Agenda item

The Director of Housing submits a report providing an update on the progress made on the housing division’s Provider Improvement Plan (PiP).

The Director of Housing submitted a report providing an update on the progress made on the housing division’s Housing Regulator Provider Improvement Plan (PiP).  Key points included:

• This was the first progress report since the regulator inspection in July 2025.  Since then, the service was now in the provider improvement phase, and meeting with the Regulator of Social Housing Team on a monthly basis, giving updates on areas identified in the inspection.  This mainly included elements in the Safety and Quality standard and the Tenant Engagement Standard.
• The PiP included 26 specific actions as detailed in the report.
• There is an internal Board chaired by the Strategic Director of CDN, the Director of Housing and all Heads of Service whom meet monthly in advance of meeting with the regulator.
• Since the PiP had been generated, five of the 26 actions had been completed.  These related to asbestos, water safety, mutual exchanges, the Tenant Scrutiny Panel and complaints.
• The areas were RAG rated (Red, Amber, Green).  There are thirteen rated green and eight amber on the report, but since the report was published, this had changed to sixteen green and five amber.
• Actions had been impacted by unavoidable events, such as the winter and the implementation of legislation such as Awaab’s Law.
• There are now 2600 out-of-category repairs, down from 6,250 in January 2025
• There are now 315 damp and mould cases, down from 539. We are on track to clear these down during 2026
• There had been a number of IT challenges which had caused some of the amber ratings, such as the roll out of new complaints IT system, health and safety and fire safety IT systems.  Effective systems were already in place for these, but the new systems would help the service to enhance reporting and pull all information in to one location.
• 3,347 Housing Health and Safety rating inspections (HHSRS) have been completed, up from the 2,800 noted in the report.
• The service was on track to complete the target of 60% of Electrical Safety inspections (EICRs) by the end of 2026 and to complete the full cycle by 2028.

In response to member questions and discussion, the following was noted:

• The report related to Council stock.  With regard to registered providers, they were subject to the same regulations and inspection regime as the Council.  Historically, there had been a degree of governance and financial oversight of registered providers in advance of the new Regulator.  However, they now needed to comply to consumer standards.  This was not necessarily the case of private providers, however, there were changes to renters’ rights that would bring in new requirements for providers, and they would have to go on a national PRS Housing register.  They would also now have to meet the Decent Homes Standard and would need to meet Awaab’s law when they are introduced or PRS.  This would bring private providers more into line with Local Authorities and registered providers.
• A private rented sector team could inspect properties for Hazards if reports of poor condition property is received.
• The Renters’ Reform Act would give the Council more rights to intervene in the private rented sector.  Currently a mismatch of different licensing schemes existed, including House of Multiple Occupation (HMO) licensing, selective licensing and additional licensing.  If these were in place then there were more rights to go into properties and inspect standards.  It will be the duty of the Council to uphold increased standards in the Renters’ Reform Act
• Residents could call the Private Sector Housing team and also report online.  The team could do a Health and Safety rating and inspection and if a Category 1 hazard was identified then the team would negotiate and deal with the landlord.  Civil penalties could be imposed.
• In terms of resources for new responsibilities under the Renters’ Reform Act, the Government provided a degree of funding.  Much of this sat under Regulatory Services.  With licensing, the funding structure was aimed to be self-sustaining.  There were set-up costs for renters’ rights, this would be monitored.  Once the Hosing Crisis had been declared, a Private Sector strategy had been created for the City as there was a need to improve standards.
• Information could be provided on complaints received on housing condition (including numbers of complaints), and on what has been completed on HRA stock.  Members were encouraged to take details if people were dissatisfied with the way a complaint was dealt with so the team could unpack it.
• Housing HHSRS checks were done as a random selection process working clockwise around the City, picking 600 properties at a time.  When they were completed, a further 600 were chosen.  The properties chosen included a mix of types of housing and were spread around the city.
• The team were praised for having provided a good response.
• With regard to queries on how on-track the service was to go from C3 to C2, and on whether the housing regulator was measuring improvements and impact on feedback form tenant’s scrutiny, it was noted that there were inspections every four years, but the engagement process would mean that the Regulator of Social Housing Team would not conclude their work with the Council until the RSH were reassessed and moved the Council to a new grade.  They would likely reassess over the next year.  It was important to give reassurance and evidence to the regulator that standards are being met.  Each month the regulator was met with and updated with evidence from areas such as the Tenants’ Scrutiny Panel.  The annual report from the Panel was also important evidence for the regulators.  It was hoped that there would be a re-grading going forward, but this could not be certain as it was dependent on how actions were proceeded with. 
• Regulators were pleased with progress, particularly with regard to engaging people and training them and moving forward with the Tenant Engagement Team.
• With regard to repairs, this was an ongoing challenge, particularly with new legislation and additional demand.  It was important to ensure external and political visibility.  It was further noted that there were challenges in resource and in getting companies to do the necessary work. Reports regarding Awaab’s Law and Health and Safety Reports would go to the regulators as evidence. 
• A manager and three officers had been recruited for tenant engagement
• In terms of learning from best practice, feedback from complaints had been analysed, and an annual report was produced in relation to complaints. It was aimed to update IT systems to allow thematic reporting as currently topic areas were manually extracted to ascertain where complaints were coming from.  The Complaints Manager had done a deep dive with the Complaints team on repairs, and a learning exercise had been conducted on different topic areas to take forward and look at ways to have fewer complaints.  The example of rat complaints was given to illustrate how the service had learned from issues; the team had seen that the system had not been working, so a specialist team was created and a process initiated to block holes and work with pest controllers, as a result, rat complaints were now very rare.  Best practice reports and maladministration issues were monitored, and a quarterly report was received with topics identified as best practice by the Ombudsman which was looked at with the Senior Management Team in terms of whether action was needed and what form it should take.
• Every year a tenant satisfaction survey was required and last year had shown an improvement on the year before.  This survey was used to see where investment was needed.  The HRA budget had proposals for capital investment to deal with complaints that had been identified.
• In terms of the response rate on the survey, it was necessary to be statistically compliant and undertake a specific number.  A company had been procured to undertake the Tenant Satisfaction survey and engage face-to-face, and the tenant populace could be engaged with and barriers removed with regard to the survey.
• With regard to increases in the repairs team, there was already a large in-house team and we have worked to increase this.  Work had been done to simplify the recruitment process.  A number of agency staff had been brought on and then made permanent if they reach the required standards.  There were also now up to 50 posts for craft apprenticeships.
• There were challenges around having an aging workforce and the numbers replacing the team were just enough to keep afloat, but not enough to deal with increasing demands, this was the reason contractors had needed to be worked with.  To ensure compliance, it was necessary to have a more split approach.  There was a preference for in-house, but costs could be an issue.  This was an issue sector-wide and not just for local authorities.
• In response to a question about solar panels, it was explained that there was currently no funding for them this year.  Pressures on the HRA were significant as there was a requirement to meet consumer standards and there was a need to focus on this.  It was hoped to do more regarding climate change issues and retrofit stock in future years.  Lots of the stock was Energy Performance Certificate C and there were dedicated officers to look at retrofitting pathways. 

AGREED:

1)    That members note the update.

2)    That additional information requested be circulated.

3)    That comments made by members of this commission to be taken into account.