Tenancy Strategy 2024

We recently published the draft Tenancy Strategy and asked for views on some of the key proposed changes. The draft Tenancy Strategy was developed following engagement with key stakeholders, including the Registered Provider Strategic Group.

We asked three questions as part of the consultation on the draft Strategy:

1. How strongly do residents support the main aims of the Strategy and do they have suggestions for additional aims?

2. Are there any particular areas of work that the Council and registered providers should focus on to strengthen their relationship and share best practice?

3. Do residents think anything else should be included in the Strategy?

The consultation closed on 29 February 2024 and we received 28 responses to the survey (of which 21 were residents).

• 75 per cent of respondents supported the main aims of the Strategy

• 50 per cent of respondents strongly supported the aims

• 14 per cent of participants opposed the aims.

The reasons given for not supporting the main aims included:

• The Strategy did not highlight tenants who live in overcrowded housing and the need to support residents under-occupying their homes to move to alternative housing

• Some respondents stated that offering lifetime tenancies is impractical due to the limited availability of social housing in the borough and the fact that individuals' circumstances often change meaning they should not be permitted to occupy scarce social housing at the expense of those in greater need

• One respondent expressed dissatisfaction that the Council had previously re-introduced lifetime tenancies (although two respondents stated the importance of long-term accommodation/lifetime tenancies).

Suggestions for key areas that the Council and registered providers could share best practice on included:

• Working together on social impact, such as financial inclusion, wellbeing and employment/training – included as a key area of work

• Customer service – included as a key area of work

• Antisocial behaviour and security issues – included as a key area of work

In terms of what else should be included in the Strategy, responses included:

• Overcrowding – included in priority two and as a key area of work (making the best use of housing stock)
• Disrepair – included as a key area of work
• Key workers having longer tenancies – we have a separate Key Worker and Intermediate Housing Policy and Intermediate Rent Tenancy Policy
• Making tenants aware of their right and responsibilities – the fourth priority is Making rights and responsibilities clear
• Preparing residents for flooding – fire and building safety included as a key area of work

The feedback from the consultation has helped us to finalise the new Tenancy Strategy:

• We have revised the four priorities to enhance their focus – it is now evident that the second priority (Supporting tenancy sustainment and making the best use of housing stock) includes making the best use of housing stock

• This priority outlines the continuous efforts to assist under-occupiers to downsize to a smaller home and people to move from accessible homes they do not need – and highlights our expectations for social housing providers to make the best use of their housing stock

• With regards to lifetime tenancies, we recognise that they allow tenants to remain in their homes even when their circumstances change, such as where an adult household member moves out of the home

• However, on balance, we are promoting lifetime tenancies because they provide a home for life and the security and peace of mind we know that residents want

• Lifetime tenancies enable residents to build a long-term future within their communities without having to undergo the uncertainty of a tenancy review at the end of the fixed-term

The final Strategy includes the following as a key area of work between the Council and registered providers:

• Making the best use of housing stock
• Resident engagement and customer service
• Fire and building safety
• Stock condition, damp and mould
• Social impact (such as financial inclusion, wellbeing and employment/training)