The Audit Commission no longer carries out research on housing-related issues. This briefing summarises the key findings of our research that related to housing improvements, maintenance and repairs.
Improvements, maintenance and repairs are a priority for tenants
Tenants want landlords to deliver good improvements, maintenance and repairs services.
Effective maintenance and repairs services rest on long-term planning and strategy, enough funding, good stock information, tenant and resident involvement in priority setting, and clear guidance and expectations.
Good social landlords account for long-term maintenance in their business plans. And good housing associations review the impact on costs and customer service of a scattered or concentrated estate.
Publishing social landlords’ performance ratings encouraged managers to improve their practice. As a result, tenants are better informed about the nature and timing of future improvements to their homes.
Local authority repair performance improved steadily from 2001, with councils completing a higher proportion of urgent repairs in time and non-urgent repairs more quickly. Adaptation services delivered by arm’s length management organisations (ALMO) improved more than almost any other service area inspected.
Strong customer focus delivers improved services and better VFM
A focus on residents is necessary. Clear information on how to access services and facilities ensures quicker and more responsive services. Many landlords need to broaden the remit of their appointments services in consultation with residents, considering the requirements of disabled residents and those with special needs.
There is a direct connection between effective resident involvement and improved services and value for money. As service users, residents can play a central role in highlighting priorities for spending and the potential benefits of undertaking work. Residents can also take a role in monitoring contractors and feeding back this intelligence to providers.
In general, landlords have improved resident involvement in maintenance services, and there are innovative schemes to engage residents in setting standards for, and in monitoring, repairs and maintenance services.
Robust stock information can help when planning funding for improvements, maintenance and repairs
Effective landlords keep accurate stock condition information, both for financial forecasting and for programming purposes such as safety checks and servicing. However, social landlords have not been consistently good at keeping stock information up-to-date following investment in vacant properties, aids and adaptations provision or planned improvements.
When landlords carry out their decent homes programmes, they often uncover much higher than expected demands for improvements, maintenance and repairs. Decent home surveys can help landlords update their records of existing adaptations.
Good social landlords keep stock information up-to-date following investment in vacant properties and planned improvements, and ensure that separate IT systems are compatible.
There will be sustainability challenges at a time of cost-cutting
To help offset the reduced levels of government grant, housing associations need to review all aspects of their approach to improvements, maintenance and repairs as part of their business planning arrangements.
Despite financial constraints, effective landlords need to take a long-term view, considering how their approaches deliver wider policy objectives and accommodate environmental sustainability and local sourcing issues.
As large buyers, councils and housing associations can influence, through procurement decisions, their suppliers’ and contractors’ approaches to sustainability and recycling of materials.
Well-maintained homes, including space and water heating systems, lighting and appliances, will become more efficient.
Good landlords need to continue to engage strategically with local residents
As budgets come under greater pressure, good landlords need to be clearer about the costs and benefits of involvement. This will require prioritising activities that work.
New government directions will require landlords to show how residents are involved in commissioning and undertaking repair works and sharing in any savings made.
Neighbourhood and tenants’ panels will demand clearer and more accurate reports on repairs service performance.
An ageing population will place greater demands on aids and adaptations services
As society ages, the demand for adaptations will increase. Adaptations will become an increasingly important customer service, an asset management issue and an investment for the future.
Local authorities and housing associations often have complicated arrangements for funding adaptations. These arrangements need simplifying to make improvement and maintenance services more efficient and cost-effective.
In a financially restricted environment, spending decisions will need to be supported by evidence demonstrating how expenditure on adaptations will save money on, for example, health and care costs. Spending between £2,000 and £20,000 on adaptations that enable elderly people to remain in their own homes can save up to £6,000 per year in care costs.
Audit Commission resources
Previous Audit Commission reports can help councils review their approach to maintenance and repair services and learn from good practice elsewhere.