Ealing Council Approves Five-Year Housing Asset Strategy Focused on Safety, Investment, and Resident Engagement
Ealing Council has approved a new housing asset strategy aimed at improving the management, maintenance, and investment in its housing stock over the next five years, with a strong emphasis on resident feedback and transparency.
The Ealing Council Cabinet met on Wednesday, October 7, 2026, to endorse the refreshed Housing Asset Management Strategy for 2026-2031. This strategy outlines the council's approach to ensuring homes are safe, compliant, decent, and well-managed. A key focus is on prioritising investment based on risk, condition, and resident impact, utilising a framework that incorporates robust data and long-term investment planning.
Councillor Louise Brett, Deputy Leader and Cabinet Member for Safe and Genuinely Affordable Homes, presented the strategy, emphasizing its importance in navigating a changing regulatory and financial environment. The strategy is structured around six pillars: Quality Homes and Strategic Asset Management; Safe, Compliant and Well-Managed Homes; Resident Voice and Community Impact; Sustainability and Climate Resilience; Value for Money and Investment Efficiency; and Place, Regeneration and Design Quality.
Addressing Safety Concerns and Ombudsman Complaints
During the discussion, Councillor Malcolm raised concerns about ombudsman complaints regarding mould and safety compliance. Councillor Brett acknowledged these issues, stating the council is on a journey
of improvement and has self-referred to the regulator. The Asset Management Strategy is a core part of this effort to ensure full compliance across all stock. The council is actively working to address identified gaps and holds regular meetings with the regulator to achieve a C1 rating and beyond.
Councillor Brats elaborated on the concrete measures being taken to incorporate resident voice and community impact. These include improved diagnostic centres for repairs, housing forums with tenant representatives, an independent housing board that scrutinizes the department's work, and the dedicated 'RAMPS' team. Furthermore, mystery shopping exercises are conducted to identify areas where standards are not being met, ensuring these gaps are plugged.
Investment Prioritisation and Funding
The strategy sets out a clear framework for prioritising investment based on risk, condition, and resident impact. This is underpinned by robust data and long-term investment planning, aligning with stock condition and resident needs. The 'Safe, Compliant and Well-Managed Homes' pillar ensures statutory safety and compliance requirements are met, with resident safety as the central focus. The 'Resident Voice and Community Impact' pillar embeds resident insight and engagement into decisions, ensuring investment programs reflect lived experiences. The 'Value for Money and Investment Efficiency' pillar aims to maximise the impact of limited resources through strong prioritisation and long-term financial planning. The strategy acknowledges a differentiated and risk-based approach to investment due to variations in stock performance across different homes and locations.
The refreshed Housing Asset Management Strategy 2026-2031 is informed by long-term investment modelling, indicating a significant investment need over a 30-year period. The strategy supports improved prioritisation within the Housing Revenue Account (HRA). The 5-year Capital programme budget is £284m, as approved by Cabinet in February 2026, plus any slippage from prior years. Funding is primarily through the Housing Revenue Account (HRA) and the 5-year Capital programme.
Sustainability and Climate Resilience
Pillar 4 of the strategy specifically addresses sustainability and climate resilience, aiming to improve energy efficiency, reduce carbon emissions, and ensure homes are resilient to climate impacts. The council recognises the need to balance climate objectives with safety, compliance, and affordability, acknowledging that different homes require different approaches and paces for retrofitting. Councillor Brats highlighted an extensive program in for retrofitting,
supported by significant government funding. This ongoing process includes insulating homes to combat mould and damp, as well as repairing roof tiles, guttering, and windows.
Measuring Success and Resident Communication
The success of the Housing Asset Management Strategy will be monitored through a set of strategic indicators. These indicators will be periodically reviewed to ensure relevance and alignment with regulatory requirements, corporate priorities, and the HRA business plan. Progress may be demonstrated through stronger compliance assurance, improved integration of asset, compliance, and resident information, advancements in energy performance, more transparent investment decisions and resident engagement, and better alignment between investment planning and long-term financial sustainability. A strategic scorecard will assess outcomes related to housing quality, compliance, resident experience, sustainability, asset intelligence, and long-term value for money.
The strategy places a strong emphasis on transparency in decision-making and communication with residents. Pillar 3, 'Resident Voice and Community Impact,' aims to embed resident insight into asset management decisions and ensure investment programs reflect lived experiences. Engagement efforts will clearly explain the boundaries created by statutory duties, affordability, and long-term asset viability, including the reasons for prioritising or phasing certain works. Strengthened feedback loops, clearer communication on planned investment, and more transparent explanations of trade-offs will help residents and leaseholders understand how decisions are made, how their views have influenced them, and what outcomes can realistically be delivered. Councillor Louise Brett reiterated, It also emphasises transparency in decision-making and communication with residents.
The strategy aims to provide a clear and defensible framework for making investment decisions within finite resources, ensuring transparency in decision-making and communication with residents about how priorities are set and why some work may be phased or delayed.
For further details, refer to the Public reports pack for the Cabinet meeting on Wednesday, October 7, 2026.