The Housing Assurance Board meeting on 13 April 2026 addressed a wide range of housing operational performance issues, with a particular focus on improving repairs, managing voids, and enhancing customer satisfaction. Key decisions included the ongoing efforts to improve complaint handling processes, the transfer of Stage 2 complaints responsibility to the Housing Directorate, and a commitment to provide more detailed performance data on Awaab's Law.

Housing Overview Report

The Board received an update on the operational performance of Housing Services, noting steady improvements in Tenant Satisfaction Measures (TSMs), including an increase in overall tenant satisfaction. However, areas of concern such as complaints, voids, and sickness levels were highlighted. The report detailed ongoing work to address these issues, including a deep dive into voids performance expected in Q2 2027 and initiatives to improve repairs and maintenance. The Board also discussed overcrowding and the efficient use of housing stock, with ongoing projects focusing on under-occupation reviews, downsizing, property extensions, and conversions. The Council's bid to the Greater London Authority for funding to deliver new homes was also mentioned.

Performance Report and Housing Improvement Programme

The Performance Report indicated improvements in tenant satisfaction, particularly in repairs and maintenance, though complaints and voids remained areas needing attention. The Housing Improvement Programme was discussed, with a focus on preparing for regulatory inspections. The team was actively collecting and reviewing documents anticipated for inspection, drawing on intelligence from regulatory judgments and conducting mock inspections.

Aids and Adaptations

The Board reviewed the Aids and Adaptations service, noting the high demand and the need for improved communication with residents about the application process. The report highlighted the challenges of retrofitting adaptations to existing properties and the average cost of extensions. The Council's commitment to adapting void properties and working with partners like Staying Put and Adult Social Care was emphasised. Risks associated with contractor capacity and the lack of a framework for equipment-related adaptations were identified, with plans to address these through procurement exercises and meetings with contractors.

Lettings

Information on allocations and lettings was presented, outlining the Council's commitment to a fair and transparent allocation process through a Choice-Based Lettings system. The report detailed the Lettings Plan for 2025/26, which prioritised households in Temporary Accommodation and Care Leavers. By February 2026, 708 properties had been let, with 76% allocated to homelessness cases and 101 to Care Leavers. The report also touched upon the Tenancy Standard, statutory requirements, and the Council's strategy for long-term tenancies.

Complaints Update

A significant increase in Stage 1 complaints was noted, impacting teams across the Housing Directorate. While improvements were seen in managing complaints within Housing Ombudsman timescales, the overall performance was affected by the volume of repair-related complaints. The report detailed plans for 2026-2027, including stabilising the team through permanent recruitment, enhancing complaint handler skills, launching a housing complaints and compensation policy, and moving Stage 2 complaints handling within the Housing Directorate. Lessons learned from deep dives into responsive repairs and housing management were shared, identifying themes such as poor appointment management, communication issues, and inadequate complaint handling. The report also noted a reduction in severe maladministration findings compared to the previous year.

Forward Plan

The Board considered the Forward Plan, with suggestions for future homelessness meetings including updates on the Council's statutory duty under the Homelessness Reduction Act 2017, the LGSCO's self-assessment, and the overall improvement plan for demand management, homelessness prevention, and housing supply. The potential for digital solutions and automation to enhance efficiency was also raised.

Repairs and Maintenance

An update on the Repairs Service highlighted a positive trend in reducing overdue repairs and a focus on first-time fixes. A Repairs Blueprint has been developed to address issues in roofing, drainage, and contract management over the next three years. The integration of NEC was expected by January 2027, with interim measures in place. The service had strengthened its approach to leaks and was developing a dedicated leaks dashboard. The Board heard about efforts to clear legal disrepair backlog cases and establish a monthly meeting with the legal team. Discussions also covered the relationship between legal disrepair and non-decent homes, and the potential use of drones for inspections. Training for operatives on damp and mould awareness and additional checks was planned.

Sickness and HR Issues

Reports on Sickness Management and Workforce and Professional Standards were presented. Sickness absence in Croydon was noted as higher than the London average, particularly within the Housing Directorate. A project to address sickness absence had shown progress, with a reduction in long-term sick leave cases. The Board heard about initiatives to support line managers, employee wellbeing, and the recruitment of permanent staff. The Workforce and Professional Standards update highlighted investments in workforce capability, including restructuring, recruitment of permanent staff, and the development of a competency model. The implementation of the new Competence and Conduct Standard was discussed, along with plans for staff training and the exploration of apprenticeships and graduate schemes.

Knowing Our Residents

The report on understanding residents' needs emphasised the use of data to target support. The Housing Management team was actively collecting core data, including disability and vulnerability information, to tailor services. The development of PowerBi reports to prioritise residents by risk and the modification of the NEC system to include detailed resident information were highlighted. A Data Makes a Difference campaign was planned to raise awareness among officers.

The meeting concluded with thanks to the Interim Chief Executive and a review of the Forward Plan, with suggestions for future agenda items.