Huws Gray warns that second visits are driving hidden cost and delays in social housing repairs

Ever-increasing tight budgetary constraints, legislative scrutiny and having to balance the needs of ageing housing stock are adding to the pressure.

Second visits driving hidden cost and delays in social housing repairs, says Huws Gray Partnership Solutions

Repeat visits to complete routine repairs are placing growing pressure on social housing providers, according to Lyndon Johnson, Managing Director at Huws Gray Partnership Solutions.

With providers balancing ageing housing stock, ever-tightening budgets and increasing pressure to meet tenant expectations, the impact of second visits is becoming harder to ignore. This has been exacerbated by the legislative scrutiny of Awaab’s Law, ultimately resulting in a climate where there is more focus than ever before on service standards and value for money.

While the direct costs of repeat visits are clear, including labour, transport and administration, the wider operational impact is often less visible. Each additional visit reduces the number of jobs operatives can complete in a day. Over time, this contributes to longer waiting times, growing backlogs and increased pressure on repairs teams.

For residents, the consequences are immediate. Repairs that are not resolved first time disrupt daily routines and can undermine confidence in the landlord. This can lead to more complaints and lower satisfaction levels, a key metric by which all housing providers are measured.

Johnson said: “In some cases, second visits are unavoidable, particularly when it comes to complex repairs. But many are preventable, and that is where the sector needs to focus.”

He points to product specification as a common factor. “There is still a tendency to prioritise upfront cost over long-term value. Cheaper materials may not perform as required, which can result in early failure and the need for a return visit. That adds cost back into the system very quickly.”

Material availability is another challenge. Even where the right products have been specified, a lack of stock at the point of need can mean a job cannot be completed in one visit. Aligning stock profiles with typical repair demand can help reduce this risk.

Johnson also highlights the role of data. “Most organisations hold a lot of information on repairs, but it is not always used to inform decisions. Looking at repeat issues and patterns of failure can help providers take a more proactive approach.”

Supporting operatives is equally important. Access to the right materials, combined with training and clear processes, gives them a better chance of resolving issues first time.

A more joined-up supply chain can underpin this approach. Huws Gray Partnership Solutions works with housing providers to improve product consistency, availability and procurement processes, helping to reduce inefficiencies across repairs and maintenance.

Johnson added: “Improving first-time fix rates is one of the most effective ways to reduce cost and improve service. It requires the right decisions on materials, better use of data and a supply chain that supports delivery on the ground.”