making significant asset decisions.

One Manchester has strengthened the foundations for Active Asset Management through improved asset intelligence, stronger governance and the Strategic Asset Management Group. Work has also begun to develop asset performance reviews and the evidence needed to support more informed long-term decisions.

The next stage is to embed a consistent approach to investment prioritization, asset performance assessment and options appraisal. This will begin with high-rise and complex buildings and then extend across the wider portfolio, supporting transparent decisions about continued investment, refurbishment, repurposing, redevelopment or alternative approaches where required.

Through this strategy we will:

31. Embed a consistent investment prioritization and asset performance framework (the SHAPE model) covering condition, safety, demand, customer need, sustainability, affordability and value.

32. Complete the Complex Buildings Review and develop whole-building investment plans for higher-risk and complex assets.

33. Introduce structured modelling and options appraisal to assess continued investment, refurbishment, repurposing, redevelopment or alternative approaches.

34. Extend asset performance assessment progressively across the wider portfolio.

35. Use the Strategic Asset Management Group to support transparent, evidence-led decisions and escalation through governance.

6. MEASURING SUCCESS

Success will be assessed through a Strategic Performance Framework that combines delivery milestones, operational performance, customer outcomes, asset intelligence and regulatory assurance. The framework will draw on the Evidence Baseline, AMS Delivery Plan, customer feedback, operational reporting and governance assurance.

• Customer influence: Evidence that customer insight has changed standards, priorities or delivery; satisfaction with repairs, safety, quality and planned works; improved communication and scrutiny.
• Safe and compliant homes: Sustained statutory and regulatory compliance; timely completion of safety actions; effective resident engagement; robust assurance for high-rise and complex buildings.
• Quality homes: Decent Homes performance; delivery of the refreshed One Manchester Homes Standard; component condition and planned maintenance outcomes; reduced repeat defects. 
• Repairs and maintenance: Improved timeliness, first-time resolution, quality and customer satisfaction; reduced avoidable and repeat demand; stronger planned preventative maintenance.
• Sustainability and affordability: Improved EPC evidence and performance; progress towards EPC C and MEES readiness; delivery of the decarbonization roadmap; heat-network performance and customer affordability.
• Asset intelligence: 100% stock condition coverage, refreshed block data and rolling surveys; stronger system integration, data quality and use of intelligence in decisions.
• Value for money and delivery: Delivery against approved budgets and programmes; demonstrable benefits from procurement, sequencing, external funding and contract management.
• Active Asset Management: Completion of complex-building reviews and whole-building plans; proportion of portfolio assessed through the performance framework; timely and transparent options appraisals.
• Financial sustainability: Investment plans aligned to the Business Plan; affordability maintained; emerging liabilities identified early and reflected in forecasts.

Performance will be reviewed regularly by operational leads and the Strategic Asset Management Group, with formal oversight through Leadership Team, the Investment & Growth Committee and Board. The framework and delivery plan will be refreshed as evidence, regulation, customer priorities and investment assumptions change.

7. RISK

Asset management risks will be managed through clear evidence, regular assurance and established governance, with significant issues escalated through the Strategic Asset Management Group, Leadership Team, Investment & Growth Committee and Board.

• Safety, compliance and housing quality: maintain strong compliance assurance, respond to Awaab's Law and Decent Homes requirements, and prioritize investment in safe, good-quality homes.
• Complex buildings and heat networks: complete reviews, specialist surveys and whole-building plans to understand long-term safety, investment, affordability and decarbonization needs.
• Energy performance and climate resilience: refresh EPC data, develop the Housing Decarbonization Roadmap and align sustainability investment with planned works.
• Asset intelligence and systems: maintain accurate stock condition and wider asset data, refresh block information and strengthen data governance and integration.
• Affordability, delivery and supply chain: use rolling five-year plans, prioritization, procurement and contract management to manage investment pressures and delivery capacity.
• Customer trust and disruption: plan engagement early, communicate clearly and use feedback to improve delivery.

The Asset and Stock data, Delivery Plan and Strategic Performance Framework will be used to monitor exposure, test controls and update investment and business planning.