The Scrutiny Homes Sub-Committee met to review the financial performance of the Housing Improvement Plan, discuss investment in council homes and neighbourhoods for 2026/27, and consider the committee's work programme for the upcoming year. The meeting also included discussions on the Private Rented Sector licensing scheme, the Temporary Accommodation Charging Policy, and a deep dive into the Medium Term Financial Strategy.

Investment in Council Homes and Neighbourhoods 2026/27

The committee was scheduled to consider the progress and outcomes of the 2026/27 housing investment and estate improvement programme. This programme encompasses a range of activities aimed at enhancing the safety, quality, accessibility, and energy efficiency of council homes, as well as improving communal areas and involving residents in neighbourhood decisions.

Key areas of planned investment included:

• Fire and Building Safety: £17.22 million allocated for fire doors, compartmentation, and remedial works arising from fire-risk assessments. This includes £4.68 million for front entrance and communal fire doors, £1.88 million for emergency lighting, and £875,000 for lift refurbishment.
• Planned Investment in Homes: Ongoing kitchen and bathroom replacements, roof replacement schemes, and major adaptations to improve accessibility for residents.
• Warmer Homes Programme: The first phase of this programme targets 44 homes with measures such as insulation, heating controls, ventilation, and solar photovoltaic systems, aiming to improve thermal comfort and reduce energy bills.
• Estates and Communal Areas: £1.6 million designated for estate-wide improvements, including fabric, communal area, and security enhancements across several blocks. Waste and recycling improvements were also being developed for specific estates.
• Community Gardens and Resident Involvement: Four community garden projects were in development, with residents actively shaping proposals for planting, seating, and management of communal spaces.
• Electronic Notice Boards: A rollout of electronic noticeboards in 41 high-rise blocks was underway to improve communication with residents regarding services, advice, events, and important updates.
• Playgrounds: Plans to install or resurface four playgrounds by the end of 2026/27, with a further £400,000 set aside for the following year.
• Estate Walkabouts: A revised process for estate walkabouts led by Housing Officers was in place to engage with residents and councillors on estate-specific issues, with over five hundred walkabouts planned annually.
• Housing Grounds Maintenance Contract: The new five-year contract, designed with resident input, focused on scheduled works to improve the appearance of estates, including regular grass cutting and hedge maintenance. A three-year green space enhancement plan was also being developed.
• Housing Estate Improvement: A £1 million budget was in place for resident-led estate improvements, with a new team established to deliver these projects, which can include redesigning communal areas, landscaping, crime prevention measures, and installing play areas.
• Estate Action Days: Four Housing-led Estate Action Days had been completed, involving volunteers and contractors to address issues such as foliage cutting, rubbish removal, and cleaning of estate signage.
• Parkguard Community Patrol Service: This pilot patrol service had issued over 200 Anti-Social Behaviour Warnings, with individuals engaged in anti-social behaviour being asked to leave estates and communal areas.

The committee was recommended to note the progress and outcomes of this programme and consider how future reporting could provide a more consistent view of investment, delivery volumes, resident outcomes, and performance against the programme.

Overview of Housing Improvement Plan Financial Performance

The committee was scheduled to receive an overview of the Housing Improvement Programme, which aims to drive improvements across Housing Needs services while delivering significant savings. The programme focuses on demand management, cost reduction, financial modelling, and supply and asset acquisition. It also includes efforts to improve landlord services and address aspects of C1 delivery, alongside utilising corporate transformation tools.

Key workstreams within the Housing Needs and Homelessness division included:

• Demand Management: Initiatives such as a Rapid Response Team, a 150-day plan with a unified front door, enforcement of the Renters' Rights Act, targeted prevention activities, and temporary accommodation occupancy checks.
• Supply: Efforts to increase and diversify affordable housing supply through under-occupation and resettlement programmes, managing relationships with Registered Providers, exploring long-term temporary accommodation options, Housing Revenue Account acquisitions, and maximising GLA funding. The Private Rented Sector (PRS) Licensing Scheme and supply initiatives were also part of this workstream.
• Cost & Income: Reviewing temporary accommodation bad debt, implementing Voicescape for debt recovery, savings and budget modelling, managing high-cost placements, and Red Clover income.
• Efficiency & Utilisation – TA: Focusing on void improvements, move-on strategies, addressing backlogs in homelessness applications and the housing register, managing complaints, and implementing a new Choice Based Lettings system.

The report highlighted that the Housing Improvement Programme aimed to deliver £6.49 million in savings in 2026/27. Projections indicated a continued reduction in households in temporary accommodation, with a target of fewer than 2,600 by 2030.

P3 Financial Performance

The committee was to review the Council's financial performance for Period 3, covering the General Fund, Housing Revenue Account (HRA), and the Capital Programme.

• Housing General Fund: The forecast indicated a balanced position against the budget of £65.4 million. Key underspends were noted in Private Leasing Agreements and the Zodiac Hostel & Red Clover scheme, while overspends were identified in the Croylease scheme and Concord, Sycamore & Windsor hostels due to higher than budgeted voids.
• Housing HRA – Revenue: An overspend of £3.9 million was forecast, primarily attributed to enhanced disrepair works and additional corporate overheads. This would necessitate a higher drawdown from the HRA reserve than initially budgeted. Disrepair claims and the impact of legislative changes, such as Awaab's Law, remained ongoing concerns.
• Housing GF – Capital: The General Fund Capital Programme showed a balanced position against the revised budget of £20.3 million.
• Housing HRA – Capital: A forecast underspend of £14.6 million was identified, mainly due to timing differences in acquisitions and phasing of the Regina Road project.

Medium Term Financial Strategy Deep Dive

The committee was scheduled to examine the draft budget for 2027-28 and the Medium Term Financial Strategy (MTFS) for 2027-31, focusing on the housing-related aspects. The presentation outlined proposed savings and growth initiatives for the housing directorate.

Key savings proposals included:

• Demand and cost management for temporary accommodation, aiming for a net saving of £11,700k over the period.
• Accommodation supply initiatives, with phased new temporary accommodation units coming online.
• Income generation from schemes like Concord, Sycamore, Windsor, and Civil Penalty Notices.
• Savings from accommodation supply, void management, and acquisitions, including additional general needs voids turnaround and new acquisitions to move households out of temporary accommodation.

Growth proposals included:

• Investment in prevention, relief, and move-on initiatives from temporary accommodation, such as landlord incentives and mediation.
• Staffing to deliver savings, with additional operational capacity and continuous improvement programme management.
• Non-pay inflation to offset demand growth.

The report detailed key savings delivered in 2026-27, totalling £6.49 million, with significant contributions from Temporary Accommodation Demand Management and the Stabilisation Plan.

Work Programme 2026-2027

The committee was asked to consider additions, amendments, or changes to its draft work programme for the 2026/27 municipal year. Members were invited to suggest potential future scrutiny topics. Several areas were identified for potential inclusion, including a review of estate and neighbourhood improvements, maximising the use of existing housing stock (such as void turnaround and tenancy fraud prevention), and exploring the use of long-term empty properties. The Homelessness Prevention Tracker was also requested for inclusion once finalised. The final decision on any changes to the work programme rests with the Chairs & Vice-Chairs Group.