Agenda item

On 4^th September 2024, the Grenfell Tower Inquiry published the findings of Phase 2 of its inquiry. The Council accepted the findings in full. The report was commissioned to ascertain the implications for the Council. The Phase 2 Report discussed risk management and the assurance processes management.

The Chair invited Maxine Holdsworth, Chief Executive of the Council, to present the report to Committee who;

1. Disclosed that the Phase 2 Report made recommendations in relation to the Tenant Management Organisation (TMO). Following consultation with tenants in 2018, the Council took over responsibility for housing management following and the relevant recommendations in relation to the TMO would be addressed by Housing Management section.

2. Highlighted the report’s criticism of the Council’s Building Control Department and the Council’s actions in the aftermath of the fire. 

3. Explained the timetable for the Council to provide a final response which would completed following consultations with survivors, the bereaved and the local community. 

4. announced that the Council would be undertaking a review of the following;

5. Emphasised that the Council had introduced a rota in relation to emergency responses with every role populated, designated staff trained in their role, and the rota is live 24 hours a day 365 days a year. The Chief Executive added that she could be contacted at any time where necessary and that the Council’s preparedness had improved considerably since 2017 but there was still work to be undertaken. 

6. The Council was required to report to the London Resilience Board which is overseen by the Mayor of London.

7. Disclosed that there was no cladding on Council owned housing blocks that required to be removed. Within the borough, there were privately owned blocks that were undergoing work to remove unsuitable cladding.

8. That the Council has received assistance from the Centre for Scrutiny and the British Standards Institute in developing mechanisms to improve both scrutiny and safety mechanisms. 

The Committee discussed its own role in terms of oversight noting that;

1. Risk management was a constant theme considered by the Committee but that it was always a work in progress. The Committee concluded that it needed to undertake work on the risk register.  David Hughes, the Director of Audit, Fraud Risk and Insurance acknowledged that the risk management strategy had been a work in progress adding that the report would help the Council formulate a strategy.

2. That the Committee met five times a year and discussed topics scheduled for particular meetings months in advance. The Committee suggested that officers should bring topics to the Committee where there were serious issues rather than wait until the relevant item was scheduled. Committee members also questioned the value of items that where ‘to note.’ The Director of Audit, Fraud, Risk and Insurance accepted this and suggested that the Committee’s work programme be reviewed, and members provide feedback on topics they would like to consider.

Action by; Senior Governance Co-Ordinator and Director of Audit, Fraud, Risk and Insurance.

3. The length of reports should be reduced, where possible, and be more concise. The Committee also suggested that certain information could be circulated offline and did not require consideration at the Committee.

4. Specialists should be invited to Committee meetings to assist the Committee in its understanding on particular topics, it was also important to invite representatives of external stakeholders to meetings.

5. Contrasted how risk management was treated in the private sector compared to the Council drawing attention to the information on fire doors. The Committee were given differing answers on the number of fire doors and how many had been replaced. The Committee emphasised that Internal Audit must be robust including in terms of oversight of third parties providing services of the Council.

6.       The Chief Executive responded that, in relation fire doors, this was an ongoing project, and a definitive response would be provided to the Housing and Communities Select Committee and would be part of the Council’s final response.

7.       The Chief Executive then explained that there was a Risk Management Board which she chaired, and the Head of Internal Audit reported to it. Where Internal Audit has issued a rating of ‘limited assurance’ or ‘no assurance.’ The Board would review the issues that resulted in the rating being issued. The manager of the Department would be required to account. The Chief Executive added that as part of improved accountability, the relevant manager should also report to the Committee, including attending meetings, as well as the Lead Director.

8. That the problems with the TMO identified in the Phase 2 Report were not reported to the Committee. The Director of Audit, Fraud, Risk and Insurance, acknowledged the problems and stressed that there had been improvement in reporting of risks.

    The Strategic Risk Register now contains;

·         risks relating to statutory compliance with health and safety requirements in the Council’s tenanted properties; and

·         Emergency planning and resilience risk; and

·         safety and wellbeing of residents affected by the Grenfell Tragedy

9. The Procurement Act 2023 which comes into force in February 2025 will assist in providing a framework for contract management including greater transparency on contracts that are not performing or where they are problems.

10. The Council was criticised for not sufficiently catering for those from diverse backgrounds and the Grenfell Inquiry heard from residents who alleged social and racial discrimination. The Chief Executive explained that this criticism stemmed from the manner that the Council initially reported on households affected by the fire. This had been addressed in the emergency response plan whereby information on specific household’s needs would be collated such as religious observance and specific needs. The Resilience Team worked with local organisations and communities to ensure that the emergency systems and processes are tailored to residents.

11. The predecessor Chief Executive commissioned the Equalities and Human Rights Commission (EHRC) to review the Council’s equalities, diversity and inclusion policies. The subsequent report informed the Council’s Equality Strategy which was now in the process of being refreshed. The Council had also adopted Fairness Action Plan which was presently subject to consultation. action plan.

12. The Chair thanked the Chief Executive for her presentation, concluded the discussion and noted the report.