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Last week’s Shelter commission report raised questions about the landlord-tenant relationship and engagement which the sector needs to talk about, writes Tony Stacey
Last week I attended the launch of Shelter’s commission report, Building for our Future: a Vision for Social Housing.
The commission’s call for a dramatic increase in the rate of new social housebuilding understandably grabbed the headlines but, for me, what the commission had to say about existing landlord-tenant relationships in social housing was just as interesting.
One of the commissioners, Edward Daffarn, survived the Grenfell Tower disaster. He had blogged before the fire happened that “only a catastrophic event will expose the ineptitude and incompetence of our landlord”.
The commission’s report mentions that “a large minority of social renters feel their landlord is indifferent to their needs and there is a lack of tenant voice and agency”.
This echoes the prime minister’s comments in her foreword to the Social Housing Green Paper last year, when she said many of our tenants “feel ignored” and are “too often treated with a lack of respect by landlords who appear remote, unaccountable and uninterested”.
Remote. Unaccountable. Uninterested. These are serious charges.
If I remember my change management theory correctly, nothing changes until behaviour changes. And behaviour change starts with leadership.
“Remote. Unaccountable. Uninterested. These are serious charges... Why isn’t the sector squirming right now?”
So what are social housing leaders talking about just now? Not this. Not much, anyhow. The conversations I hear are about building more homes, funding and regulation. Oh, and increasingly (thanks here goes to the 72 associations in the Homes for Cathy group), tackling homelessness.
OK, fine but what about these charges against us? Why isn’t the sector squirming right now?
This should have knocked us right out of our comfort zone. The answer is that we think, “Yes, there is a problem but it’s not us, it’s them over there”.
The National Housing Federation (NHF) has had a go – its ‘Offer for Tenants’ is fine as far as it goes, but it is a professional answer to a professional question.
A new charter and tweaks to our code of governance is not going to rebuild trust in the way we need. It is top down and risks the same trajectory as scrutiny panels – with a few exceptions they have involved loads of effort, not engaged many customers and changed little.
In his excellent blog, ‘Do we really trust Bright House more than we do housing associations?’ Bromford’s Paul Taylor argues “the way forward for the social sector is to abandon our professionalism and return to our roots”.
He refers to the work of Gerry McGovern, an expert in customer experience, who said customers trust those who give them control of their lives.
They distrust those who try to control them. Mr Taylor concludes “many social sector organisations don’t seek to put customers in control, or even regard them as paying customers. They can actually disempower them”.
“We continue to recruit customers as non-executive directors. They hold their positions – believe me – entirely on their merit.”
An obsession for the South Yorkshire Housing Association board for many years now has been how we ensure the voice of the tenants is heard in the boardroom.
We continue to recruit customers as non-executive directors.
They hold their positions – believe me – entirely on their merit.
The board absolutely does not settle for that though; we are required to report to them regularly on our progress with co-creation, customer feedback and engagement across all our services.
But I was taken by surprise at the last meeting when board members said they are still not satisfied, and want us to get back to them on how we can ensure we build empathy at all levels of the association. I can’t find the answer to this in my housing association manual.
Yes, I feel uncomfortable about all of this. I do not know the answers, but I know we need to keep worrying away at it, ask customers to share their views and help us co-create the answers.
The NHF says in its Offer for Tenants that we should be “bold and brave”, so let’s do that.
It’s not them over there, it’s us.
Tony Stacey, chief executive, South Yorkshire Housing Association
Complaints and regulation
Tenant voice and involvement
Reforming private renting
Building more social homes
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