The Housing & Communities Select Committee was scheduled to consider a range of important issues, including the proposed major works for the World's End Estate and the draft Homelessness and Rough Sleeping Strategy 2026-2031. The committee was also scheduled to review the progress of the Housing Management Improvement Plan and receive quarterly performance information for the Housing Management Department. Additionally, the committee was scheduled to discuss the response to recommendations from a working group review of consultation and engagement, and review its own work programme.

World's End Estate - Proposed Major Works

The committee was scheduled to receive a report summarising proposed major works for the World's End Estate. This comprehensive investment programme, estimated at approximately £20 million, was intended to address ageing infrastructure, improve building safety, and carry out essential works within residents' homes and communal areas to ensure compliance with current regulations and the Decent Homes Standard. The scope of works was scheduled to include fabric repairs, fire safety improvements, lift modernisation, and mechanical and electrical compliance works. The report was also scheduled to detail resident engagement efforts, which began in 2022, and outline the timeline for the lift renewal programme, with procurement strategies approved in September 2026 and works anticipated to commence on site in May 2028.

Homelessness and Rough Sleeping Strategy 2026-2031

A draft Homelessness and Rough Sleeping Strategy for 2026-2031 was scheduled for consideration. This strategy aims to set out the Council's long-term vision for tackling homelessness in the borough, supporting commitments within the Council's Housing Strategy 2025-2030 and the government's National Plan to End Homelessness. The strategy was developed following a review of homelessness data, which indicated a significant increase in demand for homelessness services between 2021/22 and 2025/26, although the Council had a strong track record of preventing homelessness. The draft strategy was framed around five key priorities: preventing homelessness earlier, tackling rough sleeping, improving access to the private rented sector and other housing pathways, delivering a joined-up and accessible service, and improving the quality and safety of temporary accommodation. A six-week public consultation on the draft strategy was scheduled to close on 20 October 2026.

Housing Management Improvement Plan

The committee was scheduled to review the Housing Management Improvement Plan, which was adopted in June 2026 following a C3 judgement by the Regulator of Social Housing (RSH) in August 2025. The RSH inspection had identified serious failings relating to stock condition knowledge and compliance with the Decent Homes standard. The report was scheduled to highlight progress made by officers since the plan's adoption, including an increase in stock condition surveys conducted and improvements in Decent Homes compliance. The plan's focus was scheduled to be on achieving full stock condition survey coverage, ensuring 100% Decent Homes compliance by 2030, and strengthening tenant influence, engagement, governance, and oversight.

Quarterly Performance Information for the Housing Management Department

A report detailing the Housing Management Performance for the first quarter (Q1) of 2026-2027 was scheduled for review. This report was intended to provide performance updates against key performance indicators (KPIs) across various service areas. Highlights were scheduled to include high rates of homes with valid electrical safety certificates (99.76%) and gas safety certificates (99.85%), and strong performance in the repairs service, with an average repair completion time of 13 days. The report was also scheduled to cover performance in capital projects, estate services, complaints handling, the contact centre, rent collection, anti-social behaviour, safeguarding, domestic abuse, voids, and tenant satisfaction measures (TSMs).

Response to Recommendations of Working Group Review of Consultation and Engagement

The committee was scheduled to receive the Council's response to recommendations made by a working group that conducted a review of consultation and engagement practices. The working group's review, conducted in a 'Scrutiny in a Day' style, had identified areas for improvement in how the Council consults with residents and stakeholders. The report was scheduled to detail the Council's accepted, partially accepted, or rejected responses to recommendations concerning the circulation of consultation information to councillors, the process for selecting sub-groups of the Citizens' Panel, and ensuring ward councillors receive outcomes of ward-specific consultations. Responses were also scheduled regarding the wording of survey questions, early engagement with consultation teams, informal budget consultation periods, clear call-to-action taglines, breaking down large consultations, working with third-party organisations, inter-departmental collaboration, budget allocation for consultation, the role of the Communications Team, involving Residents' Associations, and exploring a wider range of engagement methods.

Select Committee Work Programme

An update on the work programme and scrutiny activities was scheduled for discussion. This report was intended to set out reports for upcoming meetings and allow the committee to discuss and agree its work programme, including any visits that would support its priorities. The committee's remit was noted as scrutinising topics related to housing services, partnerships, social housing, housing stock management, housing strategy, and community relations and consultation. The report was scheduled to detail items for future meetings, including the Housing Revenue Account Budget, Housing and Social Investment and Communities Budget Proposals, sheltered accommodation, the Resident Engagement Strategy, and issues related to the Lancaster West Estate and the Notting Dale heat network.