Issue - meetings

RESOLVED:

That Cabinet approved the Housing Landlord Anti-Social Behaviour Strategy 2026-29.

KEY DECISION:

Yes

PORTFOLIO:

Housing and Homelessness

ALTERNATIVE OPTIONS CONSIDERED/REJECTED:

As set out in the report.

DECLARATIONS OF INTEREST:

None

DISCUSSION:

The Portfolio Holder for Housing and Homelessness introduced the report and the Housing Landlord Anti-Social Behaviour (ASB) Strategy, highlighting that it set out four key priorities; putting tenants first, prevention and early intervention, managing risk and supporting victims and work in partnership.  This had been developed as the Regulator of Social Housing required all social housing landlords to have a policy on ASB.

The Service Manager Housing Resident Services reported that following a public consultation exercise on the draft Strategy and reviewing the comments received several changes had been made to the strategy.  This was around a shift in the language used to reduce stigma, a commitment to share positive outcomes through mediation, community led improvements and enforcement action, working on strengthening interdepartmental collaboration, through agreed protocols with for example CCTV, enforcement and community safety.  It also had clarified the direction of travel with the estates management team with specialist support in relation to neighbourhood and ASB issues and also working in partnership with the Safer New Forest Partnership in relation to youth service provision. 

The Portfolio Holder for Finance and Corporate, expressed his support on the Strategy and highlighted that reports of anti-social behaviour to him had been increasing and spoke of the importance of prevention and early intervention.

A few non-Cabinet members expressed their support to the Strategy.  However, concerns were raised that the Strategy had been written as a housing landlord and putting tenants in first.  It was recognised that often social housing tenants lived in a community in areas with a mix of privately owned properties as well as in properties from other social housing providers and therefore it was important to recognise this.  Social housing tenants did not live in isolation and that it was a problem for the local community.  It was felt that a more holistic approach be used and that this should be strengthened.  It was also felt that the messaging on the strategy be considered. A priority of the strategy was putting tenants first and it was suggested that neighbourhoods be put first.

The Portfolio Holder for Housing and Homelessness confirmed that the strategy had been developed to meet the requirements of the social housing regulator.  The Service Manager for Housing Resident Services further clarified that a key priority of the Strategy was working in partnership with others, in particular the community safety team which would look at the wider neighbourhood.