The Housing Assurance Board met on Monday 13 July 2026 to discuss a range of issues concerning housing services in Croydon. Key topics included an update on operational performance, progress on the Housing Improvement Programme, and a detailed review of repairs and maintenance services. The Board also received reports on sickness and HR issues, workforce and professional standards, and the ongoing efforts to better understand residents' needs through improved data collection.

Housing Overview Report and Performance

The Board received an update on the operational performance of Housing Services, noting steady improvements in several areas, including the Repairs Contact Centre's call answering times and first-time fix rates for repairs. However, concerns were raised regarding the reduction in gas safety compliance, the ongoing issue of voids, and delays in responding to member enquiries. The report also highlighted that Croydon's overall tenant satisfaction rates were improving and were now above the London average, though areas like complaints handling and voids performance still required attention.

Readiness for Inspection

The Board was informed that an inspection by the Regulator of Social Housing was anticipated in Q3 of the financial year 2026/2027. Preparations were underway, including meetings with other authorities to gather advice and the compilation of a document inventory. Senior briefings and an opening presentation were in progress, with fortnightly stand-up meetings established to monitor progress against a readiness checklist.

Repairs and Maintenance

A detailed update on the Housing Repairs Service was presented, highlighting improvements in performance metrics such as reduced out-of-time jobs and increased appointment keeping. The first-time fix rate had significantly improved, and efforts were being made to reduce follow-on work. A Repairs Blueprint action plan was being developed following consultation with tenants, contractors, and staff to modernise service delivery and improve customer experience.

However, areas for improvement were identified, including delays in roofing and scaffolding works, issues with a sole drainage subcontractor, and the need for better leak detection and handling of complex leaks. The report also detailed challenges in staffing, with a high reliance on agency staff, and the slow progress of a mobile working solution for surveyors.

The Board heard that legal disrepair cases remained a concern, with a high volume attributed to historic performance issues and potential claim farming. Efforts were being made to improve the legal disrepair process, including monthly meetings with legal teams and a focus on early assessment and mitigation. The use of drones for property inspections was also discussed as a potential efficiency measure.

Sickness and HR Issues

The Board received a report on sickness management within the Housing Directorate, noting that sickness rates were higher than the London average. Significant progress had been made in reducing long-term sickness absence, with a reduction in employees absent for over 100 days. The project was now focusing on persistent short-term sickness. Concerns were raised about late reporting of sickness by some managers, and a new performance objective was being introduced to ensure compliance. A review of sickness management training and development was also underway.

A separate report detailed progress on workforce stability and professional standards. The directorate had undertaken significant organisational change, including restructures and recruitment of permanent staff, which had improved stability. However, challenges remained in recruiting for specialist and senior roles due to a competitive market. The report outlined plans to strengthen succession planning, talent pipelines, and apprenticeships, and to reduce reliance on temporary resources. The implementation of the Competence and Conduct Standard (CCS) from October 2026 was also discussed, with the directorate taking a whole-system approach to ensure compliance and professionalisation.

Knowing Our Residents

The Board received an update on the progress made in improving the collection and use of resident information. Significant improvements had been made in capturing contact details, with 79% of residents having a mobile number recorded. The NEC system had been updated with pop-ups to highlight resident vulnerabilities and additional needs, and a Data That Makes a Difference campaign was being developed to reinforce the importance of accurate data. This information was being used to tailor services, such as prioritising person-centred fire risk assessments and improving repairs responses for vulnerable residents. The report highlighted that 21.9% of residents had a disability and 10.8% had a vulnerability or additional needs.

Forward Plan

The Board reviewed the Forward Plan, with deep dive items proposed for future meetings including estate services, garages, third-party assurance, and self-assessments against the Housing Ombudsman's complaints handling code and the consumer standards. A discussion on homelessness was also scheduled for September, focusing on new supply acquisitions and the best use of stock.

Other Business

The Board thanked Elaine Jackson, Interim Chief Executive, for her support and contributions as she was leaving her role. The Chair also acknowledged the positive impact of the Housing Assurance Board and its growing influence, noting that other councils were adopting Croydon's model.

The meeting concluded with a positive outlook on the future of housing services in Croydon.