Agenda item

The Director of Housing submits a report outlining the Council’s strategic approach and operational performance regarding health and safety (H&S) compliance across housing stock.

The Director of Housing submitted a report outlining the Council’s strategic approach and operational performance regarding health and safety (H&S) compliance across housing stock.

Key points included:

• This was the first comprehensive oversight on housing stock and steps were taken to ensure residents were safe and that health and safety was the highest priority.
• The reports were based on Key Performance Indicators (KPI)
• There was a compliance framework designed to mitigate risk.
• All performance issues went through scrutiny and tenants’ scrutiny.
• There was a requirement to maintain accurate records.
• Evidence was collected on people-centric metrics, and evidence was provided every month on meeting outcomes.
• It was aimed to demonstrate 100% compliance across the stock.
• Gas risk was the highest, so 100% compliance was needed.
• During checks, a full service of boilers and heating systems was completed.
• Engineers checked smoke and carbon monoxide alarms.
• Risks such as leaks were undertaken to ensure properties were safe.
• Performance figures were set out in the report.
• In terms of next steps, there was an operational strain around access since people were often not home for appointments.  Tenancy engagement was being conducted for hard-to-access cases.
• In terms of compliance, proactive communications were being conducted with tenants, and an access strategy was being undertaken.  It was being looked at how tenants could be supported to help them understand safety.
• Regarding electrical safety, since April 2024, it had been mandatory for Local Authorities to carry out a five-year cyclical testing programme known as the EICR that identified faults, fixes and compliance.  Critical repairs had been undertaken.  In terms of assurance, the EICR programme had been implemented with an aim to reach 100% compliance by 2028.
• Communal space compliance was at 99%
• Over 2900 rewires had been undertaken over a five-year period.
• Minor work certificates had been issued.
• 99.8% of immediate danger reports had been done within the timescale.
• Additional budget had been allocated in 2025/26 to help establish a dedicated electrical safety team.
• There was a national shortage of electricians.  There was a mixed delivery model of in-house and contractors to meet needs and the service was working to be fully compliant by 2028.
• All communal spaces had been inspected.  All surveys had been completed and an annual re-inspection programme had been started which implemented the risk model. The Tenants’ Scrutiny Panel would be reported to on this.
• Surveys were carried out regarding the ongoing management of asbestos.
• Fire Safety was managed based on risk and the information needed for this was all in place.  Policies were in place on how properties were managed.
• All blocks had inspections on communal spaces, the frequency of this was based on risk.
• Fire risk assessments were carried out and Leicestershire Fire and Rescue were worked with.  The Council had never required enforcement action to be taken against it.
• In terms of water hygiene, a legionella risk assessment of communal water tanks was conducted.  There were only 36 water tanks in council stock, mostly in sheltered housing, and all of these were 100% compliant.  Most housing stock was mains-fed.  All required properties had legionella risk assessments.
• Passenger lifts had annual inspections, and lifts that saw a lot of use were serviced every month.

In discussions with Members, the following was noted:

• With regard to a query about learning from other Councils on access issues, it was noted that other councils had been worked with in terms of communicating and educating.  In the last six months, the access rate had improved.  It was acknowledged that tenants often had other priorities, and they were worked with on this.  Reminders were sent and they were checked on.  The overall access strategy could help the division to engage with tenants to ascertain where they needed further support.  Support workers were in place with Adult Social Care teams and there was also an income management team.  Work was done to triangulate information across repairs and compliance checks and to get a strategy in place going forward.  Getting access at the same time for all checks was being worked towards.
• In response to a point raised about lifts being out of actions, it was noted that a condition survey had been done on all lifts, with information on breakdowns to inform the renewals programme to see where lifts were coming to the end of their economic life and needed to be replaced.  Officers could be contacted directly with regard to individual cases.  A lift repair company had been procured through Estates and Buildings Services who had a response time of two hours for entrapments.
• With regard to a query about management structure, it was noted that Heads of Services were very busy and recruitment was under way to replace one who had recently left.  It was necessary to look at the structure that had been set up in terms of additional responsibilities.  There would be a repairs lead, technical lead and compliance lead and the division were also recruiting for an additional post to increase the capacity of the Senior Management Team.  A business case was being put together to get a specialist on Housing delivery. 
• In terms of risks not covered by the EICR, there was a Head of Service for tenancy who was doing communications on safety, including for electrical equipment.  Work was done with the fire service, and if a trend in risks was identified, they would contact the council.
• The team were commended for taking their work seriously.

AGREED:

1)    That the report be noted.

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