The Executive of Hinckley and Bosworth Council met on Wednesday 29 July 2026, discussing and approving a new Fraud Strategy, a revised Risk Management Policy, and an updated Temporary Accommodation Policy. The meeting also saw the endorsement of a Tenant Voice Strategy, a new Voids Policy, and a proposal to repurpose John Nichols Street Hostel as supported accommodation for single homeless individuals.

Fraud Strategy

The Executive considered and approved the council's new Fraud Management Strategy and Action Plan. This strategy aims to safeguard public funds and assets, promote a culture of openness and accountability, and ensure compliance with legal and regulatory obligations, including the Economic Crime and Corporate Transparency Act 2023 (ECCTA). The strategy outlines a phased approach to improving the council's fraud risk management maturity, with a target of reaching Level 3 by March 2027 and Level 4 by March 2028. Key actions include developing a fraud risk register, establishing clear reporting routes, and implementing staff training. The strategy also details roles and responsibilities for managing fraud risks across the organisation.

Risk Management Policy

A new Risk Management Policy was presented and endorsed by the Executive. The policy aims to embed risk management into the council's business and decision-making processes, ensuring that risks are identified, assessed, and managed effectively. It defines risk as an uncertain event that should it occur, will have an effect on the council's objectives and/or reputation, and outlines a four-step process: identifying, assessing, managing, and reviewing risks. The policy also clarifies roles and responsibilities for risk management across different levels of the council, from the Executive to all employees.

Tenant Satisfaction Measures and Tenant Engagement Update

An overview of tenant engagement activity and tenant satisfaction measures for the 2025/26 financial year was presented. Overall tenant satisfaction increased to 84.4%, with significant improvements noted in repairs satisfaction, which rose to 84.6%. The report highlighted that tenant engagement is embedded across housing services, with various methods used to gather feedback, including community conversations, workshops, and policy consultations. The Regulator of Social Housing's Consumer Standards were noted as a key driver for demonstrating how tenant views influence services.

Homelessness Temporary Accommodation Policy

The Executive approved the implementation and adoption of the Temporary Accommodation Policy. This policy provides a clear framework for securing, allocating, and managing temporary accommodation for homeless households, aiming to ensure it is lawful, suitable, and cost-effective. Key principles include providing safe and suitable accommodation, fair allocation, minimising the use of bed and breakfast accommodation, and managing demand and costs responsibly. The policy supports the Council's Homelessness and Rough Sleeper Strategy and aims to strengthen safeguarding and ensure legal compliance.

Tenant Voice Strategy

The new Tenant Voice Strategy (2026-2029) was presented and endorsed by the Executive. This strategy focuses on demonstrating how tenant feedback influences decisions and services, moving beyond simply measuring engagement activity. It aligns with the Transparency, Influence and Accountability (TIA) Standard and the Consumer Standards Code of Practice. Key priorities include flexible engagement methods, more inclusive tenant involvement, and clear accountability across housing services. The strategy was informed by extensive tenant feedback, which highlighted the need for better communication, more informal engagement, and visible outcomes from feedback.

Void Policy

The Executive noted and endorsed the updated Landlord Services Voids Policy. This policy establishes a clear framework for managing empty council properties from tenancy termination to reletting, aiming to minimise void turnaround times, reduce rent loss, and ensure properties are safe, clean, and meet required standards. The policy categorises voids into standard, major, and long-term/complex, and introduces stronger performance monitoring arrangements. It also recognises void periods as an opportunity for planned investment works to improve the long-term condition of the housing stock.

John Nichols Street Hostel – Supported Accommodation Proposal

The Executive approved entering into a partnership with Falcon Support Services to repurpose John Nichols Street Hostel as supported accommodation for up to 15 single homeless individuals. This initiative aims to address the sustained pressure on temporary accommodation for single households and make better use of an underutilised Council asset. The proposal is expected to improve outcomes for vulnerable individuals by providing structured support and reducing reliance on costly nightly paid accommodation, with an estimated annual saving of £148,000.

Safeguarding Community Assets – Community Asset Transfer

The Executive confirmed the adoption of a Community Asset Transfer (CAT) Policy. This policy provides a clear framework for considering requests from community organisations to use or manage Council-owned assets, usually through leasehold arrangements, where there is clear community benefit. The policy emphasises transparency, consistency, and risk management, and states that Housing Revenue Account (HRA) assets will only be considered in exceptional circumstances with clear tenant benefit and a robust legal case. The policy also acknowledges the implications of Local Government Reorganisation, advocating for a cautious approach to irreversible asset decisions.

Awaab's Law (Damp and Mould) Update

An update was provided on the implementation of Awaab's Law, noting the sustained statutory compliance achieved under Phase 1 concerning damp and mould. The report also highlighted the expanded scope of Phase 2, which introduces statutory requirements for a wider range of Housing Health and Safety Rating System (HHSRS) hazards from October 2026. This expanded remit is expected to increase case volumes and place additional pressure on the Housing Service, requiring a more multi-disciplinary approach involving tenancy management and safeguarding interventions alongside repairs.