The Sub-Committee is provided with a report detailing the Housing Resident Engagement Strategy 2024 to 2029. The report details the factors driving the need for a Housing Resident Engagement Strategy for the Council’s housing tenants and leaseholders and the methodology of its co-development with our residents. In this context, and for the purposes of the strategy, tenants include other occupiers of social housing such as licensees and shared owners.
The Sub-Committee is asked to review the documents and provide comments that would be feed into and considered by the Cabinet.
Minutes:
The Sub-Committee reviewed a report on pages 23 to 93 of the supplementary agenda, detailing the Resident Engagement Strategy 2024-29. Councillor Lynne Hale, Cabinet Member for Homes, introduced the report, highlighting its objectives and strategic aims. It was emphasised that the strategy was co-designed with residents and staff, with the assistance of the Tenants Participation Advisory Service. Mary Larbie, Director of Housing Management, highlighted that the strategy was aligned with the Exit Strategy and underscored the importance of developing the Customer Assurance Panel.
The Chair opened the floor for the Sub-Committee to ask questions. The first question addressed capturing informal feedback during day-to-day activities and how the Council would ensure a culture that systematically captured such feedback. The officers responded that this cultural change was embedded in all Council actions. The officers also highlighted the importance of the NEC system for analysing data and tracking work more effectively. The officers stressed the need for a proactive workforce capable of escalating issues when necessary and emphasised the importance of empowering staff, especially regarding service level agreements, to challenge each other.
The Sub-Committee further questioned how informal feedback from residents was captured. The officers explained that this could be achieved through internal surveys, mystery shopping activities, and scrutiny services, where experts evaluate the service provided. They stressed the importance of officers being aware of other areas and sharing information across teams.
The Sub-Committee then inquired about monitoring whether officers were picking up and returning residents' calls. The officers explained that they recorded some calls and monitored phone activity by team. They assured that they continuously reviewed the service and were committed to better meeting residents' needs. The Sub-Committee also asked about linking phones with Microsoft Teams. The officers responded that they had a relatively new system that accurately monitored calls, particularly abandonments, and that teams were configured around this system. The officers added that they constantly monitored industry practices and considered necessary changes.
The next question from the Sub-Committee focused on the accessibility of engagement work, particularly for the 'silent voice' mentioned in the report, young people, and people with disabilities, including learning disabilities. The officers responded that they actively sought to identify groups from whom they did not hear enough and tailored their approach accordingly, using activities like surveys or door-knocking. These approaches were evaluated for future use. Regarding engagement with young people, the officers explained that they worked closely on digital access and monitored good practice examples nationwide. For residents with disabilities, some community centres were equipped with loops, and a three-year tenancy audit programme helped identify and address gaps.
The Sub-Committee then asked about trust and the profile of survey responses not reflecting Croydon's ethnic diversity, and findings related to engaging global majority residents. The officers stressed the importance of understanding barriers and were committed to addressing them. They highlighted that targeted engagement allowed the Council to hear a broader range of voices. The officers acknowledged that some residents distrusted the Council and were reluctant to engage. They emphasised the importance of communicating implemented changes and their effectiveness.
The Sub-Committee stressed the importance of a wide range of activities, including door-knocking. The officers responded that the strategy did not include all engagement types used by the Council but assured there were regular door-knocking activities. They also mentioned the need to better communicate how resident feedback influenced the Council’s work. For young people, the officers worked closely with other departments and care leavers, leading to the allocation of homes for care leavers and their involvement in further conversations. They also noted that some residents might be better reached through different agencies.
The next question focused on neurodivergent residents and those caring for neurodivergent children, as well as the level of staff knowledge in this area. The officers responded that improving the current situation requires a better understanding of residents' needs. They also emphasised that mental health was the most pronounced issue. The officers assured that this aspect could be strengthened at the Equality Impact Assessment (EQIA) level and highlighted that the strategies are living documents that can be adjusted as needed.
Actions
Following the discussion of this item, the Sub-Committee agreed the following actions to follow-up after the meeting:
- The Sub-Committee requested additional information regarding the training and involvement of contractors and subcontractors in the cultural transformation process. It was agreed that officers would provide further details on this matter.
Conclusions
Following its discussion of this item, the Sub-Committee reached the following conclusions:
- The Sub-Committee appreciated the work that has been conducted so far.
- The Sub-Committee looks forward to the implementation and acknowledges that addressing cultural challenges will be crucial.
Recommendations
Following its discussion of this item the Sub-Committee agreed to submit the following recommendations for the consideration of the Executive Mayor:
- The Homes Sub-Committee recommends that the Housing Resident Engagement Strategy be updated ahead of consideration by Full Council to include more information on:
o how barriers to engagement will be proactively identified, and
o how engagement activities will be tailored to accommodate the diverse needs of Croydon’s population, and
o how engagement work can be proactively targeted to specific harder to reach groups.
- The Homes Sub-Committee recommends that the Housing Resident Engagement Strategy place greater emphasis on improving the data gathered on protected characteristics and equality.
- The Homes Sub-Committee recommends that the Housing Resident Engagement Strategy is updated ahead of full council to include more specific examples of the types of engagement activities that the Council is planning to deliver.
- The Homes Sub-Committee recommends that the Housing Resident Engagement Strategy stress the importance of not trying an initiative such as door knocking once as repeating certain actions help build trust over time which can lead in turn to positive engagement.
- The Homes Sub-Committee recommends that a system of recording both informal feedback and views on resident experience with housing (sub)contractors is developed.
Supporting documents: