Agenda and draft minutes

Venue: Council Chamber - Appletree Court, Beaulieu Road, Lyndhurst, SO43 7PA. View directions

Contact: Karen Wardle Tel: 023 8028 5071  Email:  karen.wardle@nfdc.gov.uk

Media

Items
No. Item

Apologies

Apologies for absence were received from Cllrs Cullen and Penman.  Cllrs McCarthy and Glass, respectively were in attendance as nominated substitutes.

 

 

26.

Minutes

To confirm the minutes of the meeting held on 18 September 2024 as a correct record.

 

 

Minutes:

RESOLVED:

 

The minutes of the meeting held on 18 September 2024 were confirmed as a correct record.

 

 

27.

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.

 

 

Minutes:

There were no Declarations of Interest.

28.

Public Participation

To receive any public participation in accordance with the Council’s public participation scheme.

 

 

Minutes:

There was no public participation.

29.

Corporate Plan: Key Performance Data for Quarter 1 and 2 pdf icon PDF 69 KB

To review the key performance data for Quarter 1 and 2 against the Key Performance Indicators and associated targets for the Corporate Plan.

Additional documents:

Minutes:

The Panel considered the performance of the Corporate Plan against the key performance indicators (KPIs) for Quarter 1 and Quarter 2 in the 2024/25 financial year.

 

The Performance and Insight Manager highlighted that the KPIs were integral to the Corporate Plan and that they form part of the accountability set out in the plan.  The performance dashboards were presented as Appendix 1 and these had 48 KPIs, organised by the themes in the Corporate Plan.  The KPIs and performance data relevant to the Housing and Communities Overview and Scrutiny Panel was detailed within the people theme.  A number of KPIs were highlighted to the Panel as not meeting the target, this included the percentage of homelessness cases prevented, number of households in emergency accommodation and the number of Appletree Careline services provided to customers.  It was noted that the figures continue to fluctuate against a revised set of challenging targets.

 

A question was asked in relation to the average number of sickness absences per employee (NFDC ID 39) recognising that this had a red RAG status.  It was confirmed that this was a higher figure than the target.  It was explained that there had been a small number of employees on long term sick leave and combined with some short term sickness the figure was above the target.  HR in response had been working with managers to provide support and ensure that sickness and absence was followed up appropriately.

 

The Panel recognised that the Council’s performance against the KPIs within its remit overall was positive.

 

RESOLVED:

 

That the Q1 and Q2 dashboards be noted.

 

 

30.

Community Grants 2025/26

To consider the recommendations for Community Grant allocation for 2025/26 from the Task and Finish Group.

 

 

Additional documents:

Minutes:

The Panel considered the proposed community grant funding for the 2025/26.

 

The Service Manager Revenues, Benefits and Customer Services reported that this was an annual report.  A full review of the community grant process had been undertaken in 2024 to streamline the process, given the volume of applications received in the previous year.  A task and finish group had been set up to consider the member community engagement grants, revenue and capital applications, community transport schemes and a community lottery scheme.  The group considered how to distribute an additional £40,000 which had been added to the existing budget.

 

The Task and Finish Group having considered the members community engagement grants recognising that the annual amount of £600 had not been increased for a number of years felt that the grant should be increased to £1,000 per year, which would enable more money to be distributed directly in their wards.  The revenue and capital grant applications had followed a more streamlined process to simplify administration, and the recommendations were included in the report.  It was highlighted that organisations seeking revenue grants which were considered to be key partners, were recommended to be awarded a three-year funding agreement, which would give them greater financial security.  As part of this agreement, the organisations would be set targets and objectives and receive regular monitoring.  It was proposed to continue to support two community transport schemes, Group Hire and Call & Go until 31 August 2025, when the contracts were due to come to an end.  Finally, the group considered the merits of a community lottery scheme which could generate circa £67,000 to support local groups.  This would require some initial set up costs and officer time, but the running costs of a lottery scheme were minimal. 

 

The Chairman of the Community Grants Task and Finish Group addressed the Panel and expressed his thanks to members of the task and finish group for their work in the grant process.  He highlighted that the funding requested from the applications was greater than that available.  The more streamlined approach for assessing applications had helped the process, enabling more focussed discussion.  The proposal to increase member engagement grants would enable councillors to award more funding in their area to support the local community.  He expressed his support to a community lottery scheme which would help local charities and organisations.

 

It was questioned by a Panel member whether the proposed three year funding agreement with key partner organisations was advisable, given the uncertainty of local government at the current time.  The Strategic Director for Housing and Communities acknowledged this but felt that a Service Level Agreement would provide a commitment to key partner organisations working in the community, often supporting vulnerable people, which would provide them with stability of funding for the duration of the agreement.  Officers would provide support and regular monitoring to ensure key objectives were met.

 

RESOLVED:

 

The Panel recommended the following to Cabinet:

 

1.     That Councillor Community Engagement Grants be increased from £600 to £1,000 a  ...  view the full minutes text for item 30.

31.

Draft Air Quality Strategy pdf icon PDF 76 KB

To consider the draft Air Quality Strategy.

 

 

Additional documents:

Minutes:

The Panel considered the draft Air Quality Strategy.

 

The Environmental Protection Team Manager presented the draft Air Quality Strategy, highlighting that the Government required local authorities without Air Quality Management Areas (AQMAs) to produce an Air Quality Strategy.  The District Council had revoked its last remaining AQMA in Lyndhurst in 2023.

 

The draft Air Quality Strategy identified sources of pollution in the District.  Six priority areas had been identified to improve air quality.  The strategy had been developed in consultation with key stakeholders.

 

The Panel noted that the Council continued to have a statutory duty to review and assess local air quality against the Government’s set of air quality objectives and that this work would continue alongside the work to implement the Air Quality Strategy.  The actions arising from the Air Quality Strategy would need to be funded and all funding streams would be considered, for example the Defra air quality grants.

 

A Panel member questioned whether air quality would be monitored with the expected rise in new planning developments which would result in additional traffic movements. It was confirmed that through the planning application process, consultation was carried out with environmental health to consider the impact of new development and whether any mitigation measures would be required.  Reducing the impact of new developments was an action area within the draft AQS.  In addition to this, there was an adopted Air Quality Supplementary Planning Document to assist developers when submitting their planning application and to outline the expectations of the District Council.

 

A member asked whether air quality monitoring continued to be carried out along the Redbridge Causeway.  This was confirmed and it was below the air quality objective level.

 

RESOLVED:

 

The Panel supported the process for implementing the Air Quality Strategy and recommended that Cabinet approves the draft Strategy for public consultation.

 

 

32.

Housing Landlord Anti-Social Behaviour (ASB) Strategy and Policies pdf icon PDF 108 KB

To consider the proposed draft Anti-Social Behaviour Strategy for public consultation and associated policies.

 

 

Additional documents:

Minutes:

The Panel considered the proposed draft Anti-Social Behaviour Strategy (housing landlord) and policy framework to prevent and tackle ASB within the Council’s housing stock. 

 

The ASB & Neighbourhood Manager presented the report recognising that in 2023/24 housing services had received 160 reports of ASB, which represented 31 per 1,000 homes.  The strategy and policies had been developed to respond to the changing legislative and regulatory landscape, as well as feedback from residents on the management of ASB. 

 

The draft Strategy proposed the following four priorities:

 

  1. Prevention and early intervention
  2. Managing risk and supporting victims
  3. Working in partnership
  4. Putting tenants first

 

The Regulator of Social Housing and Housing Ombudsman Service had strengthened their approach to investigate the failings of landlords.  It was expected that there would be an increase in standards, including that in relation to ASB complaints.  Landlords were expected to formalise their position on any reports which do not meet the threshold for what can reasonably be considered as ASB.  In response to this, a leaflet and policy had been developed on how to be a good neighbour.  In order to manage the new requirements, staff and new management systems had been put in place, this included a new neighbourhood team.

 

The proposed policies would seek approval from the Portfolio Holder for Housing and Homelessness ahead of the Strategy to improve service delivery and outcomes.  The draft Strategy, when approved by Cabinet would be consulted upon.  The policies would be reviewed following the adoption of the strategy to ensure they were in alignment.

 

A member raised an individual issue in relation to ASB behaviour and how this had been managed.  Given the specific nature of the issue, the Chairman requested that this be discussed with officers outside of the meeting.

 

A member sought further information in relation to the digital consultation proposed to be carried out on the draft ASB Strategy.  The ASB & Neighbourhood Manager reported that the Tenant Engagement System, “Go Vocal”, which was an online platform would be used as part of the consultation.  This would send out a link to tenants to seek their views.  This would aid engagement but would not be the only method of consultation.   

 

A member expressed concern that not all housing tenants would be able to comment digitally and questioned the percentage of tenants who did not have digital means.  This information however was not readily available at the meeting.   The Strategic Director of Housing and Communities reported that through the transformation process there was a strong emphasis on digital engagement and that there was a changing narrative towards digital consultation.  It was recognised that with a greater emphasis on digital, it would be necessary to engage with communities and upskill them, when required to do so.

 

RESOLVED:

 

1.     The draft ASB, Hate Crime, and Good Management Policies be supported for approval by the Portfolio Holder for Housing and Homelessness; and

 

2.     That the proposed ASB Strategy be supported for approval by Cabinet for formal consultation

 

 

33.

Condensation, Damp and Mould Policy for Housing (Landlord Services) pdf icon PDF 108 KB

To consider the proposed Condensation, Damp and Mould Policy for Housing (Landlord Services).

 

 

Additional documents:

Minutes:

The Panel considered the proposed Condensation, Damp and Mould Policy for Housing (Landlord Services).

 

The Service Manager – Housing Maintenance Programmes and Servicing presented the proposed draft new policy for Housing Landlord Services in relation to condensation, damp and mould.  For the 12 month period from Autumn 2022, the District Council had received 546 reports of damp / mould.  A further 400 had been received in the following 12 month period. 

 

The draft policy acknowledged the serious impact damp and mould could have on the physical and mental health of people and sought to remedy this by introducing a number of measures.  This included triage / risk assessment, education, reporting systems, staff training for identification and prevention, a database to record and monitor outcomes and use of independent professionals in complex cases.

 

It was also recognised that certain types of people might be at a greater health risk of damp and mould and officers would consider this on a risk-based approach.  The Panel noted that the Housing Ombudsman had seen a significant increase in number of reported cases.  Awaab’s Law, via the Social Housing (Regulation) Act 2023, will require landlords to comply with new requirements and, if they fail to do so, tenants were able to hold landlords to account by taking legal action through the courts for a breach of contract.   It was further highlighted that the Council’s complaints procedure had been aligned with the Housing Ombudsman’s Complaint Handling Code.  An annual budget of £60,000 funded from the HRA would be required to support the policy and approval would be sought through the Council’s annual budget setting process.

 

A question was asked by a Panel member about the complaints received in relation to condensation and mould and the proportion of these which were as a result of how someone was living in the property and those which were actual property defects.  The Service Manager – Housing Maintenance Programmes and Servicing reported that this information was not readily available but would provide an answer outside of the meeting.  It was acknowledged that housing tenants were able to prevent condensation, damp and mould and one of the main priorities was to educate tenants.  Ventilation and heating was often at the heart of the conversations with residents on damp and mould.

 

Information had been provided to tenants on damp and mould in the tenant magazine, Hometalk.  It had also been discussed at the Tenant Involvement Group as well as information being available on the District Council’s website.  All tenants who receive any retrofit work would receive advice and Go Vocal was used to send out a link to tenants on this topic.

 

The Strategic Director for Housing and Communities further highlighted that information had been publicised more widely on this subject on social media, the regular bulletin sent out to local residents as well as information being on the Council’s website.  The Private Sector Housing Team in their work also provide information to both residents and landlords.  Officers engage with tenants who  ...  view the full minutes text for item 33.

34.

Social Housing Regulation Act (2023) Progress Report pdf icon PDF 640 KB

To receive a progress report on the work related to the Social Housing Regulation Act.

 

 

Minutes:

The Panel considered the Social Housing Regulation Act (2023) progress report.

 

The Assistant Director – Housing reported that the update on progress outlined the Council’s progress towards meeting the Social Housing Regulation Act 2023 and the consumer standards which came into force on 1 April 2024.  The earlier items the Panel had considered on the agenda demonstrated the work being carried out within the housing department in order to embed the requirements of the Social Housing Regulation Act and ensure that this be formalised with new and updated strategies and policies.

 

The housing department had a good level of compliance, particularly in relation to health and safety matters as well as a balanced HRA budget which was positive, however there was a continued drive to improve for the benefit of housing tenants.  The recent Corporate Peer Challenge review had recognised the success of the housing department. 

 

The District Council was required to be compliant across four consumer standards and an inspection would be carried out at least once every four years by the Regulator for Social Housing, on a risk based approach.  Matters such as health and safety compliance, policies and procedures, the stock condition survey, and the number of homes meeting the decent homes standard would all form part of the inspection.  A six week notice period would be given of the inspection.  Given this was a risk to the council, it was proposed that as part of the preparedness for inspection and assurance that the future inspection be added to the Corporate Risk Register. 

 

The Chairman, on behalf of the Panel requested thanks be passed onto officers in the housing department for their hard work.

 

A Panel Member questioned whether there were any high rise buildings which needed to be considered under the Fire Safety Act.  The Service Manager Housing Major Projects, responded, reporting that as a local authority there were no high rise buildings under the regime, nor were there any in relation to the second tier down which was buildings over 11 metres.  There were however regulatory requirements under the fire regulation order.  A large piece of work had been carried out in relation to fire safety which involved writing to tenants, holding engagement sessions, information in the Hometalk magazine as well as the creation of a new fire safety webpage, therefore, it was felt that the council was in a good position in relation to compliance with its regulatory fire safety duty.

 

A Panel Member questioned the quality of the data collected and the ability to interrogate it to identify any areas of concern.  In response, it was noted that the data was good quality and that it could be acted upon.  The Strategic Director of Housing and Communities further highlighted that the data collected was used to produce a comprehensive set of performance dashboards which were updated monthly and this would flag up any issues at an early stage.  The Tenant Satisfaction Measures sat behind the data reports which would inform managers.  There was  ...  view the full minutes text for item 34.

35.

Housing Revenue Account Budget and the Housing Public Sector Capital Expenditure Programme for 2025/26

To consider the HRA budget and the housing public sector capital expenditure programme for 2025/26.

 

 

Additional documents:

Minutes:

The Panel considered the Housing Revenue Account Budget and the Housing Public Sector Capital Expenditure Programme for 2025/26.

 

The Strategic Director for Housing and Communities presented the report which proposed the HRA budget for 2025/26.  It was highlighted that over the last few years, Stock Condition Surveys had been completed and modelling carried out which gave a clear picture of the requirements needed to upgrade the housing stock in terms of energy efficiency as well as component parts, such as kitchens and bathrooms.  There was a robust plan over the next 30 years of the work required and the budget had been prepared to reflect this.   It was proposed there be an increased level of capital spending of £18.939 million to reflect on improvement works, which would also include fire safety and statutory compliance as well as decarbonisation works and energy efficiency measures, which would reduce tenants fuel bills.  The total proposed capital expenditure budget was £30.8 million and this included £15.2 million for the affordable development programme, which was a Corporate Plan objective.

 

In order to achieve the level of spending, there would be increased borrowing.  A 30 year business plan had been finalised which forecast the ability to borrow against the expected HRA income.  The business plan recognised that it was possible to take on additional borrowing as well as pay back the loan with interest.

 

The maximum rent increase was proposed, at 2.7%, which was based on the inflation rate in September 2024.  It was highlighted that since then, inflation had increased and the costs to provide improvement works would increase as a result.  There would be a need to refinance, some of the existing debt in order to bring a balanced budget.  The 30 year business plan would be reviewed and amended to reflect this.

 

Finally, the Tenant Involvement Group met and been consulted with since the report had been published.  The group expressed support to the recommendations and recognised there was a balance between rent increases and the need to improve and maintain the housing stock.

 

RECOMMENDED:

 

The Panel recommended approval to Cabinet of the HRA budget and housing public sector capital expenditure programme for 2025/26 as follows:

 

  1. that from 07 April 2025, an increase in dwelling rents of 2.7% from the 2024/25 weekly rent level, in accordance with Government guidelines, be agreed;

 

  1. that from 07 April 2025, an increase in garage rents of 2.7% from the 2024/25 weekly rent level be agreed;

 

  1. that from 07 April 2025, an increase in shared ownership property rents of 3.2% from the 2024/25 weekly rent level, in accordance with Government guidelines of RPI +0.5%, be agreed, and that the weekly rent of one additional property sold under previous legislation be increased by 2.7%;

 

  1. that from 07 April 2025 Service Charges will continue to reflect actual charges and following a reduction in window cleaning and utility costs, these respective charges will be reduced;

 

  1. that the HRA budget, as set out in Appendix 1 of this report, be agreed; and  ...  view the full minutes text for item 35.

36.

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 Portfolio Holder for Housing and Homelessness expressed thanks to members of the scrutiny panel for considering the reports presented at the meeting.  He also expressed his thanks to the housing department for all the work staff had been doing.  He highlighted that the Corporate Peer Challenge had recognised the housing team for their work.

 

The Portfolio Holder provided members with an update on the following:

 

·        Moore Close, New Milton: This was the latest completed housing development, built to the Future Homes Standard plus.

·        Former Advertiser and Times site, New Milton: This would provide 20 plus homes for social rent and temporary accommodation and would be completed later this year.

·        Hythe Hospital development: Last week he had visited the site which would provide 22 homes for social rent.  Construction was expected to be completed in the next year.  He highlighted that he was proud that the District Council had been investing in social housing.

 

The Chairman reported that he had visited the Moore Close development and had spoken to a tenant who had moved into an adapted flat.  The tenant had advised him that when they had moved in the property it was warm, despite the heating not being on.  The surfaces were also easily adaptable to suit the needs of someone using a wheelchair.  This demonstrated the quality of the homes and their flexibility.

 

The Portfolio Holder for Community, Safety and Wellbeing reiterated his thanks to members and their engagement in the scrutiny process.  He provided an update on the following:

 

·        Community Grants:  The work carried out by members of the Community Grants Task and Finish Group was recognised and their recommendations had been considered at the meeting.  He welcomed the more streamlined process for applications and their review, recognising that the Town and Parish Councils were no longer able to apply and instead directed to CIL (Community Infrastructure Levy) for funding.  The hard work of the officers involved in the community grant process was also recognised;

·        St Georges Hall, Calshot: A launch event for had been held on 29 and 30 October.  Members of the local community had been invited to attend on the second day and had been well attended.  Tribute had been paid to Dora Tarrant, a 1961 evacuee from the Tristan Da Cunha Islands, who made a significant impact in the community.

·        Community Forum event on 4 December: This had focussed on planning for adverse incidents.  He apologised to members of the Panel who had not been invited to event, but would ensure they were invited to the next Community Forum meeting.  The event had been well attended with positive feedback.

·        Totton Police Station had opened on 11 December.  This was another well attended event and he hoped this would be a welcomed facility in the local community.

·        Food Safety Inspections:  High risk food inspections were on target for completion by the end of the financial year.  New food premises inspections were being carried out based on risk.  88 applications had been received in the  ...  view the full minutes text for item 36.

37.

Work Programme pdf icon PDF 68 KB

To agree the work programme to guide the Panel’s activities over the coming months.

Minutes:

RESOLVED:

 

That the Work Programme be approved.