New Forest Borough Council
Councillors:
48
Wards:
28
Committees:
14
Meetings (2026):
65
Meetings (2025):
80
Meeting
Housing and Communities Overview and Scrutiny Panel - New Forest
Meeting Times
Scheduled Time
Start:
Wednesday, 17th June 2026
6:00 PM
Wednesday, 17th June 2026
6:00 PM
End:
Wednesday, 17th June 2026
10:00 PM
Wednesday, 17th June 2026
10:00 PM
Meeting Status
Status:
Confirmed
Confirmed
Date:
17 Jun 2026
17 Jun 2026
Location:
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA
Meeting Attendees
Co-Optee
Melvyn Utley
(Co-optee - Tenant Representative)
In attendance
Officer
Chief Operations Officer and Deputy Chief Executive
Richard Knott
Expected
Officer
Chief Executive
Kate Ryan
Expected
Officer
Democratic Services Officer
Lee Ellis
In attendance
Officer
Tenant Engagement Manager
David Brown
In attendance
Officer
Service Manager Housing Mechanical and Engineering
Ben Close
In attendance
Officer
Service Manager - Housing Resident Service
Kirsty M Farmer
In attendance
Officer
Strategic Director Housing and Communities
Sophie Sajic
In attendance
Officer
Service Manager - Housing Maintenance Programmes and Servicing
Sophie Tuffin
In attendance
Officer
Service Manager – Legal and Information Governance
Amanda Wilson
In attendance
Officer
Performance & Insight Manager
Saqib Yasin
In attendance
Officer
Service Manager - Waste and Transport
Liz Mockeridge
In attendance
Agenda
0
Apologies
Apologies were received from Cllrs Glass and Haywood. Cllr Hawkins was in attendance as a nominated substitute for Cllr Glass.
Minutes
1
Minutes
To confirm the minutes of the meetings held on 18 March and 18 May 2026 as a correct record.
Minutes
RESOLVED:
The minutes of the meeting held on 18 March and 18 May 2026 were confirmed as correct records.
The minutes of the meeting held on 18 March and 18 May 2026 were confirmed as correct records.
2
Declarations of Interest
To note any declarations of interest made by members in connection with an agenda item. The nature of the interest must also be specified.
Members are asked to discuss any possible interests with Democratic Services prior to the meeting.
Members are asked to discuss any possible interests with Democratic Services prior to the meeting.
Minutes
There were no Declarations of Interest.
3
Public Participation
To receive any public participation in accordance with the Council’s public participation scheme.
Minutes
There was no public participation.
4
Portfolio Holder's Update
An opportunity for the Portfolio Holder’s to provide an update to the Panel on developments within their portfolio.
Minutes
The Panel received updates from the Portfolio Holders.
The Portfolio Holder for Housing and Homelessness announced that along with local members, he had attended the opening of a new development at Salisbury Road, Totton which had provided twelve flats and eight maisonettes. New residents started moving into the properties the following day. A new site in Dibden known as Orchard Gate had also been visited. This was a twenty-house development built for the Aster Group, with eleven homes occupied by nominations from the Council’s Housing Register.
A quarterly meeting of the Tenant Involvement Group had been attended by the Portfolio Holder, where he was able to answer questions and take feedback on a variety of matters.
The Calmore Community Day was recently held and brought together many local groups. This provided tenants with an opportunity to meet with a wide range of interests and supporting organisations.
The Portfolio Holder for Community, Safety and Wellbeing announced that due to the Football World Cup several premises had applied for temporary event notices and those applications were being processed by the licencing team. In addition, some premises were being visited, and officers were providing advice on the prevention of anti-social behaviour and public safety.
Food hygiene inspections were on track for completion. Higher risk businesses were being prioritised in order to protect public health and maintain confidence in local food businesses.
Following a request from the taxi trade the Licencing Team was currently reviewing taxi fares and had consulted with taxi drivers to understand which charges should change. A draft set of new fares would be prepared, based on feedback and this would be followed by a twenty-eight day consultation period.
Officers had engaged with Town and Parish Councils, along with Residents Associations to deliver presentations on emergency planning and community resilience. Sessions were designed to increase practical guidance on how to respond to and recover from adverse incidents. There was a strong commitment to continue to work with Town and Parish Councils to help develop local community resilience plans. Workshops had also been undertaken with local businesses on business continuity.
Environmental Health Officers had worked with event organisers to ensure that noise from planned events did not cause unreasonable noise impacts on neighbourhoods.
The Council’s Air Quality Annual Status report would be submitted to the Department for Environment, Food and Rural Affairs by the end of June 2026. Monitoring had shown that air quality standards had been met, with no exceedances recorded.
The Community Safety Partnership had met recently and gained valuable insight into the Council’s partnership with UK Partners Against Crime on tackling shoplifting and received an update on the significant reduction in violent and acquisitive crime. An update was also provided on Public Space Protection Orders which have been extended for a further 3 years following Cabinet ratification.
It was confirmed that there were now over 90 Charites or good causes that had signed up to the New Forest Community Lottery.
The Portfolio Holder for Housing and Homelessness announced that along with local members, he had attended the opening of a new development at Salisbury Road, Totton which had provided twelve flats and eight maisonettes. New residents started moving into the properties the following day. A new site in Dibden known as Orchard Gate had also been visited. This was a twenty-house development built for the Aster Group, with eleven homes occupied by nominations from the Council’s Housing Register.
A quarterly meeting of the Tenant Involvement Group had been attended by the Portfolio Holder, where he was able to answer questions and take feedback on a variety of matters.
The Calmore Community Day was recently held and brought together many local groups. This provided tenants with an opportunity to meet with a wide range of interests and supporting organisations.
The Portfolio Holder for Community, Safety and Wellbeing announced that due to the Football World Cup several premises had applied for temporary event notices and those applications were being processed by the licencing team. In addition, some premises were being visited, and officers were providing advice on the prevention of anti-social behaviour and public safety.
Food hygiene inspections were on track for completion. Higher risk businesses were being prioritised in order to protect public health and maintain confidence in local food businesses.
Following a request from the taxi trade the Licencing Team was currently reviewing taxi fares and had consulted with taxi drivers to understand which charges should change. A draft set of new fares would be prepared, based on feedback and this would be followed by a twenty-eight day consultation period.
Officers had engaged with Town and Parish Councils, along with Residents Associations to deliver presentations on emergency planning and community resilience. Sessions were designed to increase practical guidance on how to respond to and recover from adverse incidents. There was a strong commitment to continue to work with Town and Parish Councils to help develop local community resilience plans. Workshops had also been undertaken with local businesses on business continuity.
Environmental Health Officers had worked with event organisers to ensure that noise from planned events did not cause unreasonable noise impacts on neighbourhoods.
The Council’s Air Quality Annual Status report would be submitted to the Department for Environment, Food and Rural Affairs by the end of June 2026. Monitoring had shown that air quality standards had been met, with no exceedances recorded.
The Community Safety Partnership had met recently and gained valuable insight into the Council’s partnership with UK Partners Against Crime on tackling shoplifting and received an update on the significant reduction in violent and acquisitive crime. An update was also provided on Public Space Protection Orders which have been extended for a further 3 years following Cabinet ratification.
It was confirmed that there were now over 90 Charites or good causes that had signed up to the New Forest Community Lottery.
5
Social Housing Regulation - Tenant Representative on the Housing and Communities Overview and Scrutiny Panel
To agree the Social Housing Regulation – Tenant Representative on the Housing and Communities Overview and Scrutiny Panel.
Attachments:
- Document Report 09 Jun 2026
Minutes
An overview was provided by the Tenant Engagement Manager on the Tenant Representative on the Housing and Communities Overview and Scrutiny Panel.
The Tenant Representative highlighted that the previous twelve months had been productive in terms of tenant involvement and engagement, with thanks expressed to all those involved in tenant engagement who had supported the role. Concern had been raised to Members regarding the impact of Local Government Reorganisation on tenants. It was hoped that there would be support to tenants, as it could be viewed that tenants homes were simply assets to be transferred.
The Portfolio Holder for Housing and Homelessness thanked the Tenant Representative for their invaluable input and stated that the Council wished to ensure that tenants retained an exceptional quality of service. It was confirmed that the Council was doing everything it could by working with the new organisations to make sure there was no impact in terms of service and that the Council continues to offer support for tenants. A tenant’s home was the foundation of their lives, and they could be reassured that any change would be seamless and to the benefit of tenants.
The Strategic Director - Housing and Communities confirmed that it was important for tenants and the Council to work together through the period of change. The Council would ensure that it continued with its values into the two new Council’s and tenant voices would be at the heart of the Council’s homes functions.
RESOLVED:
That the Panel supported and approved the continuation of a tenant representative being co-opted to the Housing and Communities Overview and Scrutiny Panel, as a non-voting member and recognised the co-opted tenant member was a tenant with a voice, not the voice of the tenants.
The Tenant Representative highlighted that the previous twelve months had been productive in terms of tenant involvement and engagement, with thanks expressed to all those involved in tenant engagement who had supported the role. Concern had been raised to Members regarding the impact of Local Government Reorganisation on tenants. It was hoped that there would be support to tenants, as it could be viewed that tenants homes were simply assets to be transferred.
The Portfolio Holder for Housing and Homelessness thanked the Tenant Representative for their invaluable input and stated that the Council wished to ensure that tenants retained an exceptional quality of service. It was confirmed that the Council was doing everything it could by working with the new organisations to make sure there was no impact in terms of service and that the Council continues to offer support for tenants. A tenant’s home was the foundation of their lives, and they could be reassured that any change would be seamless and to the benefit of tenants.
The Strategic Director - Housing and Communities confirmed that it was important for tenants and the Council to work together through the period of change. The Council would ensure that it continued with its values into the two new Council’s and tenant voices would be at the heart of the Council’s homes functions.
RESOLVED:
That the Panel supported and approved the continuation of a tenant representative being co-opted to the Housing and Communities Overview and Scrutiny Panel, as a non-voting member and recognised the co-opted tenant member was a tenant with a voice, not the voice of the tenants.
6
Corporate Plan: Key Performance Data - Quarter 4 And Target Refresh for 2026/27
To consider the performance data against KPI’s identified in the Corporate Plan and details of measures requiring updated targets.
Attachments:
- Document Report 09 Jun 2026
- Document Appendix 1 09 Jun 2026
- Document Appendix 2 09 Jun 2026
Minutes
An overview was provided by the Performance and Insight Manager and the Panel considered the Corporate Plan Key Performance Data for Quarter 4 covering the period January to March 2026 and the target refresh for 2026/27.
It was confirmed that the Council reported quarterly on the five safety and compliance measures. Electrical safety checks were introduced by the regulator the week before panel, and the Tenant Satisfaction Measure figure would be updated to include electrical safety going forward. A new target would be established and the definition updated accordingly.
Following a question from a Panel member it was confirmed that the use of emergency accommodation had reduced due to the introduction of additional temporary accommodation, new homes coming online and fewer rough sleepers. Whilst targets remained ambitious, work continued to reduce the length of time that households spent in emergency accommodation.
It was confirmed that despite a reduction in Careline services, the digitisation programme will create opportunities to expand the range of devices and services offered, supported by ongoing marketing activity.
Housing delivery performance remained below target due to ambitious objectives and some delays with partner organisations. However, delivery was expected to improve as further housing developments progressed in the current financial year.
RESOLVED:
That the Panel considered and reviewed the Q4 2025-2026 dashboard as well as the target refresh.
It was confirmed that the Council reported quarterly on the five safety and compliance measures. Electrical safety checks were introduced by the regulator the week before panel, and the Tenant Satisfaction Measure figure would be updated to include electrical safety going forward. A new target would be established and the definition updated accordingly.
Following a question from a Panel member it was confirmed that the use of emergency accommodation had reduced due to the introduction of additional temporary accommodation, new homes coming online and fewer rough sleepers. Whilst targets remained ambitious, work continued to reduce the length of time that households spent in emergency accommodation.
It was confirmed that despite a reduction in Careline services, the digitisation programme will create opportunities to expand the range of devices and services offered, supported by ongoing marketing activity.
Housing delivery performance remained below target due to ambitious objectives and some delays with partner organisations. However, delivery was expected to improve as further housing developments progressed in the current financial year.
RESOLVED:
That the Panel considered and reviewed the Q4 2025-2026 dashboard as well as the target refresh.
7
Corporate Plan: Annual Performance Report 2025-26
To receive the Corporate Plan: Annual Performance Report 2025-26.
Minutes
The Performance and Insight Manager provided an overview of the Corporate Plan: Annual Performance Report 2025-26.
The Chairman praised the report and expressed appreciation for the considerable effort in its preparation.
RESOLVED:
That the Housing and Communities Overview and Scrutiny Panel reviewed the Corporate Plan: Annual Performance Report 2025-26.
The Chairman praised the report and expressed appreciation for the considerable effort in its preparation.
RESOLVED:
That the Housing and Communities Overview and Scrutiny Panel reviewed the Corporate Plan: Annual Performance Report 2025-26.
8
Annual Complaints Performance and Service Improvement Report 2025/26
To receive the Annual Complaints Performance and Service Improvement Report 2025/26.
Attachments:
- Document Report 09 Jun 2026
- Document Appendix 1 09 Jun 2026
- Document Appendix 2a 09 Jun 2026
- Document Appendix 2b 09 Jun 2026
- Document Appendix 3 09 Jun 2026
Minutes
The Information Governance and Complaints Manager provided an overview of the Annual Complaints Performance and Service Improvement Report 2025/26.
In response to a question raised by a Panel member, it was confirmed that 97% of Stage 1 tenant complaints were responded to within the required Timescale. This was an increase from the previous year of 96% of Stage 1 tenant complaints responded to on time. The Council recognised the importance of complaints being responded to in accordance with timescales, for complainants to receive a timely response and for complaints to be resolved at the earliest opportunity. Further steps had been undertaken to ensure timescales were met.
The Tenant Engagement Manager confirmed that there had been an increase in the number of housing maintenance complaints which were mainly due to a delay of service, missed appointments or quality of service.
The Housing Service continued to publicise the complaints process to tenants and encouraged complaints to be submitted. Following this, a resource review had been undertaken to ensure that there were the correct number of maintenance roles and operatives, alongside the correct allocation to appointments. The new asset management system would provide flexibility and a better use of technology. Netcall had provided an opportunity to monitor calls with further improvements to be implemented.
In response to a Panel member question, it was confirmed that Officers were regularly briefed on the importance of complaints and to signpost tenants to submit a complaint, should they not be happy with the service received.
It was confirmed by the that the complaints process had been considered by the Tenant Involvement Group, who were generally supportive of the way complaints were handled. Complaints were also considered by tenants on the Complaints Handling Forum.
The Information Governance and Complaints Manager provided a comparison of Tenant Satisfaction Measures with Stage 1 complaints at 17.5 per 1,000 properties, which was lower than average for a Council and for Stage 2 complaints 8.3 per 1,000 properties which was comparable to the national average for a Council.
RESOLVED:
That the Panel noted the Annual Complaints Performance and Service Improvement Report 2025/26.
In response to a question raised by a Panel member, it was confirmed that 97% of Stage 1 tenant complaints were responded to within the required Timescale. This was an increase from the previous year of 96% of Stage 1 tenant complaints responded to on time. The Council recognised the importance of complaints being responded to in accordance with timescales, for complainants to receive a timely response and for complaints to be resolved at the earliest opportunity. Further steps had been undertaken to ensure timescales were met.
The Tenant Engagement Manager confirmed that there had been an increase in the number of housing maintenance complaints which were mainly due to a delay of service, missed appointments or quality of service.
The Housing Service continued to publicise the complaints process to tenants and encouraged complaints to be submitted. Following this, a resource review had been undertaken to ensure that there were the correct number of maintenance roles and operatives, alongside the correct allocation to appointments. The new asset management system would provide flexibility and a better use of technology. Netcall had provided an opportunity to monitor calls with further improvements to be implemented.
In response to a Panel member question, it was confirmed that Officers were regularly briefed on the importance of complaints and to signpost tenants to submit a complaint, should they not be happy with the service received.
It was confirmed by the that the complaints process had been considered by the Tenant Involvement Group, who were generally supportive of the way complaints were handled. Complaints were also considered by tenants on the Complaints Handling Forum.
The Information Governance and Complaints Manager provided a comparison of Tenant Satisfaction Measures with Stage 1 complaints at 17.5 per 1,000 properties, which was lower than average for a Council and for Stage 2 complaints 8.3 per 1,000 properties which was comparable to the national average for a Council.
RESOLVED:
That the Panel noted the Annual Complaints Performance and Service Improvement Report 2025/26.
9
Housing Annual Compliance Report
To receive the Housing Annual Compliance Report.
Attachments:
- Document Report 09 Jun 2026
Minutes
The Service Manager – Housing Maintenance provided an overview on the Housing Annual Compliance Report.
It was confirmed by the Service Manager – Housing Compliance that the highest risk area for non-compliance was in relation to the fire risk assessments and the asbestos surveys. The process of procuring a contractor for the fire risk assessments was currently being undertaken and this would ensure that all actions were completed. The contract for the asbestos surveys had been increased to 148 surveys per month. It was also confirmed that the fire suppression measure related to one unit. This was due to access issues and work was currently being undertaken by the Tenancy Engagement Team and Legal Services to gain access to the property. A Resident Liaison Compliance Officer had recently been recruited, whose role was to manage compliance and support access to properties, alongside building a portfolio of access issues to properties.
A Panel member asked whether it was practical for the Council to have a target of up to three hours for a response to emergency repairs. In response, it was acknowledged that New Forest were one of three authorities to offer a three-hour timeframe and that there was a case to change the measure due to the district size, and that a report would be produced shortly.
An update was provided by the Service Manager – Housing Maintenance on the stock condition surveys and it was confirmed that Phase 1 had been undertaken. Phase 2 would deal with properties where access had previously been unobtainable, in conjunction with the Compliance Team.
RESOLVED:
The Panel noted the end of year compliance report for Housing compliance and acknowledge the level of assurance it provided.
It was confirmed by the Service Manager – Housing Compliance that the highest risk area for non-compliance was in relation to the fire risk assessments and the asbestos surveys. The process of procuring a contractor for the fire risk assessments was currently being undertaken and this would ensure that all actions were completed. The contract for the asbestos surveys had been increased to 148 surveys per month. It was also confirmed that the fire suppression measure related to one unit. This was due to access issues and work was currently being undertaken by the Tenancy Engagement Team and Legal Services to gain access to the property. A Resident Liaison Compliance Officer had recently been recruited, whose role was to manage compliance and support access to properties, alongside building a portfolio of access issues to properties.
A Panel member asked whether it was practical for the Council to have a target of up to three hours for a response to emergency repairs. In response, it was acknowledged that New Forest were one of three authorities to offer a three-hour timeframe and that there was a case to change the measure due to the district size, and that a report would be produced shortly.
An update was provided by the Service Manager – Housing Maintenance on the stock condition surveys and it was confirmed that Phase 1 had been undertaken. Phase 2 would deal with properties where access had previously been unobtainable, in conjunction with the Compliance Team.
RESOLVED:
The Panel noted the end of year compliance report for Housing compliance and acknowledge the level of assurance it provided.
10
Housing Revenue Account - Asset Management Strategy 2026-2031
To receive the Housing Revenue Account – Asset Management Strategy 2026 -2031
Attachments:
- Document Report 09 Jun 2026
- Document Appendix 1 09 Jun 2026
Minutes
The Service Manager – Housing Maintenance provided an overview on the Housing Revenue Account – Asset Management Strategy 2026-2031.
The Chairman requested an overview of the long-term plan for Council owned garages. It was confirmed that the Council had completed a review of its garages and the data would be analysed. There were currently 1,700 garages across the district, which required varying amounts of work. The Council would need to consider how it invested in its garages, taking into account the location, demand and usage.
It was confirmed that the Asset Management Strategy would provide a greater assurance to tenants ensuring that homes remained warm, well maintained and energy efficient. The strategy would be accessible via the website for tenants to read, along with the ability to track actions and progress over the next five years.
A Panel member asked whether the Council would be able to attain the energy performance certificate due to its cost. It was confirmed that the cost of attaining an energy performance certificate by 2030 would be through the Greener Housing Strategy with a cost estimated between £9 - £15 million. Funding had been confirmed via various government schemes. The Council also aimed to retro fit energy improvements via planned works and day to day repairs to properties. A data audit had recently been undertaken to establish how many homes were achieving A, B and C grades which would enable the Council to focus on those properties which required improvements.
It was highlighted by the Strategic Director – Housing and Communities that the strategy would place the Council in a strong position regarding local government reorganisation. The strategy would build on a strong housing service and the commitment to tenants would take the Council through the changes. It was confirmed that there would be a transition period where changes to polices and strategies would be undertaken following vesting day. The Council’s continued commitment to the legacy of the Asset Management Strategy would set the Council’s vision of good quality homes for its tenants in the new two authorities.
RESOLVED:
That the Panel:
1. Approved the progression of the Housing Revenue Account - Asset Management Strategy 2026–2031 to formal consultation; and
2. Agreed the draft Asset Management Action Plan, subject to annual review.
The Chairman requested an overview of the long-term plan for Council owned garages. It was confirmed that the Council had completed a review of its garages and the data would be analysed. There were currently 1,700 garages across the district, which required varying amounts of work. The Council would need to consider how it invested in its garages, taking into account the location, demand and usage.
It was confirmed that the Asset Management Strategy would provide a greater assurance to tenants ensuring that homes remained warm, well maintained and energy efficient. The strategy would be accessible via the website for tenants to read, along with the ability to track actions and progress over the next five years.
A Panel member asked whether the Council would be able to attain the energy performance certificate due to its cost. It was confirmed that the cost of attaining an energy performance certificate by 2030 would be through the Greener Housing Strategy with a cost estimated between £9 - £15 million. Funding had been confirmed via various government schemes. The Council also aimed to retro fit energy improvements via planned works and day to day repairs to properties. A data audit had recently been undertaken to establish how many homes were achieving A, B and C grades which would enable the Council to focus on those properties which required improvements.
It was highlighted by the Strategic Director – Housing and Communities that the strategy would place the Council in a strong position regarding local government reorganisation. The strategy would build on a strong housing service and the commitment to tenants would take the Council through the changes. It was confirmed that there would be a transition period where changes to polices and strategies would be undertaken following vesting day. The Council’s continued commitment to the legacy of the Asset Management Strategy would set the Council’s vision of good quality homes for its tenants in the new two authorities.
RESOLVED:
That the Panel:
1. Approved the progression of the Housing Revenue Account - Asset Management Strategy 2026–2031 to formal consultation; and
2. Agreed the draft Asset Management Action Plan, subject to annual review.
11
Tenant Satisfaction Measures 2025/26
To consider the Tenant Satisfaction Measures 2025/26.
Attachments:
- Document Report 09 Jun 2026
- Document Appendix 1 09 Jun 2026
Minutes
The Tenant Engagement Manager provided an overview on the Tenant Satisfaction Measures 2025/26.
The Tenant Engagement Manager highlighted that feedback received from tenants confirmed that whilst the Council’s services were good, there were inconsistencies in some services.
It was noted that there were 103 Councils, with over 5,000 homes and that measured against the previous tenant satisfaction measures, the Council was ranked sixth for overall satisfaction.
RESOLVED:
That the Panel reviewed the Tenant Satisfaction Measure results, to enable effective scrutiny of the housing service’s performance and views of tenants in relation to the services they received.
The Tenant Engagement Manager highlighted that feedback received from tenants confirmed that whilst the Council’s services were good, there were inconsistencies in some services.
It was noted that there were 103 Councils, with over 5,000 homes and that measured against the previous tenant satisfaction measures, the Council was ranked sixth for overall satisfaction.
RESOLVED:
That the Panel reviewed the Tenant Satisfaction Measure results, to enable effective scrutiny of the housing service’s performance and views of tenants in relation to the services they received.
12
Housing Landlord Tenancy Management Strategy
To receive the Housing Landlord Tenancy Management Strategy.
Attachments:
- Document Report 09 Jun 2026
- Document Appendix 1 09 Jun 2026
Minutes
The Service Manager – Housing Resident Services provided an overview on the Housing Landlord Tenancy Management Strategy.
It was confirmed that the Housing Landlord Tenancy Management Strategy had been based on feedback from tenants and tenant complaints. The Housing Service was open and transparent, with an explanation provided to tenants where the Council wasn’t able to be provide a requested service, along with an explanation as to why it couldn’t be actioned. It would also be explained if although an action couldn’t be undertaken at present, it may be able to be actioned in the future.
The Estate Management Team had been split into two teams, the Tenancy Sustainment Team and the Anti-Social Behaviour and Neighbourhoods Team. When a tenancy commences the tenant would be provided with clear information and their data collected, this would be followed by three and six month inspections with any vulnerabilities or disabilities identified and preferred communications established. For existing tenants, data collection would highlight whether tenants were vulnerable or whether they needed to receive communications from the Council in an alternative format. Through the Council’s day to day contact with tenants, it would be confirmed whether data was up to date. A priority of the Housing Service was to know its tenants which would ensure that the housing service could meet the needs of the tenants.
The Tenant Involvement Group representative confirmed that the Group provided challenge and would hold Officers to account. The group was formed of twelve tenants and represented the operating area.
It was confirmed that the Anti-Social Behaviour Strategy had been launched which set out the Council’s priorities for early intervention and had adopted a triage approach. There were clear processes for all staff and workflows within the database system, which provided consistency to ensure that Officers treated anti-social behaviour in a consistent manner, along with regular meetings which discussed each other’s cases, to ensure consistency.
A Panel member asked what actions would be taken to increase the visibility of Officers and it was confirmed that there had been an increase in community days and events, tenant walk abouts and Officers were encouraged to walk about their areas.
RESOLVED:
That the Panel, reviewed the draft Housing Landlord Tenancy Management Strategy and endorsed the Strategy for progressions to Cabinet for approval.
It was confirmed that the Housing Landlord Tenancy Management Strategy had been based on feedback from tenants and tenant complaints. The Housing Service was open and transparent, with an explanation provided to tenants where the Council wasn’t able to be provide a requested service, along with an explanation as to why it couldn’t be actioned. It would also be explained if although an action couldn’t be undertaken at present, it may be able to be actioned in the future.
The Estate Management Team had been split into two teams, the Tenancy Sustainment Team and the Anti-Social Behaviour and Neighbourhoods Team. When a tenancy commences the tenant would be provided with clear information and their data collected, this would be followed by three and six month inspections with any vulnerabilities or disabilities identified and preferred communications established. For existing tenants, data collection would highlight whether tenants were vulnerable or whether they needed to receive communications from the Council in an alternative format. Through the Council’s day to day contact with tenants, it would be confirmed whether data was up to date. A priority of the Housing Service was to know its tenants which would ensure that the housing service could meet the needs of the tenants.
The Tenant Involvement Group representative confirmed that the Group provided challenge and would hold Officers to account. The group was formed of twelve tenants and represented the operating area.
It was confirmed that the Anti-Social Behaviour Strategy had been launched which set out the Council’s priorities for early intervention and had adopted a triage approach. There were clear processes for all staff and workflows within the database system, which provided consistency to ensure that Officers treated anti-social behaviour in a consistent manner, along with regular meetings which discussed each other’s cases, to ensure consistency.
A Panel member asked what actions would be taken to increase the visibility of Officers and it was confirmed that there had been an increase in community days and events, tenant walk abouts and Officers were encouraged to walk about their areas.
RESOLVED:
That the Panel, reviewed the draft Housing Landlord Tenancy Management Strategy and endorsed the Strategy for progressions to Cabinet for approval.
13
Work Programme
To agree the work programme to guide the Panel’s activities over the coming months.
Attachments:
- Document 2026-27 Work Programme 09 Jun 2026
Minutes
RESOLVED:
That the Work Programme be approved.
The Chairman reminded the Housing and Communities Overview and Scrutiny Panel members that they were able to suggest agenda items for the Work Programme.
That the Work Programme be approved.
The Chairman reminded the Housing and Communities Overview and Scrutiny Panel members that they were able to suggest agenda items for the Work Programme.
14
Any other items which the Chairman decides are urgent
Previous Meetings
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