From 1 April 2024, social landlords have to meet the
Regulator of Social Housing consumer standards under a strengthened regime,
with more proactive regulation and inspections.
Brighton and Hove City Council must be able to demonstrate,
with evidence, that it is consistently meeting those standards and sustaining
improvement. This plan exists to provide one clear, auditable line of sight
from the issues that need fixing, to the controls and governance that prevent
repeat failure, to what residents should notice.
The consumer standards
The consumer standards set the outcomes residents should
experience from their landlord services.
Safety and Quality: Homes
are safe and well maintained. Legal duties are met. Checks happen on time and
actions from safety assessments are completed and verified.
Transparency, Influence and
Accountability: Residents are treated with fairness and respect.
Services are accessible. Residents can influence decisions. Complaints are
handled properly and learning is used to improve.
Neighbourhood and Community:
Landlords take reasonable steps to keep shared spaces safe and work with
relevant partners to support wellbeing in the areas where they provide homes.
Tenancy: Tenancies and
allocations are managed fairly and transparently and landlords support tenancy
sustainment where relevant.
These standards matter because they set the minimum compliant
service residents can expect, including safe homes, timely follow up, clear
communication, and a fair complaints process.
The council’s C3 judgement and formal engagement
On 9 August 2024, following responsive engagement, the
Regulator published a regulatory judgement for Brighton and Hove City Council, identifying
failings against the Safety and Quality Standard and issuing a consumer grading
of C3. The judgement states:
‘that there are serious failings in delivering the
outcomes of the consumer standards and that improvement is needed, specifically
in relation to the Safety and Quality Standard’.
The Regulator highlighted weaknesses in the council’s
management of electrical, fire, water and smoke-detection safety, a significant
repairs backlog.
Since that time the council has remained in formal intensive
engagement with the Regulator.
The Regulator expects an improvement plan that drives
significant change, addresses root causes of non-compliance and reduces the
risks of similar issues recurring, and that it is shared with tenants.
What the Regulator expects to see from the council now
The Regulator will be looking for evidence that improvement
is systematic, sustained, and embedded in business as usual, not a short-term
recovery. In practice, the council needs to be able to show the following,
consistently and with a clear audit trail that demonstrates the impact upon outcomes
for residents, including, compliance, service quality and tenant experience.
A plan that reflects and builds upon the learning from our
root cause analysis to understand why the council did not fully comply with the
RSH Safety and Quality Standard and how to ensure failings are not repeated.
A plan that drives significant
change: Clear priorities and realistic commitments, with clear ownership
and clear evidence, so progress can be tested rather than described.
Effective control of Safety and
Quality: Checks completed on time, actions raised and closed properly,
quality verified through proportionate checking and rechecking, and exceptions
handled quickly so risk does not drift.
Confident and consistent
information about homes and services: Confidence that records and key
datasets can be relied on, so decisions are made using evidence rather than
workarounds and missing information.
Resident accountability and learning:
Clear evidence that resident feedback, complaints, and Ombudsman
learning are shaping decisions and preventing repeat failure, alongside
transparent reporting and a clear approach to tenant accountability.
Sustained improvement through
governance and leadership grip: A consistent set of routines that
record decisions, track follow through, escalate early when something slips,
and test reality through sampling, so performance reporting matches what
residents experience.
The Regulator’s judgement and the council’s Root Cause
Analysis, reported to Cabinet in June 2025, Housing
Safety and Quality Compliance Update.pdf and Place Overview & Scrutiny
Committee in September 2025, Housing
Safety and Quality Compliance Update.pdf were clear that the issues were
not only about individual services.
The analysis reveals that the issues stem not only from
operational failures but also from deeper systemic and cultural challenges.
While corrective actions have begun, the findings clarify the structural,
cultural, and delivery changes needed to achieve lasting compliance and improve
outcomes for residents.
This includes how the council listens, learns sets
priorities, leads, builds capability, uses data, and assures compliance.
This work supports the Council Plan priorities of ‘Homes for
Everyone’ and ‘A Responsive Council with Well-Run Services’, and the Housing
Strategy priority of ‘Improving Housing Quality’
Since August 2024, the council has stabilised and improved delivery
and compliance and started to change how it runs. Progress is not only work
completed. It is the shift to a controlled improvement system that prevents
repeat failure and can be evidenced through routine assurance evidence,
exceptions reporting, sampling, and re checks.
Root causes and what has changed in the operating model
These six themes from our root cause analysis have been
reframed as priorities for organisational change. We are adopting a
strengths-based approach that focuses on learning from and addressing areas for
development, as well as systems that support us to be a Great Landlord.
Strengthening each of these areas and improving their
alignment is essential for sustainable improvement. The council remains
committed to continuous learning and collaborative action, using this analysis
as a foundation for building a robust improvement plan with internal teams,
residents, and elected members.
Transparency, accountability, and measurable progress are
central to this approach. Monthly highlight reports and the development of the
core NEC Housing system as a single source of housing compliance data ensure
clear oversight. Updates to the Housing Safety & Quality Assurance Board, Great
Landlord Board, Corporate Leadership Team (CLT), Cabinet members, Cabinet and
Overview & Scrutiny Committee reflect our commitment to ensure that the
safety and quality of our council homes remain our priority.
The operating model is now changing in practical ways.
ü
Leadership is stronger. Issues are escalated earlier when
something is off track. Decisions are recorded and followed through.
ü
Ownership is clear, with named leads for key risks and priorities
and clear escalation routes into decision points.
ü
Information management is improving. NEC Housing is used more
consistently to inform decision making, supported by routine checks, so leaders
rely on evidence rather than informal updates.
ü
The Learning Organisation framework is being embedded. Resident
insight, complaints and Ombudsman learning, performance monitoring, compliance
assurance, and quality checks are reviewed together and inform decisions and
tracked actions.
ü
Target Operating Model work for Homes & Investment is setting
clear roles, processes, and controls so improvement is sustained across teams.
ü
Quality checks and sampling are used to improve systems and
consistency, reduce rework, and target supervision and training. Focus is on learning
and support, not blame.
ü
Continued investment in workforce capacity and capability,
including in a new Damp & Mould team supporting our proactive approach to
implementing Awaab’s Law, significant development of our apprenticeship
programmes aligned to identified skills gaps, additional building safety and
fire safety roles and increased Head of Service capacity
ü
Improving resident engagement continues to be a priority area of
focus, with resident workshops held at our annual tenant conference, contacting
all residents as part of our proactive response to implementing Awaab’s Law,
increasing resident engagement in repairs and asset management.
What has already improved
The council has made significant progress across all areas
where the RSH identified non-compliance and has remained complaint in other
areas of health & safety not subject to the Regulatory Judgement. The
judgement focused mainly on how well the council was
delivering against outcomes of the Safety and Quality Standard , but the
learning is wider than safety alone and is being applied across Housing
Services.
Electrical safety and smoke
alarms: Most homes now have up to date electrical safety checks and
working smoke alarms. The remaining gap is mainly access and follow up, with a
focus on completing final access cases to reach full coverage.
Repairs backlog and service
grip: Very overdue repairs have reduced. The service is more in control
of what is outstanding, with clearer prioritisation and stronger follow up.
Residents are starting to experience fewer very long waits and fewer repeat
jobs.
Fire safety action and risk-based
delivery: The highest priority actions are nearing completion and the
medium priority remediation actions are reducing . Fire risk assessments are
improving in quality so actions better match risk and priority. Residents are
starting to experience clearer communication in blocks, supported by improved quality
checks.
Water safety recovery: Coverage
is improving and delivery capacity is stronger. This remains an area for
improvement and retains senior management oversight.
Knowing our homes and planning
investment: The December 2025 Cabinet approval to award
a two-year Stock Condition Survey Contract will enable full survey coverage of
all council homes, leading to an improved understanding of the condition of the
council’s housing stock, and provide the robust evidence base required for
long-term investment planning and regulatory assurance. This decision was a
direct response to the council’s Root Cause Analysis arising from the Regulator
of Social Housing regulatory judgement which identified Data Quality & Use,
and Prioritisation & Focus as core drivers of improvement.
|
Areas
|
RSH Judgement
(August 2024)
|
Position then
(June 2024)
|
Position now
(January 2026)
|
|
Electrical safety (domestic Electrical Installation
Condition Report, EICR, and communal EICRs)
|
Around 3,600 homes without a current EICR and no evidence
of a current certificate for over 600 communal areas.
|
53 percent homes with a valid 5-year EICR. 20.8 percent
communal areas with a valid communal EICR.
|
95.2 percent homes with a valid 5-year EICR. 81.6 percent
communal areas compliant.
|
|
Smoke
alarms
|
Cannot
evidence compliance with legal requirements for smoke detectors.
|
81.5
percent of homes had a working alarm.
|
99.6
percent of homes have a working alarm.
|
|
Water safety (risk assessments and remedial actions)
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More than 600 buildings require a risk assessment” and
“more than 500 overdue water safety remedial actions.”
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52.1 percent of buildings with a valid risk assessment.
(Nov 2024, no June actions count published).
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95.1 percent of buildings with a valid assessment. 2,281
overdue actions (Dec 2025). This aligns to the significant increase in
inspections.
|
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Repairs
backlog
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A backlog
of around 8,000 low-risk, low-priority repairs.
|
9,653
repairs older than 28 days.
|
3,697
repairs older than 28 days. Focus on oldest work orders and average time
continues to reduce.
|
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Fire safety remediation
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RSH raised concerns about delays in completing over 1,700
fire safety actions identified across the stock.
|
4,253 FRA actions. Peaked at 8,268 in December 2024 with
completion of updated FRAs on all blocks.
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2,294 live FRA actions.
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Progress is reviewed quarterly. Priorities only change when
evidence shows a change is needed, and the decision is recorded and explained.
Homes are safe and well maintained. The service is accessible.
Problems are fixed properly and do not keep coming back. When plans change,
residents get clear explanations and realistic timescales.
Success means residents can see, and the council can show,
that commitments are being delivered and problems are being addressed in a
systematic way.
Resident outcomes
ü
Residents feel safe and confident in their home and block because
safety checks happen on time and follow up happens quickly.
ü
Residents get clear, consistent updates they can rely on,
including when access is needed and when plans change.
ü
Residents are passed between teams less often because ownership
is clear and handovers work.
ü
Repairs and safety actions are completed properly first time more
often, with fewer repeat visits and fewer long running outstanding actions.
ü
The council deals with the most serious issues first and is
transparent and engages on priorities and how priorities may change in an
accessible way..
ü
Residents can see a learning organisation in operation, a service
focused on building and sustaining improvements in the quality of tenant
experience and outcomes, including how feedback, complaints and Ombudsman
outcomes have led to specific changes through a clear “you said, we did” audit
trail.
ü
Residents receive a better more consistent, accessible service
and feel treated fairly and with respect, regardless of who they speak to,
because the council uses the same standards and quality checks across Housing Services.
ü
Works to residents’ homes and blocks feel more planned and less
reactive over time because investment and repairs decisions are based on
stronger knowledge of homes and risk.
The council assurance view
The council can show it is compliant, proactive and in
control across Housing Services. This means decisions are recorded, exceptions
are visible, actions are closed, and checks confirm the issue is fixed.
Evidence is held through decision records, action and
exceptions, compliance assurance evidence, contract performance, and sampling.
Theme of non-compliance: At the foundation of the six
interdependent themes identified by our root cause analysis lies resident voice,
where a hierarchical culture focused on national policy initiatives and
organisational priorities was not always responsive to resident concerns.
What is changing:
·
Expansion of the Community Engagement Team including a digital
communications officer;
·
Diversification of the resident voice, over 400 residents have
expressed an interest in engagement opportunities.
·
Co-production of the service improvement programme rather than
residents being engaged separate to staff.
What does it look like to be a Great Landlord:
·
Diversity and depth of resident involvement.
·
Resident insight shaping decisions.
·
Increased trust in engagement and follow through.
Outcome on service quality and tenant experience:
Residents can see that their experience shapes what we do
and how we do it. We don’t make fewer decisions about residents without
residents. Standards and updates are clearer. When residents tell us something
is not working, we act and we explain what changed.
This theme exists because resident experience has not always
shaped priorities and decisions. When insight is collected but not used in day
to day decisions, we miss early warning signs, repeat the same mistakes, and
lose trust.
In 2026 to 2027 we make resident influence routine and
visible. Creating Great Homes Together is the main route for resident led
improvement. We treat resident experience as essential evidence, alongside
performance, compliance assurance, and quality checks. We show the link from
what residents told us, to the decision we made, to what changed, and what
residents can now expect.
Residents will be engaged on thematic resident oversight
groups, including on Fire & Building Safety. We will also increase the
transparency of information sharing with residents.
|
Commitment
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What residents notice
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Why it matters
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How we stop repeat failure
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How we prove it
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Leadership and delivery
|
Milestones/ Deliverables
|
|
We publish a “you said, we did” update regularly, linked to real
service changes and clear explanations.
|
Residents can see what changed, including when we cannot do something
and why.
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Feedback without visible change feels pointless and drives
complaints.
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Updates state what residents will notice and where to go for help.
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Published updates plus an internal link to decision records and
closure evidence.
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Sponsor: Director Housing People
Lead: Housing Strategic Communications Manager.
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Start reporting you said we did at Area Panel meetings.
Area Panel review starts in April 2026
|
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We keep an up-to-date view of resident experience as part of the
intelligence loop through the Great Landlord Board, that reviews themes from
complaints and Ombudsman learning, surveys and member enquiries themes.
|
Clearer, more consistent messages, and visible action on what
residents raise.
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If insight is not reviewed in one place, it gets lost, early warning
signs are missed, and problems repeat.
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The summary is a standing agenda item. It is reviewed routinely.
Actions and decisions are recorded with owners and tracked to closure.
|
Agenda items include the summary each cycle. Decision records show
what changed because of it, with a small set of examples linked to closure
evidence.
|
Sponsor:
Corporate Director. Homes & Adult Social Care.
Lead: Director of Housing People Services.,
|
We will continue to track and monitor participation and diversity of resident
engagement.
Action Plan on Resident Engagement is reported to at Great Landlord
Board, Directorate Leadership Team and Cabinet Member Briefing.
Directorate Leadership Team & Corporate Leadership Team monitor and
act upon themes and learning from complaints, member enquiries and Ombudsman
Decisions.
|
How we will evidence that this has been achieved.
·
Annual Survey of Tenants & Residents (STAR) and Tenant
Satisfaction Measures. Housing
performance – how are we doing?
·
Resident satisfaction measures in performance reporting
(shared quarterly with Housing Area Panels: Performance
reports - council housing
·
Annual Housing Complaints Report & Self-Assessment: Annual
Housing Complaints Report and Self assessment.pdf
·
Council Plan progress updates to
Cabinet which include Housing KPIs 202526 Mid-year Council Plan progress update.pdf
·
Annual monitoring report aligned to
the Housing Strategy: Housing Strategy 2024-29 Annual Monitoring Report 202425.pdf
·
Promotion and review of resident engagement measures and
participation: Resident
groups, community engagement and neighbourhood funding
·
Housing Revenue Account Budget and Medium-Term Financial
Strategy (for investment in Community Engagement Team and neighbourhood
funding: Budget
Capital Investment HRA Programme 2026-27 and MediumTerm Financial Strategy.pdf
Theme of non-compliance: Prioritisation & Focus
ensures that resources are aligned with long-term asset condition and
compliance resilience; however, short-term decisions, limited forecasting, and
underinvestment undermined the council’s ability to strengthen these areas.
What is changing: With finite resources, we will take
a risk-based approach to ensure that effort and investment are aligned to
fulfil all of our compliance duties, Improvement Plan and resident impact.:
·
We continue to make consistent positive progress toward
compliance, including significant reductions in the backlog of routine repairs.
·
Promotion of psychological safety.
·
Clear distribution of leadership and decision-making
responsibilities through a scheme of management.
·
Embed a more connected council with leadership that brings critical
resources together to deliver Council Plan outcomes.
·
Use of data to measure individual and team performance.
What it looks like to be a Great Landlord:
·
Stronger frontline involvement in planning.
·
Data and evidence-based prioritisation and planning.
Outcome on service quality and tenant experience:
This will be clear about and keep our commitments to
residents and explain clearly when priorities change. We focus on the work that
reduces risk, improves everyday service, and prevents repeat problems.
In 2026 to 2027 we make prioritisation practical. We prioritise
and are realistic about our commitments and focus of service and investment. We
use the consistent data and resident voice to inform evidence and decide our
priorities es first. We are transparent in sharing information and decision
making.
Through our Creating Great Homes
Together Action Plan 2026 we aim to improving service quality, transparency,
and tenant experience across Repairs & Maintenance, Safer Areas, Customer
Service, Complaints, and Tenant Engagement.
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Commitment
|
What residents notice
|
Why it matters
|
How we stop repeat failure
|
How we prove it
|
Leadership and delivery
|
Milestones/ Deliverables
|
|
We use
stock condition survey data and up to date asset insight to set priorities
that inform planned preventative maintenance programmes and reduce responsive
repairs.
|
Fewer responsive
and repeat repairs and more remedies that deal with the cause, not only the
symptom.
|
Without stock
condition survey insight we maintain a high volume of responsive repairs and
don’t make best use of capital investment to proactively improve the quality
of residents homes.
|
Use emerging
stock condition survey information and repairs intelligence to target
investment in planned preventative maintenance to reduce responsive repairs
and proactively improve the quality of residents homes and satisfaction with
the council as a landlord.
|
Stock condition
survey and repairs intelligence is used in prioritisation of investment decisions.
Trend increased understanding of our stock monitored through monthly reports
to Housing Safety & Quality Assurance Board and progress toward HRA
Budget MTFS aim of reducing the pressure of responsive repairs and increasing
planned preventative maintenance and proactive capital investment in our
homes. Shows a decline in volume of responsive repairs over time.
|
Sponsor: Director
of Homes & Investment. Lead: Head of Asset Management & Investment and
Head of Repairs and Maintenance.
|
Procure and
award a two-year Stock Condition Survey Contract to enable additional
resource to ensure 100% of homes surveyed over this time to support a data
led and resident led Asset Management Plan to inform investment decisions.
Mobilise spring 2026 complete spring 2028.
|
|
We operate
as a connected and responsive council focused on clear ownership and
accountability. Review areas that cause repeat contact and failure demand. Make
ownership and accountability for actions clear at every point.
|
Clearer ownership
and updates. Faster action when an issue is identified.
Fewer hand
offs, one council approach.
|
Ensuring
fewer handoff’s reduces risk and ensures clear ownership and prioritisation of
risks tasks and actions. rework, and loss of trust.
|
Quantitative
review of repairs raised to understand the source, including whether raised
by tenant, operative in site or via another team. Review repairs by property
to understand high volumes in particular homes or property type. Qualitative
review in partnership with tenant focus groups / via tenant engagement.
|
Resident
feedback confirms clearer ownership and updates. Regular review of repairs
reports to increase % of repairs that are resolved first time where
possible. Measuring prevalence of repeated visits both qualitatively and quantitively
to track reduction.
|
Sponsor: Director
Homes & Investment Lead: Head of Housing Asset Management &
Investment
|
Improved resident
satisfaction measured through reporting outlined below in evidence of how er
will achieve.
Review via
Housing Safety & Quality Assurance Board which tracks responsive repair
and other key health, safety and quality activity
|
How we will evidence that this has been achieved
·
Annual Survey of Tenants & Residents (STAR) and Tenant
Satisfaction Measures. Housing
performance – how are we doing?
·
Performance reporting (shared quarterly with Housing Area
Panels: Performance
reports - council housing
·
Housing Safety & Quality Compliance Updates reported
to Cabinet on a 6-montly basis: Procurement
of Housing Stock Condition Contractor.pdf.
·
Regular Housing Safety & Quality Compliance Updates to
Place Overview & Scrutiny Committee: Housing
Safety and Quality Compliance Update.pdf.
·
Council Plan progress updates to
Cabinet which include Housing KPIs 202526 Mid-year Council Plan progress update.pdf
·
Scheme of management now in place, to be kept up to date.
·
Staff Survey and regular ‘Pulse’ surveys.
Theme 3 - Leadership and culture
Theme of non-compliance: Leadership & Culture
provides the platform for effective governance and decision-making; however,
organisational culture sometimes disempowered staff, created psychological
unsafety to share concerns or ideas, delayed escalation of issues, and diluted
responsibility for managing risk through ambiguity and fragmentation.
What is changing: We will ensure consistent, robust
leadership and clarity around when and how concerns are escalated, so that
issues are surfaced early and addressed decisively, including:
·
Promotion of psychological safety;
·
Distribute leadership and decision making through a scheme of
management;
·
Embedding a more connected council with leadership that brings
critical resources together to deliver Council Plan outcomes.
·
Use of data to measure individual and team performance.
What it looks like to be a Great Landlord
·
Stronger frontline empowerment in risk identification.
·
Data informed performance management.
Outcome on service quality and tenant experience,
Residents feel the difference when decisions are made faster
when something goes wrong. Ownership is clear. Updates are clearer. Problems
are resolved consistently.
In 2026 to 2027 we will embed the culture of being a
learning organisation – Staff will receive relevant training and support to
give them the confidence to report concerns and mistakes; the senior leadership
will promote a no-blame and learning culture so that staff have the psychological
safety to own problems, feel empowered to resolve issues and where there are concerns
and mistakes, report them at the earliest opportunity.
How we will evidence that this has been achieved.
·
Scheme of management now in place, to be kept up to date.
·
Staff Survey and regular ‘Pulse’ surveys.
·
Council Plan progress updates to
Cabinet which include Housing KPIs 202526 Mid-year Council Plan progress update.pdf
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Commitment
|
What residents notice
|
Why it matters
|
How we stop repeat failure
|
How we prove it
|
Leadership and delivery
|
Milestones/ Deliverables
|
|
Senior leadership will ensure that there are opportunities for
staff to meet residents where they are (outside of applying their trade), share
concerns and ideas, feel confident to try things and know that they working
in a no blame culture that promotes learning from experiences and applying
that learning to service improvements.
|
A confident workforce that hears and values the voice of residents.
When visited for a repair, operatives raise other issues that they’ve
noticed need doing.
|
A confident workforce will listen carefully to the voices of
residents and spot the need or opportunity to act early or create preventative
programmes of works
|
Senior Leaders holding staff drop-ins, attending toolbox talks and shadowing
staff.
Frontline staff attending resident meetings in the places that the
residents’ home is to discuss the issues that they are experiencing.
|
TSMs for customer satisfaction re repairs and the quality of their
home, and being listened to increases.
Compliments from tenants and leaseholders about the quality of the
interactions they have with staff.
A reduction in complaints about the time waiting for, and/or the
quality of repairs
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Sponsor: Corporate Director Homes & ASC
Lead: Business Improvement Manager
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Monthly Staff drop ins.
An annual roadshow of attending toolbox talks or In-person, in conversation
events with corporate leadership team
|
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We apply the learning organisation framework throughout the
organisation so that we learn from our mistakes and spread good practice
|
Residents notice that we are a connected council – they report once
and it is resolved first time.
Residents interact with a confident workforce who explain what we can
do, how we will do it, take ownership of issues that may not be within their
role, and embraces innovation and creative solutions to service delivery.
|
Residents need to know that we have 21st century
expectations about customer service and we are seeking 21st
century solutions to managing stock that was mainly built in the 20th
century.
|
The leadership creates opportunities for learning such as team
meetings, workshops, etc
|
Briefing notes and case studies considered at various management
meetings.
|
Sponsor: Director Homes & Investment
Lead: Programme Director Regulatory Response
|
The directorate is standing up a Learning for Improvement Lab that
will review test and learn initiatives across the directorate to promote
learning and transferrable benefits from pilots.
|
Theme of non-compliance: Workforce Capacity &
Capability is essential for action; however, key roles were at times unfilled
or held by staff who in some cases lacked the relevant competency, experience
or ownership of issues. Some staff did not consistently feel empowered to
escalate concerns or act confidently.
What is changing: Skilled, confident staff are our
most valuable resource. We will: invest in staff development including
apprenticeships, technical skills, particularly in areas like fire safety,
surveying and data analysis; design structures that create capacity for
leadership development in all tiers of management; support a culture of trust
and empowerment that enables action to be taken and areas of concern to be
raised without fear of blame: and, use digital solutions for
transactional/administrative activities so that staff have time to plan and
focus on relational activities.
·
Managers are working closely with corporate services to develop a
‘grow your own’ plan, including significant investment in apprentices
·
Managers are working closely with HR colleagues to recruit to key
compliance roles, including deploying increased staffing resources, over 20 new
posts, aligned to additional £1.1m revenue [2025/26] investment to meet health
& safety and building safety requirements.
What it looks like to be a Great Landlord:
·
Senior leadership understand what people resources in terms of
number and competency/expertise is required to fulfil its duties
·
Senior leadership have a plan for recruiting and retaining
sufficient staff to fulfil its duties
·
Resource planning is data-led and evidence-based
Outcome on service quality and tenant experience:
Residents get a more reliable service because the right
skills and cover are in place in the roles that keep people safe and work
moving. Residents experience fewer handovers, clearer updates, and fewer delays
caused by gaps in capacity or unclear responsibilities.
In 2026 to 2027 we continue to invest in our workforce to sustain
compliance and service quality. Our approach to service delivery and
investment continues to be shaped by feedback from residents and staff gathered
through the Creating Great Homes Together consultation, regulatory consumer
standards, and our vision for being a Great Landlord. This continued investment
in recruiting a Neighbourhood Officer team, a team dedicated to tackling damp
and mould, 19 apprentices in the trades of electrics, carpentry, and plumbing,
as well as remedial works related to fire safety, water safety and repairs.
We continue to set clear expectations for managers and
supervision, and strengthen contractor and client side capability where risk is
highest. We will continue to invest in learning and development and work
toward a Learning and Development Policy and Code of Conduct for Housing staff,
developed with tenants under the Competence and Conduct Standard which comes
into effect in October 2026. We will review how we use technology and digital
solutions to free up officer capacity so that they can spend time with
residents rather than paperwork; and how we involve residents in how we design
or improve services.
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Commitment
|
What residents notice
|
Why it matters
|
How we stop repeat failure
|
How we prove it
|
Leadership and delivery
|
Milestones/ Deliverables
|
|
We are
clear on ownership and accountability for critical roles that are responsible
for meeting health & safety compliance requirements and ensure resources
are in place to cover any gaps.
|
Improved
consistency and clarity with benefits for compliance and customer service.
|
Ensure
workforce capacity and agility where roles remain unfilled to ensure we have
appropriate competencies covered to deliver a safe, compliant, high quality
service.
|
Review market
supplement for recruitment as well as learning and development and apprentice
programmes to ensure skills required to deliver a safe, high quality
compliant service are in place.
.
|
Workforce development
plan to be put in place to ensure we have appropriate staff resources to enable
a safe, high quality, compliant service.
|
Sponsor: Director
Homes & Investment
Lead: Heads
of Service, supported by HR Business Partner for Housing.
|
Evidence
measures as outlined below through performance reports, health, safety and
compliance monitoring and resident satisfaction, including learning from
complaints.
Delivery of
workforce development plan and apprenticeship programmes.
|
|
We ensure
that Housing staff are confident and feel empowered to be a strong client and
take a relational and performance led approach to contract management to
maximise the contract benefits and ensure delivery against specification.
|
A consistent,
high quality, compliant, resident focused contractor experience. Council
contractors meeting the expectations of the contract and council to deliver
full service benefits and any contractual social value.
|
Inconsistent
contract management risks poor value for money, compromised compliance and a
poor quality service experience for residents.
|
Improved workforce
capacity and confidence, including through appropriate learning and
development to develop stronger contract management skills. Monthly contract
review for contracts. Risk based quality checks. Corrective actions recorded,
time bound, and followed up. Escalation used where performance does not
improve.
|
Increased
resources strengthen client function.
Learning
& development strengthens contract management skills.
Audit through
regular checking of monthly contractor meetings outcomes, KPIs, quality
assurance and delivery of social value.
Improved
compliance, service delivery and resident satisfaction.
|
Sponsor: Director
Homes & Investment.
Lead: Heads
of Service
|
Directorate
Procurement Board to review priority contracts.
Evidence measures
as outlined below through performance reports, health, safety and compliance
monitoring and resident satisfaction, including learning from complaints.
|
|
We focus
learning support and development on competencies and skills that keep
residents safe, services reliable and high quality. Focus on priority areas,
starting with Health & Safety, with a view to build on this to meet the Competence
and Conduct Standards
|
Engagement
with a consistently competent, skilled and knowledgeable workforce delivering
safe proactive and compliant services.
Clear, consistent
and timely responses.
|
Consistency
of resident experience and a service delivered by a capable, correctly
resourced landlord is key to tenant experience of our service and resident
satisfaction.
|
We will
continue to invest in learning and development and work toward a Learning and
Development Policy and Code of Conduct for Housing staff, developed with
tenants under the Competence and Conduct Standard which comes into effect in
October 2026.
|
Increased
resident satisfaction measured through both quantitative performance
reporting, resident STAR survey and engagement with tenants in qualitative service
review and experience.
Continued progress
in compliance demonstrating ownership, accountability and proactive addressing
of risks.
|
Sponsor: Director
of Homes & Investment
Lead: Heads
of Service, Compliance leads supported by Learning and Development Lead.
|
By October
2026. Review of learning & development priorities to ensure compliance
with Competency and Conduct Standard.
Evidence
measures as outlined below through performance reports, health, safety and
compliance monitoring and resident satisfaction, including learning from
complaints
|
How we will evidence that this has been achieved.
·
Housing Revenue Account Budget and Medium-Term Financial
Strategy (for investment in resources including apprentices: Budget
Capital Investment HRA Programme 2026-27 and MediumTerm Financial Strategy.pdf
·
Staff Survey and regular ‘Pulse’ surveys.
·
Annual Survey of Tenants & Residents (STAR) and Tenant
Satisfaction Measures. Housing
performance – how are we doing?
·
Performance reporting (shared quarterly with Housing Area
Panels: Performance
reports - council housing
·
Housing Safety & Quality Compliance Updates reported
to Cabinet on a 6-montly basis: Procurement
of Housing Stock Condition Contractor.pdf.
·
Regular Housing Safety & Quality Compliance Updates to
Place Overview & Scrutiny Committee: Housing
Safety and Quality Compliance Update.pdf.
·
Council Plan progress updates to
Cabinet which include Housing KPIs 202526 Mid-year Council Plan progress update.pdf
Theme of non-compliance: Data Quality & Use is
critical to sustainable compliance but was undermined by inconsistent
maintenance of records, poor data quality, and systems that did not communicate
or integrate effectively – weakening assurance about stock condition, maintenance
activity and investment priories, and proactive long-term decision-making.
What is changing: Reliable, well maintained
electronic records will underpin planning, assurance and sound decision making.
Strong management systems and procedures will safeguard the accuracy,
completeness and quality of our data and its effective use to inform and
support compliance and our Improvement Programme:
·
Significant investment in new Housing ICT infrastructure and
compliance monitoring capacity has been undertaken, including moving toward a
one system approach through Housing NEC System and use of The Compliance
Workbook.
·
The consistent performance in electrical compliance has been a
blueprint for use of data to inform planning and monitor delivery.
·
We have progressed provision of assurance available via
electronic records.
·
Data is being used to prioritise works and model the resources
required to complete identified works.
·
Governance is in place to test assurance of data quality,
overseen via our cross-directorate Housing Safety & Quality Assurance
Board.
What it looks like to be a Great Landlord:
·
A great landlord knows the quality of the stock that they own,
what works have been undertaken and when, and can use the information held to
plan for preventative maintenance and longer-term capital investment in planned
and major works programmes.
·
A great landlord ensures that their records and up to date and
that the data quality informing those records is good.
Outcome on service quality and tenant experience:
We will know our residents and know their homes through
consistent and accurate record-keeping. Residents get clear, consistent updates
about what is happening in their home and their block. The council spots trends
and risks earlier, acts sooner, and explains progress more clearly. This means
that the service becomes proactive and not always reactive. We strengthen
stock knowledge so we can prioritise investment and reduce avoidable repairs
demand over time.
In 2026 to 2027 we focus on the essentials. We continue work
to ensure the datasets we rely on are robust and informative. Management will regularly
sample our electronic record systems.
|
Commitment
|
What residents notice
|
Why it matters
|
How we stop repeat failure
|
How we prove it
|
Leadership and delivery
|
Milestones/ Deliverables
|
|
We use
sampling and case file reviews, to ensure there is accurate record keeping.
|
Fewer repeat
failures that sit behind headline numbers. More consistent outcomes across
teams.
|
Performance
can look acceptable while residents still experience poor outcomes,
especially where follow up and communication are weak.
|
Small risk
based sampling plan for priority pathways. Findings trigger corrective action
with owners and dates. Re check confirms it is fixed.
|
Sampling
record and findings. Actions taken and re check results. Evidence that repeat
issues reduce in sampled areas over time.
|
Sponsor: Director
Homes & Investment Lead: Heads of Services
|
A sampling
plan is in place for priority pathways, with a routine record of findings,
actions, and re checks.
|
How we will evidence that this has been achieved.
·
Annual Survey of Tenants & Residents (STAR) and Tenant
Satisfaction Measures. Housing
performance – how are we doing?
·
Performance reporting (shared quarterly with Housing Area
Panels: Performance
reports - council housing
·
Housing Safety & Quality Compliance Updates reported
to Cabinet on a 6-montly basis: Procurement
of Housing Stock Condition Contractor.pdf.
·
Regular Housing Safety & Quality Compliance Updates to
Place Overview & Scrutiny Committee: Housing
Safety and Quality Compliance Update.pdf.
·
Council Plan progress updates to
Cabinet which include Housing KPIs 202526 Mid-year Council Plan progress update.pdf
Theme of non-compliance: Responsibility for
Compliance and Adaptation requires proactive monitoring and response to
emerging risks; however, a reactive compliance model missed early warning signs
and did not adapt quickly enough to new duties and standards.
What is changing: We will define clear roles and
accountabilities for stock quality, safety and compliance. Risk management must
move beyond silos. Joined-up teams, and meaningful resident involvement will
strengthen trust and meaningful engagement between staff and residents:
What it looks like to be a Great Landlord:
We will know our residents and their homes, be responsive
and decisive, and make compliance decisions grounded in evidence, risk, impact,
and residents’ voices.
Outcome on service quality and tenant experience:
Residents feel safe and more confident in our homes and
services. Checks happen on time, follow up happens quickly, and the council
gives clear updates when access is needed or when plans change.
This theme exists because unclear duty holder arrangements,
weak end to end control, and inconsistent quality checks create repeat failure.
In 2026 to 2027 we will continue to embed controls that ensure
compliance.
|
Commitment
|
What residents notice
|
Why it matters
|
How we stop repeat failure
|
How we prove it
|
Leadership and delivery
|
Milestones/ Deliverables
|
|
Ensure that principal accountable persons are supported to fulfil
their duties
|
Residents will have confidence about the decisions or recommendations
made by the council.
Senior leadership will know that advice will be rooted in
professional knowledge.
|
Good health and safety management relies on knowledge and clarity to
create a culture of robust risk management.
|
Support the culture of accountability by ensuring that the Scheme of Management
is clear about who is the PAP and the council ensures that there are
arrangements and opportunities to support personal capability and organisational
capacity.
|
Confidence to proactively engage with regulators, advocate for
resources and clarity between advisory and mandatory actions.
Scheme of Management reflects the responsibilities related to safety
compliance
|
Sponsor: Director Homes & Investment
Lead: Head of Housing Safety and Regulatory Compliance
|
Scheme of Management accurately reflects who is the PAP for each area
of compliance.
Recruitment of Head of Housing Safety and Regulatory Compliance
Service Plan for Housing Safety and Regulatory Compliance
|
|
Ensure that all staff understand their duties as part of being a
social landlord responsible for ageing stock.
|
Staff give consistent advice in relation to issues such as fire
safety in communal areas
|
Consistent advice means that residents trust the advice and act on it
to keep themselves and their neighbours safe.
|
Directorate Health and Safety Plans identify mandatory training.
|
The directorate’s Health, Safety and Wellbeing Board monitors the number
of staff that should complete the mandatory training
|
Sponsor: Corporate Director Homes & Adult Social Care
Lead: Business Improvement Manager and Health and Safety Business
Partner.
|
100% completion of mandatory training
|
|
Ensure that the overall structure as ways of working within the
directorate support the council being a responsive landlord
|
The council has no wrong door, offers a seamless experience of services
and takes a proactive approach to planning service delivery and programmes of
works.
|
Residents need a reliable and responsive council that it can be
confident in, in terms of the safety and quality of their homes and estates
|
Appoint consultants to support developing a Target Operating Model
that reflects the council being a 21st century landlord
responsible for mainly 20th century stock
|
The Target Operating Model will inform the workforce plan for Housing
Safety and Regulatory Compliance and Housing Investment and Asset Management
|
Sponsor: Director Homes & Investment
Lead: Business Improvement Manager.
|
A Workforce Plan that supports staff being proactive about safety and
plans programmes of work focused on preventing or reducing reactive repairs.
|
How we will evidence that this has been achieved.
·
Housing Safety & Quality Compliance Updates reported
to Cabinet on a 6-montly basis: Procurement
of Housing Stock Condition Contractor.pdf.
·
Regular Housing Safety & Quality Compliance Updates to
Place Overview & Scrutiny Committee: Housing
Safety and Quality Compliance Update.pdf.
·
Regular Updates to Housing Area Panels, including Performance
reports - council housing.
·
Audit Standards & General Purposes Committee, Code of
Corporate Governance and Risk Management Framework: Code
of Corporate Governance and Risk Management Framework.pdf
·
Audit, Standards & General Purposes Committee,
External Auditor’s Annual Report to Audit & Standards Committee VFM
cover report JH.pdf
