Agenda item

To provide an update on the Council’s current strategic risks (report of the Assistant Director – Governance enclosed).

Consideration was given to the report of the Assistant Director – Governance which provided the committee with an update on key risks.

The Business Intelligence and Change Manager and the Housing Transformation Manager (HRA) attended for this item.

The Business Intelligence and Change Manager introduced the report, and the following main points were highlighted:

• All strategic risks had been reviewed by risk owners, the Senior Leadership team and the internal governance clinic;
• The risk spread for South Holland, the Partnership and the South Holland Housing Revenue Account (HRA) was summarised at point 2 of the covering report;
• A previous reporting error on the HRA risk report had been noted and rectified;
• The following two new risks had been identified:
  • ‘The impact of Awaab’s Law’ on the HRA Risk Register which related to the risk in respect of resources to meet the requirements of the new legislation due to commence in October 2025. A response to the draft legislation had been submitted in March 2025 and the council awaited a steer to landlords from the Ministry of Housing, Communities and Local Government (MHCLG); and
  • ‘Local Government Reform’ was noted on the Strategic Risk Register and would become more dynamic and detailed as risks were identified over time.

Members considered the report and made the following comments:

• Members referred to the Local Government Reform (LGR) risk SHDC24 and suggested that a related risk around staff engagement and perception be considered.
  • The Business Intelligence and Change Manager responded that:
    • The suggestion would be relayed to the Senior Leadership Team;
    • Risk SHDC24 would likely be split into sub-category areas as these were identified; and
    • A key mitigation around this risk was already in place with the regular undertaking of staff communications and briefings in respect of LGR developments.

• Members referred to risk Economic Growth risk SHDC09, and queried whether recent global events had affected this risk position further since the report was produced:
  • The Business Intelligence and Change Manager responded that the risk was expected to remain high due to external factors.

• Members referred to the Council Financial Positions SHDC16 risk and queried whether the risk would be further affected by internal draining board costs.
  • The Business Intelligence and Change Manager would investigate the matter and provide a response after the meeting.

• Members referred to the Impact of Awaab’s Law SHDCHRA13 risk, and queried the action taken when a damp or mould report was received and whether the volume of reports had increased.
  • The Housing Transformation Manager (HRA) responded that:
    • A triage process was in place which prioritised the severity of damp and mould in a property alongside associated risks due to vulnerabilities of the household;
    • A recent report was presented to the Performance Monitoring Panel and Cabinet on the performance of multiple items of Housing Repairs which included the council’s approach to damp and mould;
    • A specific report was coming forward in May 2025 on the council’s performance in respect of damp and mould, and a further report in July 2025 on the council’s proposals for the delivery of Awaab’s Law;
    • The government consultation with social landlords in respect of Awaab’s Law was followed by resistance from the sector due to the increased resources needed to be in place to meet government expectations. A response to this effect was submitted to the government however a further government communication on the matter was still awaited by the sector. Officers were therefore planning to meet the requirements of the implementation of Awaab’s Law from October 2025 from current resources. Increased resources would be required should the requirements from the initial consultation remain unchanged; and
    • The council’s entire housing stock was currently in the process of being surveyed. Of the 60% of surveys completed to date, damp and mould had been identified in 18% of properties. Officers were working with tenants to respond to cases on priority basis with emergency cases receiving a same-day survey response.

• Members queried the action that could be taken if damp appeared to be caused by resident behaviour, such as the drying laundry indoors without ventilation.
  • The Housing Transformation Manager (HRA) responded that:
    • All complaints of damp, condensation and mould resulted in an on-site damp survey being completed by a trained surveyor;
    • Advice and support were given to tenants regarding the prevention of damp and mould;
    • Repairs were completed where required, and follow-up calls/inspections were completed for all complaints of damp and mould following completion of works to ensure the problem had not recurred; and
    • The issue presented challenges for the service due to the age of the housing stock. An ongoing investment plan was in place to address multifactorial causes of damp and mould.  A HRA business plan and Asset Management Strategy would be brought to Members for consideration as part of 25/26 budget setting.

AGREED:

That the latest assessment of the council’s risk at a strategic level as well as within the council’s HRA and the wider Partnership, be noted.