Recent data from the Housing Ombudsman, who handles issues related to social housing, reveals a striking statistic: 47% of the cases resolved in 2023-24 involved social landlords in London. This is particularly notable given that London is home to only one-sixth of all social housing residents in England.
The figures underscore a significant disparity between the proportion of social housing in London and the number of complaints against its landlords. No other region in England shows such a large gap between the number of social housing units and the volume of complaints lodged. This situation points to a unique and pronounced issue within London’s social housing sector.
The Housing Ombudsman has reported that the rate of severe maladministration among social landlords in London is notably high, standing at 9.3%. This is significantly higher compared to the 7.4% rate observed for social landlords outside of London. The national average for severe maladministration across all of England is 77%, which is also higher than the 68.5% rate found in the rest of the country.
This discrepancy underscores a pressing issue in London, where the severity of maladministration is more pronounced despite the capital having only one-sixth of the total social housing population. The data indicates that social landlords in London are struggling more than their counterparts in other regions, which is reflected in the higher rate of complaints and maladministration.
The recent report from the Housing Ombudsman outlines several critical areas where London’s social landlords need to focus on improvements. These areas include enhancing communication with tenants, ensuring timely maintenance and repairs, and addressing tenant complaints more effectively. The report aims to drive improvements in these key areas to better manage the crisis in the capital.
The Housing Ombudsman’s latest report underscores several critical areas where social landlords need to make improvements to enhance their complaint management processes:
- Leadership and Governance: It is crucial for leadership within social housing organisations to visibly support and prioritise the complaints function. A positive culture around complaints starts at the top, and leaders must demonstrate a commitment to addressing and resolving issues effectively. This means not only supporting the complaints process but also actively participating in it to set a tone of seriousness and accountability.
- Focus on the Tenant: Landlords need to ensure that they do not lose sight of the tenant at the centre of prolonged issues. This involves not placing blame on the tenant for the situation but rather maintaining a focus on their needs. There should be an ongoing assessment of the effectiveness of remedial actions taken. If it becomes clear that these actions are inadequate, or if the situation warrants it, landlords should consider alternative solutions such as relocating the tenant to ensure their well-being and satisfaction.
- Roles and Responsibilities: Social landlords must have a clear understanding of their roles and responsibilities in handling complaints. This includes working proactively with third parties and establishing robust service agreements to ensure that all parties involved are aligned and accountable. Clear agreements and proactive management are essential to ensure that all aspects of the service are delivered effectively and that any issues are addressed promptly.
- Rebuilding Trust: Effective complaint handling provides an opportunity for landlords to regain trust from residents who have experienced poor service. It’s important to view complaint management as more than just addressing and rectifying the immediate issue. Landlords should approach complaints with the aim of restoring trust and improving the overall resident experience. This involves not only fixing the problem but also making systemic changes to prevent future issues and enhance service quality.
- Strategic Use of Insights: Complaints should be used as a strategic tool for improvement. Landlords need to analyse the insights gained from complaints to conduct thorough root cause analysis and identify potential risks. By understanding the underlying causes of complaints and scanning for future risks, landlords can make informed decisions and implement changes that will lead to long-term improvements in service delivery and tenant satisfaction.
Richard Blakeway, Housing Ombudsman, highlights that while the nature of complaints in London mirrors issues seen elsewhere, the unique operational environment in the capital introduces distinct challenges for landlords.
He notes that London’s housing crisis is particularly severe, with significant resource constraints and external pressures affecting landlords. These challenges are evident in the Ombudsman’s casework, reflecting the difficulties faced by individuals in the capital.
Blakeway emphasises that despite these complexities, landlords must be prepared to manage these issues effectively. They should not let operational difficulties excuse poor performance or lead to residents being treated unfairly or unreasonably.
“Our casework reveals how poor communication and record management can compound existing challenges. It also indicates some poor resource planning, risk assessment and service oversight.
“This report contains both good practice and maladministration cases and landlords should take into account all of that learning when reading through this report. We appreciate the support and engagement that London landlords and other groups have provided in the lead up and following publication of this report.”