The Housing Management and Almshouses Sub (Community and Children's Services) Committee of the City of London Council was scheduled to discuss a range of housing-related matters. Key topics included an update on the Anti-Social Behaviour Policy, the closure of legacy projects, tenant satisfaction measures, and a report on resident voice group activities. The committee was also set to receive updates on housing sustainability, fire safety, and housing complaints.

Anti-Social Behaviour Policy Update and Spotlight Item

The committee was scheduled to consider proposed victim-centred amendments to the City of London Housing Anti-Social Behaviour (ASB) Policy. These changes aim to align the policy with statutory updates from the 2025 Police Bill and recommendations from the Victims' Commissioner's 2024 report, Still Living a Nightmare. The report highlights systemic failures in how victims of persistent ASB are treated and calls for improved communication, support access, and recognition under the Victims' Code. Proposed amendments include assigning a Single Point of Contact (SPoC) to victims of persistent ASB, proactively informing victims of their right to request an ASB Case Review, and recognising persistent ASB victims under the Victims' Code regardless of criminal thresholds. The policy also aims to enable public referrals to the Community Safety Team for high-risk ASB cases, monitor compliance with Acceptable Behaviour Contracts and Community Remedies, and prepare for the implementation of Respect Orders. Additionally, the policy proposes to establish systems for mandatory ASB data reporting to the Home Office and align fly-tipping enforcement procedures with forthcoming statutory guidance. The report also includes enhanced focus on vulnerability and equality, requiring consideration of vulnerability identified within the Equality Act 2010 when deciding to proceed with legal action against a perpetrator, and a harm-centred approach where the decision to pursue legal action concludes it is needed due to the effect of the ASB on the wellbeing of the victim and/or perpetrator.

Gateway 6 Reports - Closure of Legacy Projects

The committee was scheduled to review four Gateway 6 reports concerning the closure of legacy projects delivered between 2020 and 2023 by the Housing Major Works Team. These projects remain live on the City's reporting and financial systems and require formal closure as a housekeeping exercise before the adoption of the new P3 Framework. The four projects are:

• Petticoat Tower Balcony Screens: This project involved the replacement of balcony doors and screens with double-glazed equivalents, along with an assessment of fire stopping on rainwater downpipes and potential replacement of non-compliant infill windows on balconies. The final outturn cost was £346,049.25, which was £29,170 over the Authority to Start work budget. The project experienced delays due to COVID-19 restrictions, impacting scaffold system maintenance.
• Petticoat Tower Fire Doors: This project focused on the installation of FD60 Fire Door sets to residential properties and the removal of notifiable asbestos bulkhead boarding at Petticoat Tower in Middlesex Street Estate. The final outturn cost was £298,471.41, which was £43 over the Authority to Start work budget. The project faced significant delays, approximately 20 months, due to a contract dispute with the initial contractor, Ventro Group, and the challenges of delivering during the COVID-19 pandemic.
• Middlesex Street Estate Cold Water Distribution System Replacement: This project involved the full pipework replacement of the cold-water distribution systems at both Petticoat Tower and Petticoat Square. The works were undertaken in tandem with the replacement of heating and hot water systems by the same contractor, TSG Ltd, to minimise disruption. The final outturn cost was £447,201.73, which was £21,398 under the Authority to Start work budget.
• York Way Estate - Cold Water Distribution System Replacement: This project involved the full pipework replacement of the cold-water distribution systems at three of the four blocks at York Way Estate. Similar to the Middlesex Street Estate project, these works were carried out in tandem with the replacement of heating and hot water systems by TSG PLC. The final outturn cost was £333,573.50, which was £16,126 under the Authority to Start work budget.

Tenant Satisfaction Measures - Perception Measures Action Plan

The committee was scheduled to receive an update on the Tenant Satisfaction Measures (TSMs) for 2024-25 and the corresponding action plan for 2025-26. The TSMs are a set of 22 performance indicators introduced by the Regulator of Social Housing, split into tenant perception measures and management information measures. The 2024-25 survey highlighted strengths in tenants feeling treated fairly and with respect (75%), being kept informed (74%), and satisfaction with homes being well maintained (71%). However, areas for improvement include the handling of complaints (30% satisfaction), cleaning and maintenance of communal areas (66.5%), and the repairs service and communication about repairs. The action plan for 2025-26 outlines specific actions to address these issues, including the introduction of digital tools for communal areas and repairs, staff training, targeted deep cleaning programmes, expansion of estate services teams, faster repair response times, improved performance monitoring, integrated IT systems with repairs contractors, enhanced customer service, and updated timescales for damp and mould responses in line with Awaab's Law.

Resident Voice Group Update

An update was scheduled on the progress of the Resident Voice Group, established as part of the Resident Involvement Strategy 2025-29. This group aims to provide resident-led scrutiny of services and performance at a strategic level, aligning with the Regulator of Social Housing's expectations for tenant involvement in scrutiny and governance. Following an application and selection process, seven residents (two leaseholders and five tenants) from various estates were chosen to participate. The group's first meeting took place on 22 October, where they reviewed and agreed a Terms of Reference and Code of Conduct. They were also provided with the Performance Reporting Dashboard and Complaints Data Report. The group's initial focus for scrutiny will be on the repairs service, with representatives from the Repairs and Maintenance team invited to a future meeting. Peta Caine, Director of Housing, was also scheduled to provide an overview of the Housing department's services.

Quarterly Fire Safety Status Report

The committee was to receive a quarterly report providing oversight of fire safety management in the Corporation's social housing. The report covers the fire risk assessment programme, progress on the fire strategy programme, an overview of fire safety management in high-risk buildings (HRBs), and updates on a new software platform for monitoring fire safety actions. As of 29 October 2025, there were 47 high-priority, 569 medium-priority, and 407 low-priority actions outstanding from fire risk assessments. The report also details progress in major works, including a cyclical fire door inspection regime and procurement for a long-term fire safety planned maintenance programme. In Repairs and Maintenance, proposals were made to amend priority timescales for fire risk assessment actions and introduce broader action categories. Housing Management is working with residents on estates like Golden Lane to remove items from balconies that obstruct secondary means of fire escape. The health and fire safety team is working on a revised fire management plan template and auditing building plans for compliance with the Fire Safety (England) Regulations 2022. There was one fire safety incident reported in Q2, suspected to be arson, leading to increased monitoring of anti-social behaviour on the estate. A new software database system, Risk Base, has been purchased for fire risk assessment monitoring.

Housing Complaints Update

This report was scheduled to provide members with a comprehensive overview of Housing Complaints data for Quarters 1 and 2 of the 2025/26 financial year. It was also to outline the progress made by the Housing Complaints and Customer Feedback Team and set out their objectives for the remainder of the year. Proposed actions from the 2024/25 Annual Complaints Performance & Service Improvement Report include improving the tracking of Member and MP enquiries, enhancing the tracking of 'informal' requests, and ensuring all complaints are acknowledged within five working days (99.4% compliance achieved in Q1 and Q2). The report also details progress on enhancing monitoring of Lift Servicing and Consultancy contracts, attendance of the Housing Complaints Team at contract management meetings, and a review of customer service ethos across Housing, including staff training. Implementation of Civica Customer Relationship Management (CRM) modules for ASB and Damp & Mould cases is live, with the Voids module planned. Development of detailed resident profiles to support tailored services is underway via a tenancy audit. A template for consistent communication regarding communal outages and repairs has been developed and trialled. Chigwell is contacting customers to book appointments for non-emergency repairs and issuing SMS notifications. Guidelines for complaint investigation and responses have been updated, and the Housing Complaints Compensation Policy was reviewed in June 2025. The report includes key data on housing complaints, group compensation, and lessons learned from the Complaints Learning Panel, as well as the Housing Ombudsman Annual Landlord Performance Report and self-assessments against Spotlight Reports on Damp and Mould and Repairs and Maintenance.

Rent Convergence and Government Rent Settlement

The committee was scheduled to receive a briefing on the Government's confirmation to reintroduce rent convergence as part of a new 10-year rent settlement starting in April 2026. This policy aims to align rents for similar social housing properties across local authorities and housing associations, addressing disparities between long-standing and new tenants. Currently, 648 households (35%) pay below formula rent, resulting in a significant annual shortfall for the Housing Revenue Account (HRA). The report outlines the financial and operational implications, including an estimated annual shortfall of nearly £575,000. Early indications suggest an uplift of £1–£3 per week for properties below formula rent levels. The report includes initial modelling scenarios for £2 and £3 per week uplifts, estimating the number of affected households and projected income. A more detailed paper with an Equalities Impact Assessment will be presented for decision once the details of the convergence are announced in the Autumn Budget on 26 November 2025.

Housing Sustainability Update

This report was scheduled to update members on the progress of sustainability initiatives within the Corporation's housing projects. Key areas of focus include heat network optimisation and compliance with new regulations under the Energy Act 2023, which will see the Corporation regulated as an energy supplier by Ofgem. Upgrades to the communal heating system at Isleden House, funded by CAS and the HNES grant, are expected to save significant energy and cut carbon emissions. Optimisation studies for gas communal heating systems at Middlesex Street and York Way Estates estimate substantial carbon, energy, and cost savings. The report also covers metering and billing services, with new equipment installed at Isleden House and procurement for a fully outsourced Heat Metering and Billing Service for remaining networks. Additionally, a joint initiative with the Adult Skills and Education Service will see newly qualified assessors carry out Energy Performance Certificates (EPCs) across housing estates, funded by the Climate Action Strategy, to meet government targets and proposed new Minimum Energy Efficiency Standards (MEES). The Corporation has secured £864,298.00 under the Warm Homes: Social Housing Fund Wave 3 to upgrade 170 homes with EPC ratings below band C. Lighting projects at Golden Lane Estate are underway, with opportunities also being considered at York Way and Sydenham Hill estates.

Housing Matters Update

This report was scheduled to provide members with an update on key issues being dealt with by the Housing Team. The report covers several areas:

• Decent Homes – Current Status and Future Changes: The report highlights that Decent Homes standards are changing, with revised standards expected to come into effect between 2035 and 2037. These changes are forecast to increase the compliance burden and pressure on resources. The current non-decency rate for City of London Housing has risen to 17.6%, primarily due to delays in three major refurbishment projects. A new 10-year Major Works programme is being developed, informed by a new stock condition survey, to address compliance and new maintenance needs over the next decade, subject to funding and approval. The report details the current Decent Homes legislation and calculation methodology, and outlines the proposed changes to the four core criteria, including a new criterion for damp and mould.
• Housing Action Plan – 2025-2026: Members were asked to review progress against the Housing Action Plan, which is actively being implemented. Key achievements include the effective mobilisation of a new Repairs and Maintenance contract and enhancements to the complaints process. The plan details progress on improving housing quality, including repairs and maintenance, and resident engagement.
• Tenant Handbook Update: The revision of the Tenant Handbook has been delayed to incorporate updates to key policies and align with pending changes to the Tenancy Agreement. Essential information is being provided through existing channels in the interim.
• Regulator of Social Housing Inspection 2025: The City of London Corporation is undergoing a scheduled inspection by the RSH, assessing compliance with four consumer standards. The inspection process involves data and documentation review, with an on-site phase including interviews with members, tenants, and staff. The outcome is expected in late January/February 2026. Progress updates highlight operational improvements in electrical safety, fire safety, and repairs and maintenance, as well as strategic developments in Health and Safety Management Systems and resident engagement.
• Performance Dashboard – April – September 2025: Members were asked to note the content of the Performance Dashboard, which provides key compliance and performance data. The dashboard includes updates on TSM Management Measures such as gas safety, fire risk assessments, asbestos safety, water safety, lift safety, anti-social behaviour cases, decent homes status, repairs completion times, and complaint numbers.
• Housing Key Risk Matrix – October 2025: The committee was asked to note the Housing Key Risk Matrix, which identifies and rates key risks facing the Housing Department. The major risk identified is the Major Works programme, due to its impact on achieving decent living conditions and meeting consumer standards, with ongoing work to secure funding. Other key risks cover health and safety, compliance, and financial matters, all of which are being actively managed.