Agenda and minutes

To sign as a correct record the minutes of the meeting of the Cabinet held on 14 January 2025 (copy enclosed). 

The minutes of the Cabinet meeting held on 14 January 2025 were agreed and signed by the Leader.

(Where a Councillor has a Disclosable Pecuniary Interest the Councillor must declare the interest to the meeting and leave the room without participating in any discussion or making a statement on the item, except where a Councillor is permitted to remain as a result of a grant of dispensation.)

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To approve: The General Fund and HRA Budget for 2025/26, including the use of reserves, Medium Term Financial Strategy, Capital Programmes and Strategy, Treasury Management Policy/Strategy and the Annual Delivery Plan including the approval of Council Tax levels for recommendation to Full Council (report of the Deputy Chief Executive – Corporate Development (151)).

Consideration was given to the report of the Deputy Chief Executive – Corporate Development (S151) which sought approval of the General Fund and HRA Budgets for 2025/26, including the use of reserves, Medium Term Financial Strategy, Capital Programmes and Strategy, Treasury Management Policy/Strategy and the Annual Delivery Plan including the approval of Council Tax levels for recommendation to Full Council.

The Portfolio Holder – Finance presented the report  and started by apologising for the lateness in circulation to Cabinet of the report.  He had asked the S151 Officer to raise this matter with the Authority’s service provider, PSPS Ltd with a view to considering how joint working could  prevent such a position repeating itself in the future.

The creation of the 2025/26 Budget has been extremely challenging for South Holland with increasing costs such as pay, contract costs and the IDB levy, plus reductions in government support. This was at a time when the Authority was seeking to support those most vulnerable, to create a vibrant District for residents to live in and businesses to grow.

Despite these challenges, as part of this budget the Authority was providing more support to its residents as part of the new Council Tax Support Scheme, implementing a new Business Improvement District for the Town, deploying Long Term Towns Funding and delivering the hugely significant South Holland Health and Well-Being Hub funded mainly through grant.  The £38.6million Capital Programme was one of the most significant seen for many years.

Internal Drainage Boards continued to be an ever-increasing pressure with an additional requirement for 2025/26 of £158,000.  It was also noted that there had been a 36% increase since 2021/22, clearly not sustainable on a now £3.57million a year bill for the Council to absorb. Cabinet was aware that the Council has been in detailed discussion with government officials regarding this difficult position over the past 2-3 years as well as working through the Special Interest Group (SIG) to lobby heavily on this matter. Extra funding for councils increasing in 2025/26 to £5million had now been confirmed by Government as part of the final settlement which was welcome, but allocations were yet to be confirmed.

Due to these pressures an increase of Council Tax by the maximum 3% was proposed, equating to a £7.11 increase for a Band D property which equated to 14p a week. The vast majority of properties in South Holland were bands A, B and C and lower increases for these would therefore be seen.

Two efficiency targets were included in the budget, one in respect of the IDBs and the second relating to a need for general efficiencies of £255,000 -  this would be challenging but there were plans to address this.

This budget also included a new grant in respect of the Extended Producer Responsibility funding, which had been awarded for costs that the Authority already incurred in the waste system.  This would be available to support the budget in 2025/26 if needed or indeed future years as funding  ...  view the full minutes text for item 72.

To set the context as to how the Council intends to meet the private sector housing challenges and opportunities confronting the service and to set out the key priorities for action and delivery (report of the Assistant Director for Wellbeing & Community Leadership enclosed).

Consideration was given to the report of the Assistant Director for Wellbeing and Community Leadership, which set out the context as to how the Council intended to meet the private sector housing challenges and opportunities confronting the service and to set out the key priorities for action and delivery.

The Portfolio Holder – Strategic and Operational Housing presented the report which introduced the first South and East Lincolnshire Council Private Sector Housing Strategy. The strategy ensured a point of reference, accountability and governance for how it was intended to work with the Private Sector to review housing conditions, tackle rogue landlords and improve standards.

To develop this strategy, several key areas in the private housing sector were considered, on both a national and local scale. From this analysis, four out-come based commitments had been developed. These included commitments around tackling poor conditions, ensuring homes met the required standards, that there was a focus on work around empty homes and that unlicensed HMOs were tackled.

Following approval of the Strategy, further operational policies and procedures to support the strategies delivery would be completed. These included an Empty Homes policy, and HMO Licensing Policy.

The strategy was discussed at Performance Development Panel in November 2024, with support being given to the document.

Consideration was given to the report and the following issues were raised:

·       Were there any gaps in knowledge, particularly with regard to private sector landlords (i.e. were any being missed)?

·       With regard to the Stock Condition Survey, what had been the percentage of returns?

·       What was the definition of the Decent Homes Standard, and what was defined as a reasonable standard?

DECISION:

That the South and East Lincolnshire Councils Partnership Private Sector Housing Strategy be adopted, and to commit to supporting the delivery of the vision, priorities and commitments set out within it.

(Other options considered:

·       To continue with individual strategies for each Council;

Reasons for decision:

·       The Strategy is an overarching document which  ...  view the full minutes text for item 73.

To provide Cabinet with an update on progress made towards meeting the outcomes of the Social Housing (Regulation) Act 2023, including revised consumer standards (report of the Assistant Director – Housing enclosed).

Consideration was given to the report of the Assistant Director – Housing which provided an update on progress made towards meeting the outcomes of the Social Housing (Regulation) Act 2023, including published consumer standards.

The Portfolio Holder – Strategic and Operational Housing presented the report.

On Monday 3 February 2025, South Holland District Council had been notified that a programmed inspection would take place between April and June 2025. It was anticipated that the Regulator would publish their findings (Regulatory judgement) in July 2025.

Being a landlord was both a privilege and a responsibility, and SHDC took these responsibilities seriously. The report updated Cabinet on progress towards meeting the outcomes of the consumer standards.

 Key items of activity during the last quarter included:

• An assessment against the consumer standards was set out in Appendix 1. Whilst there were a number of specific expectations that were partially met/not met, these items were included in the Transformation Programme with evidenced plans in place to deliver them. Officers did not consider there to be any material issues that related to non-compliance that were necessary to communicate to the Regulator of Social Housing. This piece of work would now be completed on an annual basis.
• Over 55% of stock condition surveys had now been completed with a separate report to follow on the findings and impact.
• Self-assessment completed against Grenfell Inquiry recommendations (and action plan adopted) as set out in Appendix 2.
• Tenant Satisfaction Measure results for 23/24 scrutinised by Performance Monitoring Panel with 25/26 surveys underway.
• Knowledge and Information Management Strategy and Tenancy Strategy adopted by Cabinet.
• Tenant Engagement Strategy scrutinised by Policy Development Panel, currently out for further consultation with tenants.
• Equality Impact Assessment completed regarding accessibility to the Landlord Service as set out in Appendix 3.

Over the last 12 months, officers had focussed on building the foundations necessary for the Council to meet the consumer standards. The Mandate update at Appendix 4 summarised the progress made and the focus for 25/26. (Note that this could change following the outcome of the inspection).

Cabinet was asked to note the work underway to align services with the new regulatory regime. Reports would continue to be brought to members on a quarterly basis.

Consideration was given to the report and the following issues were raised:

·       Anti-Social Behaviour and Domestic Violence were two areas amongst the standards detailed in Appendix A which reoccurred in many other committee reports. Was the Authority robust enough in its attempts to tackle these issues as they continued to impinge in many areas.

To provide Cabinet with an overview of the findings of the initial housing stock condition surveys (report of the Assistant Director – Housing enclosed).

Consideration was given to the report of the Assistant Director – Housing which provided Cabinet with an overview of the findings of the initial housing stock condition surveys.

The Portfolio Holder – Strategic and Operational Housing presented the report.

The Regulator of Social Housing adopted a co-regulatory approach, holding Councillors responsible for ensuring that the Council, in its role as a registered provider of social housing, was meeting the outcomes of consumer standards.

As Portfolio Holder for Strategic and Operational Housing, she attended Housing Compliance Clinic and scrutinised the service's performance. However, it was crucial that members also thoroughly scrutinised performance to ensure the council’s homes were safe and properly maintained.

This, and the next two items were being presented to Cabinet for their consideration prior to Performance Monitoring Panel to allow Performance Monitoring Panel to consider Cabinet’s observations as part of scrutiny. This approach was also taken for the HRA Governance Framework last year.

The report informed Cabinet of the interim findings of a comprehensive programme of stock condition surveys conducted on all residential properties managed by the Council. The primary objective of these surveys was to gather up-to-date data on the condition of building components, Housing Health and Safety Rating System (HHSRS) assessments, energy audits, and routine repairs.

These surveys had been strategically scheduled during the winter months to gain a thorough understanding of property conditions under challenging weather circumstances. Over 55% of the stock surveys, which equated to 2,133 properties, had been successfully completed. The first round of access attempts was expected to be completed by the second quarter of 2025/2026. It was important to note that the number of surveys due for completion was a dynamic figure, influenced by Right to Buy sales and acquisitions.

Upon receipt, the data was analysed, with urgent prioritisation given to properties identified as having severe risks. To date, 13 such properties had been identified, 11 had had works completed and 2 were in progress. This data was being calibrated against existing data to ensure that accurate and up-to-date reports continued to be presented at the Housing Compliance Clinic and through performance metrics at the Performance Monitoring Panel. Additionally, this data was informing the drafting of the HRA Business Plan and Asset Management Strategy, which would be presented to members as part of the budget setting for 2026/2027.

Consideration was given to the report and the following issues were raised:

• With regard to damp, condensation and mould what had been identified to date and were there any concerns for the Authority?
  • The Portfolio Holder responded that there were concerns around damp, condensation and mould. From the stock condition surveys that had been completed so far, 6 category 1 (severe) cases had been identified, 4 of which had had remedial work undertaken and 2 were still in progress. Previously, the service had focussed on reactive cases and it was important going forward that it was proactive as well as reactive. The completed stock condition surveys would provide the foundation for reliable data  ...  view the full minutes text for item 75.

To provide assurance to Cabinet on the Housing Landlord Service’s performance against key statutory compliance measures(report of Assistant Director – Housing enclosed).

Consideration was given to the report of the Assistant Director – Housing which provided assurance to Cabinet on the Housing Landlord Service’s performance against key statutory compliance measures.

The Portfolio Holder – Strategic and Operational Housing presented the report, which provided a comprehensive overview of performance against key statutory compliance measures. The report aimed to assure the Cabinet that compliance arrangements were robust and continuously improving.

The report covered various statutory safety requirements. As of 31 January 2025, officers had completed 100% of safety checks in several critical areas, including asbestos, gas, legionella, lifts, and fire. Additionally, 99.25% of electrical safety checks had been completed, with access issues being escalated. This data and progress on remedial actions was scrutinised on a monthly basis at the Housing Compliance Clinic, with high level data presented quarterly to the Performance Monitoring Panel.

Over the past 12 months, officers had made significant efforts to improve the handling of reports of damp and mould. A new policy was adopted in May 2024, departmental training was delivered, and a dedicated Damp and Mould Co-ordinator role was established. However, damp continued to place pressures on the service, a situation that has been further highlighted by the initial stock condition survey findings. Consequently, a further review of the damp policy and performance measures was currently being conducted and was due to be presented to members in the first quarter of 2025/2026.

In January 2025, the Governance and Audit Committee received a reasonable assurance opinion on housing compliance, stating robust controls and oversight were evidenced and continued to be developed. However, there was always more that could be done and it was important to continue to extend oversight and assurance in this area, particularly focussing on remedial actions and service improvements which would be shared with the Performance Monitoring Panel.

Members considered the report and the following issues were raised:

·       Decisions were based on data – how confident was the Portfolio Holder that the data upon which decisions were made was reliable?

·       How were tenants informed of the safety of their homes?

To provide an update on the performance and effectiveness of the Housing Allocations Policy following its last formal review (report of the Assistant Director – Housing enclosed).

Consideration was given to the report of the Assistant Director – Housing which provided an update on the performance and effectiveness of the Housing Allocations Policy following its last formal review.

The Portfolio Holder – Strategic and Operational Housing presented the report.

The report followed up on major changes to the Housing Allocations Policy approved in October 2023 and implemented on March 1, 2024. The policy was deemed operationally effective with no further changes proposed. Key updates included:

·       The Department for Levelling Up, Housing and Communities was now the Ministry of Housing, Communities and Local Government.

·       The income threshold was reduced from £62,000 to £60,000 due to a slight drop in house prices.

·       Guidance for awarding moderate medical, welfare, or hardship priority

The 2024 policy resulted in increased applications from 628 to 840 and addressed the imbalance between bands 3 and 4.  The Housing Assessment Panel remained effective for reviewing housing register appeals, and properties continued to be let fairly, matching households needing disabled adaptations to suitable properties.

Policy Development Panel discussed several key points, including the assessment of transferees with extenuating circumstances, banding of armed forces personnel, reassessing need and supported the department conducting an underoccupancy review.

Panel requested that Cabinet note the importance of bringing the Tenant Engagement and Influence Strategy to life through direct links with policy work and continued to support delegating minor operational amendments to the Assistant Director – Housing in consultation with the Portfolio Holder.

Consideration was given to the report, and no issues were raised.

DECISION:

1)    That Cabinet note the verbal update provided following the Policy Development Panel’s consideration of the performance and effectiveness of the policy changes.

2)    That Cabinet consider and where appropriate approve any recommended policy changes from the Policy Development Panel.

3)    That delegation to the Assistant Director – Housing in consultation with the Portfolio Holder for Strategic and Operational Housing for minor operational amendments to the policy continues.

(Other options considered:

·       Do nothing – Cabinet could determine that an update on this policy is not required.  However, given the strategic importance of the policy operating successfully this is not recommended;

Reasons for decision:

·       It is good practice to regularly review the Allocations Policy, ensuring the most recent legislation is referenced, current operational practice is supported and the policy supports the Council in addressing demand from homeless households).

To provide assurance to Cabinet on the performance of the responsive repairs and planned maintenance (report of the Assistant Director – Housing enclosed).

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Consideration was given to the report of the Assistant Director – Housing which provided assurance to Cabinet on the performance of the responsive repairs and planned maintenance.

The Portfolio Holder – Strategic and Operational Housing presented the report.

The report provided an overview of the performance of responsive repairs, void repairs, and planned maintenance.

As of 31 January 2025, 9,553 repairs have been undertaken, with 100% of emergency repairs and 91% of routine repairs completed within target times. Voids had also consistently been delivered within their target of 28 days. The report also detailed the programmed works completed during 2024/25, including kitchen and bathroom upgrades, heating system improvements, and roof replacements. Additional information would be provided to Performance Monitoring Panel about the Capital Programme to allow for further scrutiny.

69.9% of tenants surveyed said they were satisfied with the overall repairs service, and 85.7% feeling their homes were safe. Benchmarking against other council landlords with less than 10,000 units, had been undertaken. The maintenance cost per unit was reported at £1,137 compared to a peer median of £1,153.

Over the last 12 months, several improvements had been made, including a programme of contract management training and changes to the contract awarding process. The responsibility for overseeing damp and mould reports was transferred to the Housing Repairs Team, and a new voids standard for sheltered housing was set. As part of the Housing Transformation Programme, further improvements were planned for 2025/26, including the rollout of an online repairs reporting system, along with reviews of the disabled aids and adaptations offer and the responsive repairs service and capital programme delivery.

Consideration was given to the report and the following issues were raised:

• How many repairs were still outstanding and how many of these had gone beyond their expected completion date?
  • The Portfolio Holder responded that as part of the compliance clinic, this was a metric that was now measured. At the last compliance clinic, there were around 630 outstanding repairs outstanding. To put this into context, approximately 750 repairs were undertaken each month. The Portfolio Holder could not advise of the number outstanding and referred to the Housing Repairs and Property Services Manager.
  • The Housing Repairs and Property Services Manager did not have the information available but advised that this would be included within the information coming to the Performance Monitoring Panel.

• If there was a schedule of maintenance for heating systems, boilers etc, was there a reason why repairs rose in the winter months if maintenance had already been undertaken?
  • The Housing Repairs and Property Services Manager advised that servicing of systems did take place however in the autumn, tenants would start to put their heating systems on which often led to an increase in heating related repairs. Communications were published on social media asking residents to check and test their boilers as early as possible however a spike did naturally occur and was fairly consistent throughout the winter.
  • The Portfolio Holder added that the spike in work always occurred, whatever  ...  view the full minutes text for item 78.

Note:         (i)      No other business is permitted unless by reason of special circumstances, which shall be specified in the Minutes, the Leader is of the opinion that the item(s) should be considered as a matter of urgency. 

(ii)     Any urgent item of business that is a key decision must be dealt with in accordance with the Constitution’s Access to Information Procedure Rules.

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