How we earned a C1 consumer rating at BCP Council

From the outset, we put resident feedback at the heart of service development while getting the fundamentals right. This meant prioritising safety and quality, while meeting the breadth of requirements set out in the consumer standards. Aligning processes, systems and cultures across the merged organisation was challenging, but it created the foundation for genuine compliance, assurance and consistency across all areas of service.

A rigorous and honest self-assessment process has underpinned our progress. With support from external reviews, we identified compliance gaps early and acted quickly with targeted improvement plans that addressed root causes. This proactive stance prevented issues from lingering and strengthened performance across the service.

“In 2024, we self-referred to the regulator regarding overdue remedial actions on fire, electrical and water safety, a leadership decision rooted in transparency and accountability”

The principle of co-regulation has been central throughout: taking responsibility for our improvement, engaging with the regulatory framework and ensuring residents are involved in shaping our compliance.

In 2024, we self-referred to the regulator regarding overdue remedial actions on fire, electrical and water safety, a leadership decision rooted in transparency and accountability. Our response was laser-focused and we resolved the issues within six months. The experience heavily influenced our compliance approach and embedded the principle of assurance that is consistent and constant rather than periodic.

The C1 judgement reflected this shift. We met the outcomes of the Safety and Quality Standard using reliable, up-to-date stock condition data to guide decisions.

In addition, our strengthened, resident-centred response to damp and mould has transformed outcomes, with a specialist team, case management for complex situations and systematic follow-ups.

Combined with our in-house repairs model, targeted investment and robust tenant engagement, we’ve delivered faster responses and better tenant experiences, demonstrating our commitment to all aspects of the consumer standards.

Collectively, these changes show the value of rigorous self-assessment, a transparent culture, embracing co-regulation and continuously improving.

A consumer inspection is a stress test on top of business as usual. Our principle was to run the service through the inspection, not around it. We built a single evidence spine covering stock condition, safety compliance, repairs performance and tenant insight, using the same information that guides day-to-day decisions. This reduced pressure on teams and provided the regulator with live assurance rather than curated artefacts.

Strong governance supported this approach. Inspectors saw that risk assessments were escalated promptly, data was used effectively and actions were tracked through to completion. Councillors also held us to account through scrutiny and performance reporting, reflecting a shared understanding of assurance across members and officers.

“Councils are forced to balance vital investments in data, safety and resident involvement with the tough realities of stretched resources”

Throughout, we remained fully transparent and lived our values of integrity, fairness and continuous improvement.

Nationally, early judgements about how well councils are serving tenants have been mixed. There are still familiar problems with repairs backlogs, outdated safety measures and limited tenant engagement. Our work is not just about compliance or good practice – it is about delivering the standard of homes and services residents rightly deserve. Every improvement is a step towards honouring their trust in us.

This progress comes amid significant financial pressures on Housing Revenue Accounts. Costs are rising, funding is stretched and every pound must count. Councils are forced to balance vital investments in data, safety and resident involvement with the tough realities of stretched resources.

For those facing similar circumstances, the message is clear: act swiftly and decisively. Prioritise the gathering of accurate data and making homes safe, empower residents to shape decisions and ensure strong governance drives ongoing improvements.

The challenge is huge, but it is the right thing to do, and it matters deeply.

We’re determined not to be complacent. Our improvement programme continues, backed by £86m invested since 2022 and a further £110m planned. We’re on track to complete full stock surveys and eliminate non‑decent homes this year, and we’ll deliver 937 new homes by 2034-35.

Most importantly, we continue to welcome scrutiny from residents, members and the regulator, because that is how our services improve. C1 recognises the progress; residents now deserve momentum.

Aidan Dunn, chief executive and Kelly Deane, director of housing and public protection, Bournemouth, Christchurch and Poole Council