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There is no summary of this meeting yet. Summaries are written once the council publishes the minutes, which are its official record of what a meeting decided. They usually appear a few weeks after the meeting.
Apologies for absence were received from Cllr Peter James, Cllr Corinna Kenyon Wade and from Officers Andy Thompson and Jenny Ashton.
The Committee received the following disclose of interests by Members relating to items to be considered at the meeting: There were no disclosures of interest by Members relating to items to be considered at the meeting
The Committee did not receive any disclosures of prohibited party whips which a Member has been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
The Chair was authorised to sign the Minutes of the previous meeting on the 09.12.2024 as a correct record. Proposer: Cllr Gary Mitchell Seconded: Cllr Chloe Masefield
Background introduced by: Matthew Dorrance · The Council has over 5,500 homes in Powys as a social landlord. · The revenue account business plan aimed to build over 350 homes, acknowledging the completion of 100 homes and acquisition of 80 homes. · The HRA 30-year business plan supported the Council's corporate strategic equality plan and the Sustainable Powers project for financial viability. · The plan ensured careful treasury management and set a balanced budget with a minimum reserve of one million pounds or 3% of expenditure. · It maintained the current Welsh housing quality standard but could not fully cover additional costs from Welsh housing quality standard 2 (2023). Lobbying for a grant from the Welsh Government was ongoing. · The plan supported developing at least 350 new council-owned homes by 2031, balancing affordable rents with home maintenance, and complied with the Prudential code. · It embraced sustainable power use and placemaking for confident communities, seeking innovative solutions. · The statutory plan required Welsh Government approval. Member Questions Officer Responses How was the decision made to set the target at 350 homes. This number was predicated on the grant the Service were confident in securing from Welsh government, but also on the capacity within the service and availability of land; however, the Service was growing in confidence that they may be able to exceed this number. How was the figure of 454 homes in Table 4.3.3 arrived at. Service would review figures in table 4.3.3. Figures shown in Table 5.1 showed a significant surplus by 2028/29. Could this be directed to reduce charges for tenants. It was noted that the Tenant Scrutiny Panel were regularly consulted and had a role to play in rent setting and business plan, however it was also noted that costs to ensure sustainability would be large and this should be considered. What were the implications for the council if the condition surveys on the housing stock, as set out in provision 4.4.7 of the Welsh Homes Quality Standard 2023, were not completed by the deadline of March 31, 2025, given that provision 4.4.9 stated this deadline was unachievable due to various factors and the surveys were expected to be completed by 2029. PCC, along with other Housing providers, has a strong relationship with Welsh Government and the Welsh Government Minister, facilitated by WLGA. The Service was unsure of the implications of not meeting the target but was lobbying for flexibility. It was recognised the target was unfeasible, and the Housing Service was collaborating with social landlords and local authorities to influence the Welsh Government's stance. Clarification was sought for the figures in Table 4.4.1, showing the budget for asbestos management as zero in 2028/29 It was explained that asbestos was removed as and when it was found and a point of R&D surveys for 50% of stock had been reached. When properties were void, a new kitchen and asbestos removal were completed as a matter of course. Clarification was sought on the figures on page 7 relating to Welsh Housing Policy Standards. The figures were for illustrative purposes to demonstrate the scale of the issue. The Service did not intend to pass this to tenants currently as it would quickly make social housing unaffordable; instead, the Service was pushing Welsh Government for a blended approach and to commit resources as this was not achievable without that support Delivering on this was a risk to the council. Was this featured on the risk register. Yes, the sustainability of the HRA and stock was on the risk register. Were talks being held with Welsh Government. The cost of updating properties and uncertain grant funding could not be unique to Powys. No social landlord had stated that they were able to meet the WHQS in the timeframe. The case for securing funding was continuing to be pressed and if this was a Welsh Government priority, facilitation for delivery was needed. Was there an indication of what was in the Welsh Government budget for this. At present, no funding was available from the Welsh Government, necessitating the ongoing lobbying efforts on behalf of the sector. Figures relating to cost of repair pertained only to Powys owned stock. What were other social landlords doing to meet these requirements and how did Powys County Council compare. The age of Powys owned stock meant it often required greater improvement. Partner social landlords generally had younger stock; however, they also did not have the resources to meet this challenge. Were other social landlords in Powys not setting targets due to the risk of funding the gap between meeting the WHQS. There was a development prospectus in place. Housing associations received private finance in addition to the same level of grant as Powys County Council and faced similar issues regarding viability, site acquisition and planning consents. What was the target number of housing units that partners plan to develop. The Service estimated the target to be approximately 500. The financing structure in the HRA ensured that new build properties generated a surplus. Ceasing new build would not assist in meeting WHQS; it would likely exacerbate the situation. The impact of the age of the housing stock on the ability to meet WHQS was questioned. Some of the housing stock was 60 years old. The need for new homes was emphasised. It was noted that the council was acquiring affordable homes that could be purchased by first-time buyers. Was the Cabinet aware of this side effect. The interdependent consequences of decisions were acknowledged. Other schemes were available for those fortunate enough to purchase a home. How highly was that consequence valued when decisions were taken. Local members were always consulted for their comments, although this particular issue had not been raised with The Cabinet Member for a Fairer Powys previously. Acquisition figures in Table 4.3.3 were questioned; did the number include legal fees and costs to meet WHQS. The Portfolio Holder for a Fairer Powys explained that the figure was an average taken across the county. The figures did not include costs to meet WHQS as figures could vary significantly depending on the stock. The committee queried the cost to build set out in the report averaging at £570k per property. The Portfolio Holder for a Fairer Powys agreed to check the figures., It was noted that building incurred greater cost than buying new build properties. If the council acquired buildings now and in the future, was there an obligation to ensure these buildings met the Welsh Homes Quality Standard 2023 before being let. A plan to meet the Welsh Housing Quality Standard 2023 was required, though its feasibility and available assistance remained fluid. Compliance with new Welsh legislation on renting homes, including clauses on fit for human habitation, was mandatory. This authority was one of the few in Wales to have met this requirement on time and within budget, a commendable achievement by the service. Homes must comply with the Rent in Homes Wales Act, and this compliance had been achieved. However, discussions on the expectations and delivery of the Welsh Housing Quality Standard 2023 were ongoing, with no definitive agreement reached with the government yet. Was it currently statutory for local authorities to meet this standard. By 2034, all stock must meet the standard. New builds and any acquired properties must meet the standard immediately, so updates were not required. Could the necessary workforce be secured for a programme that was scheduled to take 10 years, with intention to deliver largely in-house. Previously, 75% of work was completed by external contractors; 75% was currently completed in-house. The intention was to build the workforce in-house through apprenticeships. There was a desire to construct houses using PCC house builders. A recent recruitment drive for the council aimed to bring in tradespeople, with the current challenge being retention. How was the risk of borrowing within the HRA being forecasted, given the recent news of Bank of England interest rates not decreasing and the impact on private sector mortgage lending. Borrowing costs, inflation pressures, and construction inflation were constantly reviewed. Short-term borrowing was preferred to avoid locking into higher long-term rates. Interest rate forecasts were a key element in determining the timing and duration of borrowing. The council hoped for a reduction in interest rates, at which point longer-term borrowing would be considered. Was there anything in the financial summary table 4.4.11 that was particularly challenging or considered the most difficult to deliver. The main challenge identified was the cost. There was always an element of risk in terms of programming and planning, especially regarding the interest of contractors. However, with established programmes, upfront planning had improved. The spends increased from 2028 onwards, coinciding with the end-of-life cycle for kitchens and bathrooms, which should be replaced every 15 years. Efforts were being made to fit kitchens and bathrooms in-house, although some specialist work required external contractors. The challenge of cost remained, but confidence was expressed in having the right people to carry out the work. How was the council addressing the sustainability of replacing equipment based on arbitrary dates. Conversations with the Welsh Government would be necessary to ensure houses were of the best quality and cheapest to run. The sustainability of replacing equipment based on arbitrary dates was questioned, suggesting room for manoeuvre if the equipment was still in good order. The Compliance 100 involved boilers, lifts, and infrastructure maintenance. Were there any challenges or concerns that might cause the council to miss these targets, particularly in certain geographic areas or building types. Challenges were acknowledged, particularly regarding compliance staff, as the significance and potential consequences of non-compliance are substantial. Tribute was paid to the service for improving performance, making it one of the best in Wales. A major challenge was gaining access to homes for servicing, which impacted performance and the health and safety of residents. Assistance from local councillors in communicating the importance of access to tenants would be beneficial. There have been serious cases in the press about tenants living with black mould. Was this an issue across council housing and was it potentially an access issue. Issues with mould were acknowledged, as no housing stock would be exempt from these risks. It was important for tenants to report such issues to their housing officer for a prompt and appropriate response. Resources on managing and reporting these issues were noted as available on the council's website and in the tenant magazine. Condensation in properties was also a concern, with some confusion around ventilation. Efforts were made to help tenants understand the importance of proper ventilation, with housing officers best placed to address these concerns. In one specific ward, after fire safety inspections, stairways were identified as too narrow for stair lifts which was causing concern for residents on the first floor who may become housebound. How was this situation managed, considering residents' well-being and safety regulations. These sensitive issues were acknowledged. Stair lifts have reached the end of their life and cannot be repaired. Replacing them would breach post-Grenfell fire regulations. Efforts would be made to work with affected residents, the fire authority, and fire safety officers to develop safe plans, whether through stay-put policies or alternative housing options. The goal was to ensure safety without limiting residents' independence. This complex issue required collaboration with local councillors and the service to find the best solutions while complying with fire safety regulations. The tenant news was highlighted, and the Love Where You Live scheme referenced. How was the value for money judged, considering the costs and the visible improvements such as gardens and seating areas. Did this stop vandalism and how was it measured. The responsibility to create housing and communities was emphasised. The provision of accommodation was one element, but creating opportunities for community engagement was also important. Examples included providing play parks and football posts for children. The value was measured by the creation of cohesive communities, stronger relationships, and a sense of belonging. Housing officers worked with tenants to identify opportunities. While accounting for money was important, the social impact and community integration were crucial measures of success. In light of the ambition to build more houses, had large domestic residential buildings been considered, particularly for older people who prefer flats with communal areas and gardens. Yes, large domestic residential buildings, particularly extra care facilities, have been prioritised through the development prospectus. Examples included the conversion of the former council building in Montgomeryshire and the development of an extra care facility at Free Street in Brecon. These projects were led by housing associations in partnership with social care and partner landlords, aiming to provide accommodation for those with additional care needs. This approach was expected to unlock general needs accommodation for those on the waiting list. Was the digital switch-over to Care Line confirmed as satisfactory for all residents and were all residents with a Care Line contacted to ensure the service would be available to those who need it. Yes, it was confirmed that the digital switch-over to Care Line was satisfactory for all residents. The original timeline of 2025 has been extended to January 2027. 85% of units were digitally compliant, and efforts were ongoing to ensure all units met digital compliance. Residents were regularly reassured and encouraged to contact the Housing Service if there were any concerns regarding their current units. Was any pre-planning undertaken to improve efficiency in repairs and maintenance and was there a strategy to standardise materials and suppliers. Yes, pre-planning had been undertaken to improve efficiency in repairs and maintenance. Housing quality officers conducted pre-inspections to ensure the exact materials needed were identified in advance, reducing time wasted on travel. Efforts were ongoing to standardise materials and suppliers, although challenges remained due to the lack of a single supplier covering the entire area. Discussions with larger suppliers were in progress to address this issue. Was there any improvement in the pace of completing void properties to reduce the impact on the housing waiting register. Yes, progress had been made in addressing issues related to void properties. The performance in turning around void properties had improved, with dedicated teams focusing solely on voids or repairs, leading to more efficient management. This has reduced the time properties remain unoccupied. Were there measures in place to support vulnerable tenants in maintaining their properties. Yes, efforts were ongoing to support vulnerable tenants in maintaining their properties. Tenancies at risk had been identified, and tailored support was provided to help sustain them. This approach ensured that properties are returned in good condition, reducing costs for preparing them for new tenants. How was the progress and roll-out of the new ICT system and was it delivering the required outcomes. The progress and roll-out of the new ICT system were ahead of schedule, with certain aspects due to go live in the autumn of this year. The officers involved have dedicated significant time to ensure a smooth transition, and the system was expected to deliver the required outcomes, despite potential teething problems. Were the operatives confident and prepared to use the new ICT system. Yes, the operatives were expected to be confident and prepared to use the new ICT system. Training would be provided to ensure they were equipped to handle the technology, and efforts were being made to support them during the transition. Was a new process implemented to allocate the correct hours to the housing account, and was it expected to improve accuracy. Yes, a new process was implemented to allocate the correct hours to the housing account. This process was expected to improve accuracy in managing the account moving forward. Was the issue with the previous allocation of management accounts resolved. Yes, the issue with the previous allocation of management accounts was resolved. A review was undertaken to ensure that costs allocated within the ring-fenced Housing Revenue Account were appropriate, and this work would be conducted annually to maintain accuracy. A comment was put forward around concerns with the lack of clear timeline and that delays continued to be an issue. It was requested that there be a sense of urgency to complete this work. Recommendations: 1 Figures in table 4.3.3 should be checked for accuracy. 2 That members continue to work with the Welsh Government and other authorities in implementing the Welsh Housing Quality Standards. Members expressed their gratitude for the report and were pleased to read the business plan.
The next meeting was scheduled for the 12th of June. Potential topics for discussion were: • Election of Vice Chair • Regional Transport update • Rights of Way Improvement Plan • Customer Experience Framework • Winter Maintenance This concluded the meeting.
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