The Tenant & Leaseholder Panel met on Tuesday, 6 February 2024, to discuss a range of housing-related issues. Key topics included the council's Asset Management Strategy, updates on repairs and waste management services, and the ongoing housing regeneration strategy. The panel also received reports from resident representatives and discussed the council's transformation programme.

Asset Management Strategy

Councillor Lynne Hale, Cabinet Member for Homes, entered the meeting as the Asset Management Strategy was presented by Sue Hanlon, Director of Assets, and Kevin Hartshorn, Interim Head of Asset Planning & Capital Delivery. The strategy outlines how the council will maintain, manage, and invest in its housing stock of nearly 14,000 council homes and over 2,500 leasehold properties, valued at approximately £907 million. The strategy aims to ensure well-managed estates lead to strong, healthy, safe, and thriving communities, with a focus on creating clean and green spaces. It also addresses wider sector challenges and prioritises what is right for Croydon.

The council's housing stock is diverse, comprising 4,820 houses, 231 bungalows, 7,007 flats, and 1,392 maisonettes, across 1,140 blocks, including 46 High-Rise Residential Buildings (HRRBs). The strategy will be delivered over five years, with next steps including staff and resident surveys, member briefings, and final approval by Cabinet in March 2024.

During the discussion, it was clarified that residents are not expected to bleed radiators themselves, although operatives can demonstrate this and leave instructions. The council is aware that some residents may not have internet access and is working to share information more widely. The strategy considers damp and mould as part of its overarching approach to disrepair and will be an agile document, continually reviewed and refreshed. The repairs service has seen improvements since January, with ongoing work to stabilise services and address issues arising from the transition to new contractors. The contact centre, established in August 2023, has increased its resource to manage a higher-than-anticipated volume of repairs. The council has gathered more detailed information about its housing stock through recent surveys, leading to a better understanding of its condition. Hazards such as damp and mould, disrepair, and fire risks are prioritised, and the council is developing a reporting methodology for hazards and component failures. Approximately 36% of the council's housing stock had been surveyed by the meeting date, with a target of 40% by the end of March 2024, and a further 20% annually thereafter. The Housing Health and Safety Rating System (HHSRS) covers 29 different hazards, and a list will be circulated to panel members. Residents are encouraged to report any issues they experience.

Introduction Director of Streets & Environment

Karen Agbabiaka, Director of Streets & Environment, presented an update on waste and street cleansing services. The council offers a chargeable bulky waste collection service, with a specific clearance service for tenants. Residents are advised to leave waste in accessible locations for collection crews. Dialogue is ongoing with bidders to find more sustainable solutions for communal and kerbside properties. The food waste service is available to all tenants, and the council is working with managing agents to ensure resident aspirations are met. Croydon is noted as being in the top quartile in London for recycling rates.

Mandatory weekly segregated food waste collections are now a legal requirement. The council will identify housing estates that can accommodate additional bins and liaise with service providers to ensure these collections are part of the core service. Approximately 23% of Croydon's general waste consists of food. Residents are required to present textiles alongside their waste, with refuse crews collecting them in designated cages. If a textile collection is missed, an ad-hoc collection will be arranged. The fly-tipping strategy is under review, as the current approach is reactive. The council spends over £100,000 per month on clearing fly-tips, which is described as a national issue. Prior to finalising the procurement strategy for waste and street cleansing services, a borough-wide consultation with over 3,000 residents was conducted. The council will make a recommendation to Cabinet regarding the award of a contract to a preferred bidder.

The council provides a free service for the collection of needles for self-administered injections. Missed collections can be reported within 48 hours, and the client services team will review statistical data for trends. For disputes regarding collection accuracy, service providers must provide assured collections for 6-8 weeks, confirming each collection on their devices.

Update on Transformation

Lara Ashley, Housing Transformation Lead, provided an update on the council's transformation programme, which is planned to span three to five years. Key elements include establishing a new vision and mission for the directorate, developing a new Housing Strategy, and agreeing to a Voluntary Undertaking with the regulator for social housing. The programme also involves training to re-establish how Housing Revenue Account (HRA) funds are used, implementing new Service Level Agreements (SLAs) and a performance framework, and adapting to the regulatory framework.

Significant work is underway to register all 46 tower blocks and prepare for a new inspection regime, with a dedicated team structure being developed to meet new building and fire safety regulations. The programme also includes reviewing Large Panel System (LPS) blocks, progressing the Regina Road development, and implementing the Asset Management Strategy.

Customer excellence is a core focus, with initiatives such as the Customer Care programme, data cleansing, defining a lettable standard, reviewing customer information, and developing a resident engagement framework. New contractors and a new Contact Centre are being introduced, alongside a Damp and Mould task force and a review of disrepair cases. The programme also addresses behavioural standards, workforce stabilisation, and professional development. A new housing needs operating model was launched in September 2023, alongside strategies for homelessness and rough sleeping.

Lessons learned so far highlight the need to adapt to the new regulatory framework, with customers at the heart of changes. The scale of transformation requires significant shifts in behaviour, processes, attitudes, and skills. Communication is deemed crucial, as change is often feared. The programme requires ongoing monitoring, commitment, engagement, and training.

Housing Regeneration Strategy

David Baptiste, Housing Regeneration Lead, presented the Housing Regeneration Strategy, which aims to provide a framework for delivering regeneration and development programmes to meet the council's business plan and housing strategy objectives. The strategy will link assessments of building safety, housing condition, and investment needs. It will outline a process for assessing site opportunities to support a development pipeline and the growth of social housing, including exploring opportunities for supported housing such as extra care for older adults and care-experienced young people.

A particular focus is placed on resident engagement and participation to understand neighbourhood priorities, with consultation planned for spring/summer 2024. The strategy is guided by the council's Housing Strategy and a review of the HRA.

Report from Resident Representatives

Yaw Boateng, Chair of the Tenant & Leaseholder Panel, reported on his attendance at the ARCH (Association of Retained Council Housing) conference and the Stop Social Housing Stigma (SSHS) committee meeting. ARCH has been actively deciphering new legislation, including consumer regulation and Awaab's Law, and noted the frequent changes in Housing Ministers. The ARCH Tenants Conference 2024 is scheduled for September in Rotherham. Concerns were raised about the impact of Section 114 notices on rents, and attention was drawn to the Housing Ombudsman's report on attitudes, respect and rights. The SSHS is planning pilot projects, with further details to be released at the next panel meeting.

Marilyn Smithies provided an update on the Resident Voice Meeting, highlighting an opportunity to support Commissioning Tender Evaluation.

Any Other Business

Under Any Other Business, the Resident Engagement Strategy was discussed. This strategy, developed with the consultancy Tpas, aims to embed resident engagement and ensure residents' voices are heard and influence services. Key themes identified include leadership, communication, trust and accountability, and structure and process. The strategy responds to requirements from the Social Housing (Regulation) Act 2023, Tenant Satisfaction Measures, Regulatory Consumer Standards, the Housing Ombudsman Code of Practice, and the Building Safety Act. The next steps involve designing and agreeing on a delivery plan, followed by an approval process and implementation by Croydon Council.

Void Update

An update on voids was presented, showing the lowest number of void properties since before the COVID-19 pandemic, with historical voids continuing to reduce and extra care voids below 10. The impact of improving performance includes 646 properties let since April 2023, an increasing number of homeless families rehoused, and eight properties converted from three to four bedrooms. Monthly meetings are held with contractors Wates, Mears, and K&T Heating to address problems proactively, improve partnership working, and increase tenant satisfaction. The lettable standard has been revised following tenant consultation. The council has an agreement with its energy supplier to restore power in empty properties, which will help reduce void periods. Smart meters are installed within 5-8 days of a void property becoming available. Future plans include a Void Policy going to the Readers Group, building the NEC Void Management Key to Key process, tackling the cost of items left in void properties, and improving reporting.