Issue - meetings

To adopt the one-year extension to the Housing Landlord Strategy (2024-2027) (Appendix 2) aligning it with ongoing service transformation activity and enabling deeper tenant engagement in shaping the next strategy (report of the Assistant Director – Housing enclosed).

Consideration was given to the report of the Service Director – Housing which sought adoption of a one-year extension to the Housing Landlord Strategy (2024-2027) (Appendix 2) aligning it with ongoing service transformation activity and enabling deeper tenant engagement in shaping the next strategy.

The Portfolio Holder for Strategic and Operational Housing introduced report the report which provided an update on progress against the Housing Landlord Strategy and sought approval for a one-year extension, moving the end date to 2027.

Extending the strategy ensured alignment with ongoing transformation activity and allowed additional time for deeper and more meaningful tenant engagement in shaping the next landlord strategy.

Key progress to date included enhanced accountability and transparency through the adoption of the HRA governance framework, regular reporting of performance data, and increased opportunities for tenant scrutiny through the establishment of new tenant focus groups.

Operational improvements included updated stock condition data, which would be discussed later, the establishment of compliance and performance clinics, and the development of a contractor code of conduct, which was co-designed with tenants.

The tenant voice had been further strengthened through more flexible engagement opportunities, the formation of a Tenant Influence Panel, and active tenant involvement in shaping policies and services, including the new Aids and Adaptations Policy.

The proposed extension provided the necessary space for tenants to meaningfully co-design the next strategy and ensured continued progress towards meeting regulatory expectations. Tenants had clearly expressed their support for this approach.

The low level of complaint satisfaction figures at TP09 was questioned, noting that the results appeared disappointing, and asked whether any action was being taken to improve them.

The Portfolio Holder explained that complaints were actively encouraged and that satisfaction continued to be closely monitored through regular surveys. They highlighted actions already in place, including the operation of a complaints clinic where complaint responses were reviewed internally to ensure residents had been listened to and their issues appropriately addressed. It was noted that these measures were contributing to ongoing improvement, while also acknowledging that satisfaction scores were often lower as complaints were made when residents were already dissatisfied.

Members noted that satisfaction scores for treating residents fairly and with respect were relatively high. It was queried whether aspects of the question wording might be influencing the results and whether respondents were expressing dissatisfaction due to the outcome of their issue rather than the way they had been treated. Officers advised that the Tenant Satisfaction Measures wording was nationally standardised, though it was suggested that providing tenants with clearer guidance on what the question was asking might help improve understanding and interpretation.

DECISION:

1.    That Cabinet adopts the Housing Landlord Strategy 2024-2027 (attached at Appendix 2)

(Other options considered:

·         Do nothing - Allow the current strategy to lapse without extension or formal closure. This would mean operating without a strategic framework and without capturing or reporting on progress made to date. This option risks losing momentum, reducing transparency, and missing the opportunity to build on recent service improvements.

·         Develop  ...  view the full minutes text for item 117

To seek feedback on a one-year extension to the current Landlord Strategy timeline, aligning it with ongoing service transformation activity and enabling deeper tenant engagement in shaping the next strategy (report of the Assistant Director – Housing enclosed).

Consideration was given to the report of the Assistant Director – Housing which sought feedback on a one-year extension to the current Landlord Strategy timeline, aligning it with ongoing service transformation activity and enabling a deeper tenant engagement in shaping the next strategy.

.

The Housing Transformation (HRA) Manager presented the report which set out the proposal to extend the current Housing Landlord Strategy and highlighted the following:

• The extension was intended to align the strategy with ongoing service transformation work, to allow further tenant engagement, and support the co?creation of a revised future strategy:
• Members were advised that the service continued to deliver improvements following the Regulator of Social Housing inspection, and that work on the provider improvement plan was progressing well;
• Recruitment for the new Tenant Scrutiny Panel was underway, supported by training to strengthen tenant?led oversight. Monthly meetings with the Regulator of Social Housing were taking place to evidence progress; and
• Tenants had been consulted in October 2025 and expressed strong support for extending the strategy which allowed more meaningful involvement and engagement.

Members considered the report and made the following comments;

• Members sought assurance that improvements were continuing across the service, particularly benchmarking performance against neighbouring authorities.
  • The Housing Transformation (HRA) Manager confirmed that:
    • The Tenant Satisfaction Measures for 2025/26 had recently been completed and once validated, would be brought back to Members.; and
    • Tenants had also requested additional benchmarking against neighbouring authorities with housing stock; therefore, comparative data for North Kesteven, South Kesteven and Lincoln had been included.

• Members asked how the survey would engage with the elderly and geographically remote tenants.
  • The Housing Transformation (HRA) Manager responded that:
    • Tenant engagement events were being held across the district, with attendance monitored to ensure a representative spread of tenant voices. Where community centres were not available, village halls and church halls were used; and
    • Updates for members were provided through Member Briefings, posters in the members lounge and agreement to send direct emails where possible.

• Members asked how the recruitment to the Tenant Scrutiny Panel was progressing.
  • The Housing Transformation (HRA) Manager informed the Panel that eight strong expressions of interest had been received, with two further forms expected. If all were confirmed, a 10?member panel would be established. Membership was drawn from across the district, and a full geographical breakdown could be provided.

• Members asked how the service would ensure engagement with sheltered housing tenants and those with mobility issues.
  • The Tenant Engagement and Influence Lead advised that events were being held within sheltered housing schemes, with newsletters hand?delivered by the Independent Living Team. Tenants unable to attend events could contact the service by phone or email, and information was regularly posted to those requesting it.

• Members asked whether the appendices to the report could be re-ordered in future to assist readability.
  • The Housing Transformation (HRA) Manager confirmed that the sequence of appendices would be reviewed in future reports.

• Members sought further information on the Councils progress towards achieving a C1  ...  view the full minutes text for item 73