The UK’s social housing sector is under increasing pressure to improve the way it manages repairs and maintenance. Rising customer expectations, regulatory changes, financial constraints, and workforce shortages have created an environment where providers must innovate or risk falling behind. Our latest impact report, Repairing Repairs, gathers insights from over 50 senior leaders across the sector, providing a comprehensive look at the challenges and potential solutions that are shaping the future of social housing maintenance.
The Shift from Reactive to Proactive Maintenance
One of the most significant themes emerging from our research is the ongoing shift from reactive to proactive maintenance. For years, housing providers have struggled with a backlog of repairs, often prioritising emergency fixes over preventative strategies. However, as repair costs continue to rise and regulatory scrutiny increases, many organisations are beginning to invest in proactive measures.
Data and technology are playing a crucial role in this shift. Several housing associations are now using AI-driven diagnostics, telemetry systems, and predictive maintenance tools to identify potential issues before they escalate. For example, in-home sensors tracking damp and heating performance can flag inefficiencies early, reducing costly emergency callouts. While the upfront investment in such technologies can be significant, the long-term benefits, both in cost savings and improved customer satisfaction are clear.
“We’re drowning in data but starving for actionable insights.”
Technology
While the role of technology in modernising repairs is undeniable, our report highlights a persistent gap between what providers need and what technology is currently delivering. Many housing associations describe their systems as outdated, fragmented, and difficult to integrate, with some likening their IT infrastructure to “1990s technology.” Scheduling platforms and customer engagement tools hold immense potential, but too often, they fail to deliver the seamless functionality required to improve service efficiency.
For technology to be a true enabler, housing providers need better integration between systems, more intuitive platforms for frontline staff, and solutions that genuinely address the complexities of social housing maintenance. Encouragingly, some organisations are already seeing success with dynamic scheduling software, real-time tracking for operatives, and self-service portals that allow residents to report and monitor repairs. The key moving forward is ensuring these tools are accessible, adaptable, and implemented with clear workforce training and support.
The Workforce Challenge: Recruitment, Retention & Skills Gaps
A shortage of skilled operatives remains one of the biggest challenges facing the sector. Many organisations report difficulties in attracting and retaining tradespeople, particularly as wages and job opportunities in the private sector continue to outpace social housing salaries. Furthermore, specialist roles such as damp and mould remediation experts are in high demand but difficult to fill, further exacerbating service delays.
Housing providers are trialling new approaches to workforce management, including flexible shift patterns, incentive schemes, and internal training programmes to upskill existing teams. Some organisations are also working to engage local communities by developing career pathways for young people and underrepresented groups. By investing in the next generation of operatives, the sector can create a more resilient and skilled workforce that is better equipped to manage future repair demands.
A Sector-Wide Challenge Requires a Sector-Wide Response
One of the biggest takeaways from our impact report is that most housing associations are facing the same challenges. From backlog pressures to workforce shortages, from rising costs to technological frustrations, the issues are widespread but so too are the opportunities for collaboration.
At Neemar Search, we believe that the key to overcoming these challenges lies in co-creation at the executive level. Too often, providers work in silos, developing isolated solutions to problems that could be tackled more effectively through shared learning and strategic partnerships. By fostering greater collaboration between senior leaders, we can help drive a more unified approach to repairs and maintenance one that is innovative, proactive, and ultimately better for the residents who rely on these services.
As the sector continues to evolve, our focus remains on connecting the right leaders with the right organisations to enable this change. By working together, we can move beyond ‘repairing repairs’ and start building a more sustainable, responsive, and customer-focused future for social housing.
