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Why we must all learn lessons to ensure safe homes
The sector has plenty of challenges, but the only way forward is being prepared to learn from any shortcomings, says Rebecca Rance
Over the past few weeks and months we have seen several publications which have significant impact on the sector.
Our sector is about people and property. The properties we supply are in high demand and are a scarce, sought after commodity – we need more.
This is evidenced by the reporting from the Office of National Statistics of homeless deaths increasing by 22% in the past year, rising to an estimated 726.
Then couple this with continuous recording of lettings and sales in social housing in England published by the Ministry of Housing Communities and Local Government in April, which advised 28% of households going into social housing were considered vulnerable with priority need.
This acutely demonstrates how we must provide more affordable homes which can be accessed by those most in need.
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We are seeing an increase in delivery by local authorities.
Inside Housing reported last month that councils are set to quadruple their housebuilding. Housing Revenue Account development is also set to rocket, with councils eyeing 41,868 new homes, compared with 14,209 delivered since 2014/15.
I am very proud to have played a small part in influencing the changes to the borrowing rules to make this happen along with the National Federation of ALMOs, the Association of Retained Council Housing, the Chartered Institute of Housing and CIPFA.
As we rise to the challenge of providing more homes, we must be sure to get the basics right. This means solid governance and management practice that takes account of the combination of which the people we house and the properties they occupy require for a safe home.
The Regulator for Social Housing Sector Risk Profile for this year summarises the sector risks into six main themes: health and safety compliance, stock condition and asset management, market sale exposure, reputation, rent, and new business entrants.
The regulator emphasises that “the breadth of the risks demonstrates the challenges and complexities that boards must manage and mitigate”.
All registered providers are impacted by health and safety compliance, stock condition and asset management and reputation, and the publication of the first phase of the Grenfell Tower Inquiry must intensify our focus on these areas.
The inquiry is yet to consider the building and management aspects about overseeing the refurbishment of Grenfell, which will provide direct insight for the sector.
However, Sir Martin Moore-Bick’s report makes clear that there were many “institutional failures” within the London Fire Brigade, not least an “institution at risk of not learning the lessons” of the fire.
It is essential we reflect on this, learn our lessons and take actions now. We do not need to wait for the next phase of the inquiry.
While reflecting upon what this means to the sector and how all our actions matter every day and on all occasions, I am intensely aware that my own organisation has recently managed a failure to complete 622 gas services on time, which may have increased the potential risk of harm to residents.
As the responsible chief executive, I am gratified to have led and overseen the swift and effective management of the rectification, review and learning from the failure. I am confident that while we failed in the first instance, we, as well as effectively managing the rectification, have looked for and learned lessons.
Part of this was effective operation of co-regulation. This involved flagging to the local authority landlord the need to consider reporting the failure to the regulator, which they in turn did and the regulator did not find a breach of the standards or a requirement for further regulatory action.
Co-regulation reporting is essential action for all registered providers to consider and take; we need to manage in a way that provides us with confidence to report matters when things go wrong. I draw attention to this to encourage sharing and learning and the importance of promoting high skill, experience and professionalism as well as raise again the question of the need for a licence to practice in the sector.
“It is essential we reflect on [the Grenfell Inquiry], learn our lessons and take actions now. We do not need to wait for the next phase of the inquiry”
The Social Housing Green Paper, to be followed shortly we hope by the white paper, will necessitate an improved, focused, professional housing management sector, delivering for people and property nothing less than the best quality.
We need to ensure effective competent governance and management, underpinned by professionalism and responsibility. This must be delivered by people who are skilled to meet the demands of this critically important sector. And they must be interested in ending homelessness and providing more accessible affordable homes which are safe for the people who live in them, with tailored housing management.
A tall challenge – we also need to examine our abilities and shortcomings and be prepared to learn, develop and work together.
Rebecca Rance, chief executive, Newark and Sherwood Homes
