New horizons

The social housing landscape in Northern Ireland is set to change forever.

Two weeks ago, the biggest figures in housing in the country combined to produce a revolutionary report that suggested sweeping changes to the way Northern Ireland’s social homes are funded, regulated and managed. The Commission on the Future for Housing in Northern Ireland stated that the country was facing a ‘defining moment in the development of policy and the delivery of housing’. The interim report was commissioned and backed by the Chartered Institute of Housing, the Northern Ireland Housing Executive and the Northern Ireland Federation of Housing Associations, among others.

One of its most controversial suggestions was to transfer the executive’s 93,000 homes to a single housing association - which would create the largest association in the UK.

But what do people who work in social housing in Northern Ireland make of the report? And how likely do they think it is that its key passages will see light of day?

Inside Housing looks at four of the report’s objectives to find out what the future might hold.

1. Strengthen Northern Ireland Housing Executive as a strategic body

The report suggests that the executive could see its homes transferred to a single housing association or divided between several housing associations. This is largely so the executive can concentrate on formulating and directing housing strategy in Northern Ireland.

Perhaps unsurprisingly Chris Williamson, chief executive of the Northern Ireland Federation of Housing Associations, is a fan of this idea and thinks it will happen.

‘We think it should be in the public interest for the landlord role of the housing executive to be separated from the strategic role,’ he explains. ‘We think that the best way forward is to do that in two phases.’

Mr Williamson says he thought a first stage would see small scale voluntary transfers of homes that need modernising to Northern Ireland’s existing housing associations, which currently manage 30,000 homes between them. The second would see the rest of the stock moved to a new housing association model or associations at a later date.

But Professor Paddy Gray, of Ulster University, forsees problems with this approach, due to the executive’s enduring popularity with tenants.
‘I don’t believe tenants will vote for the stock to be transferred because the executive has got a very good reputation right across the communities in Northern Ireland,’ he says.

Ian Elliott, chief executive of Oaklee Housing Association, says the executive is already an ‘outstanding success’ as a strategic housing authority.
But adds: ‘By concentrating on this facilitating role, the NIHE can in turn review its other functions, and consider such matters as transferring its management functions to other housing providers.’

2. Introduce a housing ombudsman

One might think that this is a relatively uncontroversial area but many housing professionals are unconvinced that such a step is necessary as Northern Ireland already has an ombudsman dealing with housing, among other issues.

Mr Williamson certainly thinks setting up a specific ombudsman would be a waste of resources.

‘The commission has made an error here,’ he states. ‘For the past six years or so registered housing associations have been subject to the ombudsman in Northern Ireland. The existing arrangement is working satisfactorily. There’s no value setting up a new housing ombudsman.’

Denis Bleakley, general manager of Grove Housing Association, agrees. ‘The current ombudsman seems to deal with housing issues anyway,’ he says. ‘I don’t see the point of setting up another level.’

But Grainia Long, director of the Chartered Institute of Housing for Northern Ireland and advisor to the commission, says the commission had found possible gaps with the existing service.

While there were suggestions of faults with the current system, she admits there were no strong arguments put forward in favour of a separate ombudsman as part of the commission’s research.

3. Greater use of the private rented sector

Professor Gray says the private rented sector is a ‘healthy’ resource that can give tenants more choice. He suggests that housing associations could be licensed as management agencies which would set a minimum standard for the sector.

‘As long as you are responsible and you set minimum standards it creates more choice for tenants,’ he states.

But Mr Elliott is concerned that the PRS is unable to give the help and stepping stone that social providers can.

‘In certain areas the role of the private sector is critical to both maintaining housing standards, but also providing accommodation choice,’ he says.

However, there is concern about it becoming an alternative provider for those in urgent need of temporary accommodation. The sector remains effectively unregulated and there are serious financial and standards implications which must be addressed before it becomes a true partner in meeting housing need.’

Mr Williamson takes a third path and says he is ‘agnostic’ about the desirability of a growing private rented sector.

‘The private rented sector should continue to exist alongside the other sectors,’ he suggests. ‘We believe private policy should aim to improve the poor private rented sector and the good should carry on.’

But Ms Long adds that making more use of the PRS could reduce pressure on social housing.

4. Develop housing associations to become larger scale providers

As a provider with 190 homes Mr Bleakley has a slightly different take to the old adage that the best things come in small packages.

‘Small is challenging,’ he admits. ‘But it means you are closer to your community.’

Increasing government bureaucracy means it is becoming ‘increasingly difficult to be small and efficient’, he adds.

However, Northern Ireland’s umbrella body for housing associations is adamant that it’s not the size of your stock that counts - it’s what you do with it.

Mr Williamson states: ‘We are not fixated by size but interested in housing associations providing good quality accommodation at affordable rents or on affordable terms and delivering the services efficiently.

‘We don’t think there’s necessarily a correlation between these objectives and size’.

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