Agenda item

(A discussion with Anthony Read (Chair of the Board), Shaun Harley (Interim Chief Executive) and Mark Coupland (Executive Director of Customers)

The Committee received its biennial update from Lincolnshire Housing Partnership (LHP). The Committee was addressed by Anthony Read (Chair of the Board), Shaun Harley (Interim Chief Executive Officer) and Mark Coupland (Executive Director of Customers).

LHP representatives provided a verbal and written presentation to the Committee, a copy of which is appended to the minutes. The presentation included a response to questions submitted in advance and provided additional information on the following areas:

·       Customer Service Delivery: The quality of responses when dealing with calls had improved, and a call-back service had been introduced. It was anticipated that as LHP’s aims in relation to repairs progressed, customer service delivery would improve, as many complaints related to repair issues.

·       Neighbourhood Performance: LHP had redesigned its anti-social behaviour (ASB) response service and worked to manage expectations better, resulting in improved understanding and satisfaction.

·       Repairs and Empty Homes: A repair stabilisation programme was in place. The number of works in progress had reduced from approximately 6,500 six months ago to circa 4,000. Fourteen additional maintenance operatives had been recruited in December 2024. The Board’s target was to reduce works in progress to around 2,500 by March 2026. Calls relating to repairs were running at about 1,000 per week, meaning the current backlog equated to approximately two and a half weeks of repairs.

Vacant Properties: There were 28 vacant LHP properties in Boston at the time of the meeting. The turnaround time for a vacant property was just under 30 days, although this could vary depending on the condition of the property and whether repairs were required. LHP received notice on approximately 17 properties per week, equating to 850 properties per annum, and aimed to ensure that every empty property was occupied as quickly as possible to maintain rental income for reinvestment.

Investment and Compliance: LHP confirmed that £16 million per annum was being invested in its housing portfolio. The organisation was complying with Awaab’s Law (Hazards in Social Housing (Prescribed Requirements) (England) Regulations 2025), which came into effect in October 2025. There were 27 active damp and mould cases in Boston, managed through risk?based interventions, including temporary decanting where necessary.

Future Growth: LHP outlined its growth plans in the context of £39 billion national funding over the next 10 years and rent certainty for the same period (Consumer Price Index plus 1%). The impact of Right to Buy was noted, and LHP intended to balance this against new development opportunities.

Following the presentation, the Committee considered a wide range of issues relating to LHP’s performance and future plans. The importance of improving repair times and communication with tenants was noted, and the Committee welcomed the additional resources and investment in the repair stabilisation programme. It was acknowledged that the majority of complaints were linked to delays in repairs and that improvements in this area were expected to raise satisfaction levels.

The Committee discussed the target for reducing works in progress to around 2,500 by March 2026 and noted that this would represent approximately two and a half weeks of repair demand based on current volumes. The need for realistic targets and clear communication was emphasised.

Consideration was given to the number of vacant properties in Boston and the turnaround time for re-letting. The Committee noted that the average turnaround was just under 30 days but could vary depending on the condition of the property and whether repairs were required. The scale of demand was highlighted, with approximately 17 tenancy terminations per week across the wider service area, equating to 850 properties per annum.

Environmental concerns, including fly-tipping and grounds maintenance, were discussed, and the Committee welcomed LHP’s commitment to work with Members to address these issues through ward walkabouts and the sharing of Neighbourhood Action Plans. The importance of maintaining clear channels for Member casework was noted.

The Committee also considered the complexity of managing small adjacent land parcels under mixed ownership, which often resulted in fragmented maintenance arrangements. Support was expressed for further dialogue on practical solutions to improve coordination and efficiency.

The Committee noted LHP’s compliance with Awaab’s Law and the management of 27 active damp and mould cases in Boston, including the use of temporary decanting where necessary. The scale of planned investment was acknowledged, with £16 million per annum being allocated to the housing portfolio, alongside a 10-year contract with main contractors to improve quality and timeliness of work.

Future growth plans were considered in the context of national funding and rent certainty for the next decade. The Committee recognised the need to balance the impact of Right to Buy against new development opportunities and welcomed LHP’s commitment to explore options for increasing housing stock in Boston.

The Chairman thanked the representatives from Lincolnshire Housing Partnership for their informative presentation and responses to questions.

Resolved:

1.     That the LHP update be noted; and

2.     That LHP be requested to:

·       Circulate ward?level Neighbourhood Action Plan information and Member contact details;

·       Continue arranging ward walkabouts and meetings with Members to address local issues;

·       Provide Boston?specific follow?up data on repairs, empty homes and investment progress; and

Explore options with Council officers to improve maintenance coordination for small adjacent land parcels.