Issue - meetings

Samantha Shimmon, Assistant Director for Housing and Health, presented the report, which the Board noted had been agreed by Cabinet on 25 September 2025 following consideration by the Performance, Assets and Strategy Overview and Scrutiny Committee.

In response to questions, officers clarified that the corporate report template did not currently include a section for consultation with tenant and leaseholder representatives, but officers would consider how such engagement could be more explicitly demonstrated in future reports.

The Board discussed the importance of tenant satisfaction as a clear and measurable indicator of service performance, as highlighted by the Overview and Scrutiny Committee. The Board further discussed the flexibility within contract specifications to adapt to evolving service requirements (e.g. changing compliance standards or priorities).

RESOLVED: To note the report.

To bring forward the procurement pipeline for repairs, maintenance and compliance works and to request delegated authority to award contracts following appropriate procurement processes.

The Cabinet Member for Housing presented the report.

The report advised that a medium-term procurement pipeline had been developed for repairs, maintenance, and building compliance, including damp and mould treatment. This coordinated approach enhanced in-house delivery, ensured statutory compliance, and supported goals like tenant satisfaction and service resilience. Publishing the pipeline under the Procurement Act 2023 promoted transparency, helped providers plan, and aligned with the Council’s strategic direction.

Following questions, the Cabinet Member and the Leader said the following:

      i.         The Housing Advisory Board would be updated on the paper; tenant representatives and lease holders were extremely knowledgeable and helped to assist effective policy.

    ii.         There were some areas where past contracts had not delivered everything that was expected which has taught valuable lessons regarding market engagement, contract management and building in the right performance measures.

   iii.         The pipeline approach had been developed from the lessons learnt, stronger safeguards were implemented, and continuous improvements were made for future delivery.

  iv.         By setting up a clear strategic plan the Council could secure better value and more reliable contractors which means improved quality and consistency of the services for the tenants.

    v.         It also helped minimise disruption by enabling better coordination of works, while keeping compliance and safety at the core of all activities undertaken.

  vi.         Challenges had been referenced, and it was right to do as there were tenants at home whose repairs hadn’t worked out or had experienced problems.

 vii.         Tenant satisfaction with repairs was going up; 71% satisfaction that council homes were well maintained, temporary accommodation turn around was down to 11.5 days

viii.         The structure would allow performance to be monitored with a greater oversight of the contracts.

  ix.         A report would be brought back at a future meeting outlining the successes of the scheme.

    x.         Out of hours and flexible working were part of those contracts.

  xi.         Acknowledged the request that the scrutiny committee were presented with the KPI’s to ensure best value.

Cabinet unanimously resolved to:

    i.        Note the procurement pipeline for repairs, maintenance, and compliance works as set out in the appendix to this report.

  ii.        Delegate authority to the Director of City Services, in consultation with relevant Cabinet Members and Chief Officers, to award contracts within this pipeline following completion of the appropriate procurement processes