The Housing and Environment Scrutiny Panel of Ealing Council met on Wednesday 14 October 2026 to discuss repairs performance, the RSH Provider Improvement Plan, and the panel's work programme. Key discussions included strategies to improve repairs response times, enhance resident communication, and ensure building safety, with a focus on embedding new systems and processes.

Repairs Performance and Management

The panel received an update on the housing repairs service, noting that while overall performance had improved over the past year, there had been some under-performance in August. Joint recovery plans with contractors, including Wates, have been implemented to address issues such as overdue repairs, first-time fix rates, and appointment keeping. The new Repairs Diagnostic Centre (RDC), launched in August 2026, is still in its embedding phase, with its full impact expected to be assessed in the new year. The RDC aims to improve repairs diagnosis, communication, and the overall resident experience. Discussions also highlighted the importance of resident feedback, with Tenant Satisfaction Measures (TSMs) indicating that communication, listening, home condition, and repairs are key drivers of overall satisfaction. The panel was informed that a 96% stock condition survey coverage had been achieved, providing a comprehensive understanding of housing stock, and that 94% of surveyed homes meet the Decent Homes Standard.

Councillor Martin raised questions about the categorization of repair calls, response times, the role of the Diagnostics Centre, and call closure procedures. Jed Livermore, Divisional Director from Wates, explained that emergency repairs are expected to be visited within four hours, urgent repairs within five days, and routine repairs within 28 days. He also clarified that the Diagnostic Centre uses a combination of a repair finder system and human interaction to diagnose issues.

Councillor Walkley inquired about the out-of-hours phone service, which is outsourced to a contractor who then liaises with Wates.

Councillor Joy asked about sustaining the 65% reduction in overdue repairs and the measures taken to achieve this. Samuel Taylor, Operations Manager, explained that Wates had increased capacity and that ongoing monitoring of KPIs was crucial.

Councillor Wheeler questioned how to ensure the sustainability of improvements, particularly when a contract is nearing renewal. The panel was informed that efforts were being made to prevent complaints by improving communication and services at the front end.

Regarding call handling times, current average wait times have been up to 40-50 minutes, with efforts underway to reduce this through improved staffing levels and proactive communication with residents.

Councillor Nasimi inquired about using data from councillor inquiries to identify trends and areas of concern, to which Samuel Taylor confirmed that trend analysis is being conducted.

Councillor Maximova asked about leaseholder access to repair services, and it was explained that leaseholders generally use the same contact number, though the Section 20 process can extend repair timelines.

Councillor Jarman asked about the council's relationship with Axis, another contractor, and was informed that Axis handles voids, disrepairs, and pest control, and was not included in this specific meeting's focus on responsive repairs.

The panel also discussed the importance of post-inspection visits and how residents' concerns about incomplete work are addressed, with assurances that residents are believed and that surveyors will inspect if there is any uncertainty.

RSH Provider Improvement Plan

Stephen Tate, Operational Director for Landlord Services, presented an update on the Regulator of Social Housing (RSH) Provider Improvement Plan. He reported positive progress in delivering the plan, with achievements in repairs, asset management, building safety, customer access, complaints handling, performance assurance, and resident engagement. The plan has been approved by Cabinet, and the RSH has reduced its monthly meetings with the council to bi-monthly, indicating satisfaction with the direction of travel, although further work is needed to achieve a C1 rating.

Key achievements highlighted included the launch of the Repairs Diagnostic Centre, finalisation of the Asset Management Strategy, improvements in complaints timeliness, and enhanced resident engagement activities. The council is focusing on embedding and evidencing these improvements for residents.

Councillor Nasimi asked about engagement with other C1-rated local authorities to learn from their best practices. Stephen Tate confirmed that the council participates in various networks, including the directors' network and London Councils, to share best practices.

Councillor Martin inquired about the process for moving to a C1 rating, and Stephen Tate explained that the RSH works with the council, reviewing their improvement plans and potentially conducting re-inspections.

Councillor Joy questioned the selection of local authorities presented in the comparison slide, and it was clarified that the list represented those that had been inspected so far.

Councillor Martin asked if there were better examples outside of London, and Stephen Tate acknowledged that London boroughs can be more complex, but the council actively seeks examples from across the country.

Councillor Wheeler proposed that Ealing investigate joining the Cooperative Council's Innovation Network, citing Westminster's success with a C1 rating and their involvement with the network. This was met with interest, and further research into the network's benefits and Westminster's track record will be undertaken.

Councillor Jarman noted that Barnet and Sutton, both C1 rated, are arm's length management organisations, and Kingston recently received a C3 rating. He also mentioned an ongoing review of consumer regulation.

The panel discussed potential changes within the Housing and Environment directorate, with housing services now consolidated under one director. Recruitment updates were provided, including the appointment of a new Head of Repairs and a temporary Repairs Transformation Lead. The use of damp and mould sensors as data collectors was also discussed.

Panel Work Programme

The panel reviewed its draft work programme for 2026/2027. It was agreed that a site visit to the Repairs Diagnostic Centre would be scheduled for the new year, with a further update on its performance to follow. The panel also agreed to invite a representative from GOSAD to contribute to discussions on homelessness. A recommendation was made to explore joining the Cooperative Council's Innovation Network.

The meeting concluded with thanks to the officers and attendees for their contributions.