Agenda item

To consider a report presenting a summary of the findings of the review and the associated action plan.

Consideration was given to a report providing a summary of the findings of the review of communications with tenants and the associated action plan. The findings and recommendations were summarised by the Chief Executive Officer of Rotherham Federation of Commuinties. The review had been conducted by the Tenant Scrutiny Panel, a key component of the Council’s Tenant Engagement Framework. The Tenant Scrutiny Panel tenants to scrutinise landlord services and standards with the aim of improving performance, value for money and tenant satisfaction. The Panel is facilitated by Rotherham Federation of Communities (Rotherfed) on behalf of the Council and consists of tenant and resident representatives from across the Borough. The Panel had completed the review of how the Council communicates with tenants, with reference to the requirements within the Social Housing White Paper. Following completion of the Tenant Scrutiny Review, the report and recommendations had been discussed with the Housing Service and other relevant council services, and an action plan had been agreed to support delivery of the recommendations. The Assistant Director of Housing expressed gratitude to the Panel for their work.

In discussion, the Chair thanked the Panel and noted the importance of communications and the impact on residents if communications are not done well. The Chair noted the recommendations contained within the report apply more widely throughout the Council’s communications.  The CEO of Rotherfed affirmed the importance of the plain language and the barriers that are created by use of jargon and acronyms. The CEO of Rotherfed also noted the strength of feeling in support of staff training. Timescales for progress in the implementation of the action plan would also be relevant, because it was not possible to implement every change at once. Sensitivity around bereavement, for example, was noted by the CEO of Rotherfed as one of the primary takeaways.

Members expressed gratitude for the high quality of the review content and the recommendations. Members acknowledged that the six-minute target represents an industry average, but it was felt that this was not good enough. The response from the Assistant Director of Housing described current work on customer experience to get call times down. There was consideration of coordinating generalist versus specialist expertise in answering calls to help reduce call times.

Members emphasised social media as a further area for development, and ensuring information was provided in a way that was easy for people to access. The response from the Assistant Director of Housing noted discussions around production of the Home Matters newsletter in a variety of formats. As part of the Tenant Satisfaction Measures (TSMs) the Service also had a goal to collect survey data from tenants using standardised national questions. This data would provide insights regarding preferences of tenants. It was confirmed that there was a corporate RMBC social media page, although there was no specific page for Housing. Many organisations make more use of social media. The Service could explore how this could be expanded. Ward Housing Hubs Capital Investment schemes within the wards were also noted as a channel for getting messages out to tenants which would be reviewed. The Housing Operations Manager described the prioritisation process by which tenant communications letters are reviewed. The Assistant Director of Housing noted that the Service does work with “Tell us Once.” This does work; however, the information can become lost within the multiple areas of the Service. It was noted that there were only a few cases where this occurs, but it was acknowledged that these few have a high impact.

Members requested more information around communications associated with District Heating and rents. The response from the Assistant Director of Housing noted the conversations with ward members who have District Heating in their wards. It was acknowledged that communications could be improved. The circumstances around the District Heating communications were summarised, including a decision taken late relative to other years, which resulted in the letters being sent later. The short timescales meant there was not the chance to put supportive language around the communication. The Service had scheduled drop-in sessions and there would be additional communications for those on prepayment meters.

More information was requested around the feasibility of reinstating a dedicated call centre for Housing. The response from officers noted that the Council did previously Housing call centre. The current system allowed for general as well as technical inquiries and it was felt that the best of both worlds was being achieved. Assurances were given that triage for safety was being done, and there were technical officers available.

Members requested more information around how tenant responsibilities and rights have evolved over recent years, and whether changes of this kind could be made clear. The response from the Housing Operations Manager noted the last update was several years ago, and acknowledged that this is something that tenants should have clear communications around. This point would be taken on board for implementation when there are future changes.

Members noted that the Housing officer may not be known to many tenants; therefore, Members sought information around how this might be more widely publicised. The response from the Housing Operations Manager noted some wards where there are many properties, there may be three officers. It was acknowledged that this would be something that would be relevant to communicate to tenants and would be considered. One way to do this would be through the newsletters. The Chair noted the need to look at the readership of the newsletter, and ensuring there are multiple formats with a view to promoting readership.

Members requested further details around feedback on Key Choices. The response from the Assistant Director of Housing noted that the number of calls had gone up hugely over the last years. More people were struggling; meanwhile, the service was still recovering from a difficult period during COVID-19. The Service had a number of staff having left, and the Service found it harder to recruit. The average was still 10-15 minutes which was too high but was being addressed. It was hoped to see positive change following the new staff coming in.

Members requested assurances around the effectiveness of the case notes system. The response from officers noted that the Service used to have several systems across housing. Now, these systems are joined to allow unified approach across services. IT was working with the Service on this transition. Assurances were provided that these systems were in place and would be embedded and publicised.

Members requested further clarification around the timescales for implementation. The response from the Housing Operations Manager noted that the actions on the recommendations went up to September 2023, with customer experience board work extending through 2024. It was noted that the Service would be in a position to provide a full update on the progress with the implementation of the action plan in 12 months.

The CEO of Rotherfed noted that the kind words are passed on to the Panel who did the review. The CEO of Rotherfed expressed thanks to the officers who take part in the scrutiny. It was noted that the review received a good response from officers who take the review very seriously. Officers demonstrate this by coming back to the panel well prepared. This is very valued. It was noted that the Housing Operations Manager was scheduled to update the Panel in August 2023. The Panel would continue to receive periodic updates until the Panel were content that everything had been taken to its natural conclusion.

Resolved:-

1.    That the report and action plan be noted.

2.    That feedback of Members in regard to the improvement of communications, including the website and newsletter, be noted.

3.    That scrutiny be invited to comment on the communications strategy at an appropriate point in 2024.