Monthly Archives: June 2015

What is the role of licensed depreciator in process of tax depreciation schedule?

This means that for a period the majority of authorities will receive an allowance slightly lower than their target in order to fund protection for the remainder. When taken together with the previously announced 6% real national increases in the allowances for those years, the majority of authorities will, however, see increases in their allowances per dwelling.

However, well-maintained common areas and facilities contribute to sustainable communities which tenants want to live in – essential to both tenants and landlords. ODPM therefore proposes that the distribution of management and maintenance allowances should continue to take into account the revenue costs of clean, secure, well-managed and well-maintained communal spaces, both internal and external.

Please see the more detailed technical document, Revised Formulae for the Allocation of Management and Maintenance Allowances within HRA Subsidy, for a precise list of the estate management activities included within the new allowances and Depreciation Schedule. Given the lack of common approach and the potential grey areas involved, Ministers propose to leave it to an authority’s discretion whether to charge separately for estates management services.

Ministers may wish to revisit policy on local authority service charges and their relationship with management and maintenance allowances in light of evidence from the three year review. With the introduction of rent restructuring and associated subsidy changes, this relationship was broken. For 2003-2004, the national average management and maintenance allowances per dwelling were uplifted by 3.4% and 1% respectively in real terms, in addition to 2.25% to allow for inflation and by 2.3% to take account of the resource implications of moving guideline rents towards formula rents.

What can one expect in the report of tax depreciation schedule?

Some associations do not log lettings in CORE as nominations because they do not come through a local authority traditional nomination process. Associations also often have the administrative capability to help with schemes such as tenancy deposits for access to private sector homes and mediation and advice. Possession orders sought by all social landlords are on the rise, after a brief period of levelling, and evictions by housing associations were 6.7 per 1,000 tenancies last year. The ODPM has estimated that 36% of all homes with two or more bedrooms are under-occupied according to the bedroom standard16, and that 12% are found in social housing. It can be difficult to incentivise residents to move in order to use larger homes as part of a strategy to tackle homelessness.

Many associations have incentive schemes that offer inducements to persuade tenants to move, and while they might have limited success, such measures are important. tenants finds the prospect of lower rents in a different home an incentive to move out of larger homes. It is possible, however, that where associations have implemented policies for making all new lettings on full-formula rents, this could be a disincentive for transfers and exchanges.

This will mean associations working with local authorities to implement crosssectoral strategies embracing both private and social housing stock, investment property depreciation prioritising more clearly to achieve a balance between responding to priority need and achieving mixed and sustainable communities. We refer above17 to how we are addressing the problem of effective housing management and strategic engagement for associations that have small numbers of stock scattered in isolation across different areas.

We want to see whether rationalization measures such as transfer 16As defined in Government Social Survey, 1960 17See section on Local partnerships 33 of ownership or agreements to deliver management services by the local largest social landlord will contribute to better asset management and effective service delivery. We want to understand better how and to what extent LSVTs use some of their stock to house people on the waiting list. The data collected by both the ODPM and the Corporation on temporary tenancies in association stock are limited. The Corporation’s National Investment Policy18 is informed by two driving forces: the Government’s action programme19 and the Corporation’s corporate plan.