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How we are dealing with the aftermath of the Worcester Park fire
Metropolitan Thames Valley has faced a significant challenge in dealing with the impact of a blaze this month at a London block it manages. Communication has been the key, says Geeta Nanda
Early on the morning of 9 September, I was alerted to some devastating news. A fire had broken out in a building we manage in south-west London and the London Fire Brigade (LFB) was fighting to control the blaze.
The fire and its aftermath have been one of the biggest challenges we have faced as an organisation. While investigations are ongoing, we are supporting 23 households who have lost their homes and another 18 from a nearby block who were also evacuated.
Nothing can prepare you for the emotion and shock of those impacted.
But much can be learned about how teams work and support each other and how important a strong community is in an emergency situation.
On the day of the fire, our immediate priority was to find a place to stay for all residents who lost their homes.
This was done without delay and temporary accommodation was arranged for everyone affected by the fire that day.
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Running in parallel, my team worked to establish the safety of residents living in neighbouring buildings. Feeling safe in your home is one of the most important things in the world and providing this reassurance following the fire was crucial. The block that burned down was made up of 23 homes on an estate of more than 600 – including both social and private housing.
When there has been an incident on this scale, good communication has consistently come up as a critical factor in determining success. To this end we appointed designated case workers to liaise with affected residents. They held regular open meetings on site to update people and give them the opportunity to ask questions.
“When there has been an incident on this scale, good communication has consistently come up as a critical factor in determining success”
We have ensured that the responses to questions are captured in regularly updated FAQ documents on our website. Regular newsletters have been produced and distributed by us in person and made available on our website.
We have also worked closely with the original developer St James, the local authority, the fire brigade, the police, the Red Cross and community groups.
I have been deeply moved and inspired by the generosity of local people. At the time of writing, a JustGiving page has raised more than £20,000. A donation centre was set up and clothes, shoes and essentials, like nappies, came flooding in. I have been profoundly touched by the resilience and bravery of the people whose lives have been affected by the fire. Each has their own story but all of them are supporting someone else.
While leadership from the centre is important, people on the ground need to be empowered to make decisions. Hierarchy must not delay action on the ground.
In an incident such as this, there are myriad complex issues that need quick resolution by professionals operating at a local level. Skilled judgement is required but this cannot be exercised from a distance.
I have confidence in my team, and they have my authority to act. Where senior-level input or decision is needed, direct lines of communication are open. My executive and senior team members and I have been there to talk to residents and agencies. But our frontline colleagues have been there day and night as a team doing whatever is required. That teamwork shines through.
“Our most important mission going forward is to help the people who lost their homes rebuild their lives”
The LFB is now carrying out a full investigation to discover the cause of the fire.
The site has also been subject to an investigation by the Metropolitan Police. As you would expect, my team is working closely with the authorities. We believe that a fast and thorough investigation is critical and, where it is in our power, every effort is being made to avoid delay.
Fire has been front of mind for every housing association post-Grenfell, with senior leaders across the sector agonising over how to implement improved safety measures.
Metropolitan Thames Valley has spent £15m on fire safety each year since Grenfell, including carrying out an in-depth review and surveys of our buildings and procedures.
The industry has made significant progress in the intervening years, but each subsequent incident is a reminder of how far we need to travel. Our collective goal as a sector must be to prevent loss of life.
Our most important mission now is to help the people who lost their homes rebuild their lives. Our response on this front is ultimately how we will be judged and I am personally committed to ensuring a fast and equitable outcome for everyone involved.
Geeta Nanda, chief executive, Metropolitan Thames Valley
