Last updated: 10th July 2025
Following the introduction of the new consumer regulation regime and revised consumer standards in April 2024, we hosted a series of webinars with expert panellists and the Regulator of Social Housing (RSH) to support providers in preparing for inspection and achieving compliance.
This blog brings together key questions and answers from both webinars, including updated insights from Angela Holden, Director of Regulatory Engagement, and Jessica Guandilini, Assistant Director of Regulatory Engagement at the RSH. These updates reflect the lessons learnt over the first year of inspections and offer valuable guidance for providers navigating the evolving regulatory landscape.
A: The Regulator of Social Housing (RSH) has published an inspection plan that we recommend all organisations review here. Whilst the plan does not specify your position in the inspection schedule, it outlines the criteria the RSH will consider when scheduling the inspections. It also details the circumstances under which a responsive or non-programmed inspection may occur.
A: The RSH’s new ‘Regulating the Standards’ document provides detail on this, as well as confirming that the requirement to self-refer now applies to local authorities. Organisations often question what constitutes a material issue and what should be reported to the RSH. It is advised to err on the side of caution; if you believe something is a concern, reach out and inform the RSH to have an open conversation. For example, if a gas check is missed and subsequently more are found to have been missed, and you discover this is due to an issue with the gas contractor, it becomes a material issue as it affects your ability to deliver the outcomes specified in the standards.
A: The RSH assesses data in the context of how it supports delivery of the consumer standards. For example, with stock condition and decency, we look at how comprehensive, up to date, and validated the data is, whether that’s through internal checks or external assurance.
We expect data to be accurate, accessible, and stored in controlled systems, not just in unprotected spreadsheets or filing cabinets. Weaknesses often arise where data isn’t easily extractable or isn’t held in a usable format.
It’s also important that if you bring in a consultant for data work, that you have the internal capacity to manage and maintain your data effectively after external support ends.
If you are looking for support understanding your stock condition data, get in touch with our team of experts who will help you maintain good data and ensure compliance with the consumer regulation.
A: We’ve seen some really strong examples of tenant engagement, but I wouldn’t want to single out a particular landlord, as what works well in one context might not necessarily be effective in another. However, there are some common features we've observed among organisations demonstrating strong practice.
Firstly, offering a broad range of opportunities for tenants to get involved is key. The most effective landlords provide a variety of engagement options that tenants can choose from, including some which are more light-touch, low-commitment forms of engagement through to more in-depth involvement, such as tenant scrutiny panels or long-term engagement programmes. The idea is to create accessible entry points for tenants with different levels of interest and capacity.
Secondly, it’s important to make a genuine effort to reach a wide and diverse group of tenants. Often, the same small group of tenants tends to get involved, but exemplar landlords are proactive in reaching out to underrepresented voices; those who may not usually have easy access to their landlord or who are less frequently heard. The engagement should be reflective of the wider tenant population, not just a subset.
Finally, tenant voice needs to be embedded within your governance structures. In some cases, this has meant having tenants on boards or committees, though that’s just one approach. What’s most important is that tenant feedback, whether it comes through formal engagement or informal channels like repair contractors, finds its way up to decision-makers. Boards should be aware of what tenants are saying, and the organisation should have clear processes in place to ensure that tenant views are influencing decisions at all levels.
A: We recommend raising issues as soon as possible to ensure the RSH understands the challenges faced. However, once an issue is identified, you may need time to assess the risks and determine your immediate short-term response. Be prepared to answer the RSH’s questions. If you cannot provide answers immediately, the RSH will give you time and revisit the conversation a few days later once you have more information and have identified steps to mitigate the risks. There is no formal process for contacting the RSH – simply pick up the phone and speak with your key contacts to inform them of the situation.
A: Yes, refer to them. Consider not only the policy in isolation but also how they contribute and align with the broader objectives outlined in those standards.
A: Using lessons learnt from the first year of regulatory inspections, several recurring themes and challenges have emerged across the sector:
• Evidencing outcomes and compliance: Organisations must provide robust, verifiable data to support their claims and demonstrate compliance effectively.
• Effective governance structures: The RSH expects meaningful engagement with boards and elected members. Governance frameworks should include consideration of third-party arrangements to ensure they are accountable and delivering effectively.
• Clear reporting, oversight, and accountability: Reporting must be transparent, with clearly defined lines of accountability. Senior leaders should have a thorough understanding of the organisation’s strengths and areas for improvement.
• High-quality data on stock and tenants: Accurate, up-to-date data on stock condition, home quality, and safety checks is essential. This includes both property and tenant information.
• Effectively using performance data: Tenant Satisfaction Measures should be used proactively to highlight areas needing improvement and to guide decision-making that prioritises tenant needs.
• Listening to your tenants: The RSH expects evidence of meaningful tenant engagement. Organisations should be able to demonstrate how they are learning from complaints, acting on feedback, and fostering a culture of respect and responsiveness.
A: Governance arrangements are unique for local authority providers due to the political element, which is often changing. This means there may be a refresh of members each time, potentially influencing how structures and frameworks operate. Whilst aiming for everyone to achieve outcomes aligned with the standards, local authorities operate within an entirely different structure; the RSH is aware of this and is keen to address any specific challenges organisations face. Conversations with the RSH are beneficial in developing and understanding governance structures, and their role in oversight, scrutiny, tests, and challenges for the officers – and ultimately, in delivering services to tenants.