Islington Council is facing increased scrutiny over its response to the housing crisis, with a recent Homes and Communities Scrutiny Committee meeting highlighting significant challenges and ongoing efforts to improve services. The committee initiated a review into Housing in crisis: the cost of reactive spend and the case for preventative investment,
aiming to identify where earlier interventions could improve resident outcomes and public finances.
Councillor Hannah McHugh, Chair of the committee, emphasised that crises are not only worse for residents but also more expensive for the council, highlighting the need to shift focus towards preventative measures. Stephen Biggs, Corporate Director of Community Wealth Building and Housing, welcomed the review's focus, stating it was exactly the right thing to do and exactly the right focus.
Ian Swift, Director of Housing Operations, noted that Islington had saved almost £29 million over the last two years through its homelessness prevention work, demonstrating the potential of preventative measures.
The Cost of Reactive Spend
The meeting identified several areas of costly reactive spend in housing for Islington Council. Homelessness and temporary accommodation emerged as one of the clearest examples of crisis spend, with rising nightly rates and increasing case numbers. The cost per night for nightly booked temporary accommodation has risen to £61.40 in June 2026, up from £40 in January 2022, and the weighted average annual cost per unit stands at £12,186 as of March 2026. This is visually represented by a line graph showing the increasing number of households in temporary accommodation (TA) from January 2022 to January 2026.
Voids and empty homes also represent a significant financial and human cost due to lost rental income and increased pressure on homelessness services. The average void turnaround time is a key metric being monitored. Furthermore, delayed repairs, damp and mould issues, and slow adaptations lead to higher costs through emergency works, repeated repairs, complaints, disrepair claims, and health impacts. To address this, the council is investing in AI for initial repair reporting.
Preventative Measures and Investment
Beyond homelessness prevention, Islington Council is implementing key preventative measures. A significant focus is placed on voids and empty homes management, aiming to reduce turnaround times and bring properties back into use swiftly and sustainably. This includes examining process bottlenecks and considering short-life or meanwhile use for some empty homes.
The council is also investing in earlier intervention for home conditions to prevent later costs and harm. This involves addressing damp and mould, improving stock condition surveys to inform planned maintenance, and ensuring repairs are completed correctly the first time. Efforts are also underway to encourage downsizing and rightsizing, making it an attractive option for residents to free up larger homes for overcrowded families. This is seen as preventative as it can help older or disabled residents move to more suitable homes, reduce the need for adaptations in unsuitable properties, and improve overall wellbeing.
The council is investing £2.426 billion over 30 years in its Housing Revenue Account business plan, with £485 million allocated for the next five years. This substantial investment is earmarked for building and fire safety, achieving the Decent Homes Standard, tackling damp and mould, and improving energy efficiency.
Lift Repairs and Resident Impact
Councillor Jackson Caines, Executive Member for Homes and Neighbourhoods, stressed that lifts are a high priority, acknowledging the significant impact of even one non-functioning lift on residents. Islington Council reports having over 1,000 overdue lift remedial actions, with up to 500 overdue for longer than a year. While the council reported only one non-compliant communal lift during a recent inspection, these overdue actions are being closely monitored. Residents have experienced lifts being out of service for extended periods, with one account detailing a lift being out of service for five to six weeks due to the need to source parts from abroad. A dedicated programme is being established to address these overdue actions, with a target completion date of December 2026. The council is investing £25–30 million over 2026–2031 for lift modernisation.
Targets and Strategy for Improvement
The meeting documents outline several targets and metrics for improving resident outcomes through preventative housing investment. Within the You Said, We Did
framework and the Housing Improvement Programme, key resident engagement targets for 2026/2027 include engaging at least 10% of tenants and leaseholders annually, delivering engagement activity in every ward, and maintaining officer walkabouts across housing patches. Aims also include increasing participation from underrepresented groups and ensuring at least 75% of engagement activities result in an action plan or clear service response.
Metrics for the Housing Improvement Programme include achieving top quartile performance across all Tenant Satisfaction Measures (TSMs), reaching 100% in Decent Home Standards, and securing a C1 regulatory judgement from the Regulator of Social Housing. Other targets include reducing overdue lift remedial actions to business-as-usual levels by December 2026 and improving complaints handling processes.
The council's strategy for ensuring the £485 million allocated for the next five years is spent effectively and efficiently involves a multi-faceted approach. A new officer-led Housing Improvement Board has been established to provide clear governance and oversight of the Housing Improvement Programme and Plan. This board will ensure that improvement initiatives align with business objectives and regulatory obligations, manage dependencies, and focus on expected outcomes. The strategy also emphasizes a data-led approach and root cause analysis to ensure sustainable improvements. Furthermore, the council is strengthening its procurement and contract management capacity and capability, ensuring staff are trained and best practices are followed. Resident involvement is central, with the You Said, We Did
framework embedding resident feedback into all improvement activity. Transparency and reporting to residents, the Scrutiny Committee, the Executive, and the Regulator of Social Housing are also key components.
Future Scrutiny
The draft work programme for 2026/27 includes several key scrutiny reviews related to housing. The main review, Housing in crisis: the cost of reactive spend and the case for preventative investment,
is a central focus, with witness evidence sessions planned throughout late 2026 and early 2027. Updates on Housing Associations and Awaab's Law are scheduled for January 2027, alongside a quarterly review of housing performance. A 12-month progress report on recommendations from the Homelessness Review 2025/26 is also planned for March 2027.
