With the government confirming a revised Decent Homes Standard and clearer timelines for energy efficiency, the direction of travel for housing providers is becoming more defined. While formal compliance with the new standard will not be required until 2035, the expectation is clear: providers should be planning now, with a sharper focus on condition, outcomes and long-term value.

For Boards, meeting the Decent Homes Standard has long been a core responsibility. But as the regulatory landscape evolves, compliance alone is no longer a sufficient measure of success. The challenge is ensuring investment is improving the condition of homes in a meaningful way, reducing risk and enhancing residents’ lived experience.

Moving beyond headline compliance

Across the sector, Boards routinely review capital spend, compliance metrics and the proportion of homes meeting Decent Homes. Yet these headline measures do not always reveal whether investment is reaching the right homes at the right time, or whether it is delivering lasting improvements.

This is particularly relevant as the new Decent Homes Standard shifts the emphasis away from the age of components and towards the actual condition of the home. A property may technically meet the standard on paper, while still presenting issues that affect comfort, safety or long-term performance for residents.

The disconnect between spend and outcomes

Boards often see high-level figures such as “£8 million invested” or “100 homes upgraded.” What is less visible is how optimised that investment has been.

In reality, some homes may be missed altogether due to access issues or deferred works, while reported compliance remains strong. Over time, this can create a gap between Board assurance and the experience of residents on the ground.

This challenge is compounded when Decent Homes, energy efficiency, building safety and HHSRS hazards are planned and reported in isolation. Individually, programmes may appear on track. Taken together, they can mask duplication, inefficiencies and missed opportunities to deliver better value for money.

Coordinating workstreams for better outcomes

The government’s announcements reinforce the need for a more integrated approach. Alongside Decent Homes reform, clear Minimum Energy Efficiency Standard (MEES) milestones now require all social homes to reach EPC C by 2030, with further improvements expected by 2039.

Increasingly, providers are bringing together Decent Homes, energy efficiency, safety and hazard management into a single, coordinated investment programme. This allows homes in the poorest condition to be prioritised, reduces abortive or repeat works, and ensures each intervention supports long-term performance rather than short-term compliance.

This is not about doing everything at once. It is about strategic planning – balancing immediate regulatory requirements with lifecycle considerations, and ensuring each pound invested delivers the maximum possible benefit for residents.

The role of data in smarter decision-making

High-quality, joined-up data underpins this approach. When asset condition, EPC data, safety records and repairs history are viewed together, Boards and asset teams are better placed to:

• Identify homes most in need of intervention
• Align Decent Homes and MEES investment to avoid duplication
• Refine specifications to extend component life and reduce repeat callouts
• Track whether investment decisions are delivering improved outcomes over time

Used well, data moves the conversation beyond compliance percentages and towards a clearer understanding of how budgets are improving homes, reducing risk and supporting long-term value for money.

Maximising value through smarter procurement

How investment is delivered is just as important as how much is spent. Poorly defined specifications, limited market insight or a lack of oversight between procurement and delivery can allow costs to escalate once programmes are underway.

A kitchen initially tendered at £4,000 can quickly increase through variations and additional works if condition, sequencing and interfaces with other programmes have not been properly considered.

Providers that continuously benchmark costs, challenge assumptions and maintain visibility throughout delivery are better positioned to protect budgets and provide assurance to Boards. Increasingly, this ongoing involvement – rather than a one-off procurement exercise – is recognised as critical to achieving intended outcomes.

Questions Boards should be asking

• Are we measuring investment impact, not just compliance?
• Are Decent Homes, energy efficiency and safety programmes planned together or in silos?
• How confident are we in the condition data informing our decisions?
• Do our specifications support long-term performance and reduced repeat works?
• How do we maintain alignment between procurement, delivery and outcomes?

Planning now for what comes next

Decent Homes compliance remains essential, but the government’s announcements make clear it should be seen as a baseline, not an end point. By planning early, coordinating programmes and using data to guide investment, Boards can improve resident experience, reduce long-term risk and make better use of limited resources.

At Procure Plus, this integrated, data-led approach underpins how we support housing providers with investment planning and delivery. By remaining involved from procurement through to delivery, and by continually benchmarking costs, specifications and outcomes, we help organisations understand not just what they are spending, but what they are achieving. This gives Boards greater confidence that investment decisions are enhancing the lives of the optimum number of residents, both now and in the years ahead.