The Housing Scrutiny Commission met on Tuesday 14 July 2026 to discuss progress on the Good Landlord Plan and to consider potential topics for its future work programme. Key discussions focused on improving repairs, reducing void properties, enhancing customer service, and rebuilding trust with residents, alongside financial considerations for the Housing Revenue Account.

Progress on the Good Landlord Plan

The Commission received an update on the Good Landlord Plan (GLP), which aims to address shortcomings identified by the Regulator of Social Housing (RSH) and improve housing services for Southwark's residents. Councillor Reginald Popoola, Executive Member for Council Homes, highlighted the administration's priorities: improving repairs to ensure work is done correctly the first time, reducing the number of void properties, and rebuilding trust with residents.

Officers presented detailed progress across several areas:

• Better Homes: Compliance rates for essential safety checks, such as asbestos and communal EICRs, have reached 100%. Domestic EICR and smoke alarm compliance are improving but remain below target. A project is underway to address no access issues, which hinder essential safety checks. The stock condition survey, which aims to assess the condition of all council homes, has surveyed over 8,000 properties, indicating a 92% decency rate. This data will inform the Council Housing Investment Strategy. The boiler replacement programme is on track, with over 120 boilers installed year-to-date.
• Better Estates: Improvements are being made to the estate inspection process, with a digital solution being trialled. A new anti-social behaviour (ASB) procedure has been introduced, supported by comprehensive training for caseworkers. Estate surgeries are now established across all estates, street properties, and infill blocks, providing residents with direct engagement opportunities. Work is progressing on a tenant-led waste management initiative, with learning from pilot schemes being applied across seven priority estates. Inspections and repairs to improve the safety and accessibility of play areas are underway. Enhanced monitoring and a new case management system are being developed to improve the tracking and resolution of estate management issues.
• Better Repairs: While there has been a slight improvement in repairs performance, with repairs completed on the first visit reaching 85% and emergency repairs completed on time at 91%, resident experience remains a priority. A new operating model for repairs is being developed, and improvements have been made to the online repair reporting system, particularly for damp and mould. The Plentific Marketplace system is being used for communal and void repairs, with a damp and mould module in development. The Voids Improvement Programme has established clear pathways and ownership for void property management, aiming for a 28-day turnaround for minor voids and 100 days for major voids.
• Better Customer Service: The backlog of stage one complaints has been cleared, and response times are now within the target of 10 days. Work is underway to address overdue stage two complaints and improve the complaints handling process. A new Customer Excellence training programme is being rolled out to staff. A new Repairs Policy is being consulted on with residents, aiming for clearer service standards and response times. The Bournemouth Road office continues to offer face-to-face support, and community-based services are expanding through the Family Hub Programme. Leaseholders have improved online access to service charge information and booking appointments.
• A Stronger Voice for Residents: An investment plan of £1.3 million is being developed to strengthen resident influence and participation. A reward and recognition scheme for residents serving on Landlord Services Improvement Boards is being finalised. The Council supports 16 Tenant Management Organisations (TMOs) with a robust framework to ensure they meet their obligations. Challenges remain regarding resident engagement fatigue and capacity constraints within the Council to support resident structures.
• New Council Homes: The delivery of new council homes continues, with progress on schemes like Ledbury Estate, Tustin Estate, and Abbeyfield Estate. Discussions are ongoing with developers and the GLA regarding funding and development agreements. A new allocations policy, focused on housing need, has been developed and is undergoing consultation. The new Home Connections Choice Based Lettings system has gone live.

Financial Considerations

The Housing Revenue Account (HRA) faces significant financial pressure due to historic rent policy changes, inflation, increased compliance requirements, and the investment needs of an ageing housing stock. While the 2026/27 budget is balanced, there is limited flexibility to absorb additional unfunded commitments. Savings targets of £8.25m have been set for 2026/27, with £7.1m identified. The full cost of future works, particularly those arising from the stock condition survey and compliance requirements, is not yet fully quantified. Officers assured the Commission that all planned activities within the Good Landlord Plan are funded, but acknowledged that the HRA's financial position requires careful management and prioritisation, especially concerning health and safety obligations.

Work Programme 2026-2027

The Commission discussed potential topics for its future work programme. Suggestions included:

• Pre-scrutiny of the Council Housing Investment Programme and HRA finances.
• Ongoing updates on the Voids Improvement Programme.
• Review of the Allocations Policy.
• In-depth examination of estate maintenance, including resident engagement and sharing best practices.
• Review of repairs, damp and mould, and estate management.
• Resident engagement and governance.
• Readiness for re-inspection by the Regulator of Social Housing.
• Council engagement with Tenant Management Organisations (TMOs).
• Temporary accommodation.
• Lifts and security doors.
• A review of the Plentific system after one year of operation.
• A review of staffing resources, including benchmarking and staff welfare.
• Exploring the resident journey from complaint to repair resolution.
• Major Works programmes on specific estates.
• Developing more resident-led scrutiny initiatives.

The Commission discussed potential topics for its future work programme and noted that items for the October meeting would need to be discussed to allow for further information gathering and consultation.