Agenda item

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 a new strategy immediately - Begin drafting a new strategy now, without aligning with ongoing transformation activity or allowing time for deeper tenant engagement. While this would meet the original timeline, it may result in a strategy that is disconnected from current service developments and lacks meaningful tenant input.

Reasons for decision:

·         To ensure the Council continues to have a clear approach for the delivery of the Landlord Services. To ensure tenants have the opportunity to shape and co create the next strategy once more meaningful tenant engagement opportunities have been embedded.)