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UK Housing Awards 2017 - the winners
The achievements of the UKHA winners and what the sector can learn from them
Source: Sira Studio
UPDATE at 11.06am 12.5.17 This article has now been updated with a video
The 21st annual UK Housing Awards took place at the Lancaster London Hotel on Wednesday 26 April 2017.
More than 700 housing professionals attended to celebrate the achievements of the people and organisations that are leading the way in affordable housing.
A glitzy drinks reception was followed by an address from Emma Maier, editor of Inside Housing, and Terrie Alafat, chief executive of the Chartered Institute of Housing (CIH).
Next, The Choir With No Name took to the stage. The charity runs choirs for people affected by homelessness and its members performed a selection of hit songs, which were well received by the housing contingent present.
The compère for the evening was comedian Dominic Holland, who performed a stand-up routine, before introducing the shortlisted organisations and presenting the awards.
The accomplishments of the sector were recognised across 14 categories, with 28,000-home Amicus Horizon winning the coveted landlord of the year gong.
During the event, guests also raised funds to support homelessness charity Crisis, this year’s CIH presidential charity.
For the full gallery of photos from the night and the list of winners, please click here.
Introduction
Emma Maier, editor, Inside Housing
Terrie Alafat, chief executive, Chartered Institute of Housing
We are delighted to introduce the winners of the UK Housing Awards 2017, organised jointly by the Chartered Institute of Housing and Inside Housing.
Twenty-one years ago, the UK Housing Awards were the first to recognise achievement in social housing, and they remain the largest and most respected awards across the sector.
Today, as we grapple with a housing crisis, it is more important than ever that the awards recognise the ingenuity, creativity, passion and results of housing organisations and professionals across the UK.
In 2017, we received a record-breaking number of entries from housing organisations of all types from across the UK. Competition was tough and our rigorous judging process ensured that the very best work was recognised, rewarded and shared. Entries were scrutinised and benchmarked by expert panels, and our shortlist came face-to-face with judges in tough finalists’ interviews.
We congratulate all our finalists and winners - they should be proud to call themselves the best of the best. Their entries demonstrate the commitment, dedication and excellence of the housing sector, and the professionals behind those achievements.
A special thank you to our hardworking judges, who scrutinised and deliberated over piles of entries, and to our generous sponsors for supporting the awards and making them possible.
Emma Maier, editor, Inside Housing, and Terrie Alafat, chief executive, Chartered Institute of Housing
Register to receive priority information about entering the UK Housing Awards 2018 at www.insidehousing.co.uk/ukha2018
Outstanding landlord of the year
Amicus Horizon
Sponsor: Higgins
Source: Sira Studio
- Three-year change programme implemented on the back of resident feedback
- Customer satisfaction rates raised to 98.5%
- Resident involvement shown to save the business £2.7m a year
Amicus Horizon is a social landlord that manages nearly 28,000 homes for communities across London, Kent and Sussex.
In 2013, the association asked residents what they wanted the organisation to focus on and improve during a three-year strategic plan called ‘Take the Leap’. Their customers identified five areas that mattered to them and as a result the association set a number of strategic targets.
At the end of the programme in 2016, the results were independently validated by Housemark. It found that Amicus Horizon beat every one of its five targets, which the landlord says were delivered against a background of improved value for money.
The figures it delivered were:
- Overall satisfaction - 98.5%
- Complaints satisfaction - 97.3%
- Repairs satisfaction - 98.8%
- Re-lets - 10.1 days
- Satisfaction with handling anti-social behaviour - 98.2%
Amicus Horizon has also helped residents back into work through training courses, given back to communities through a commitment to corporate social responsibility and reduced its environmental impact through energy saving schemes.
A report, Success, Satisfaction and Scrutiny, published in 2015 in conjunction with the Department for Communities and Local Government and Westminster University, showed that resident involvement was resulting in £2.7m of savings a year.
The judges said
“Amicus Horizon has delivered exceptional performance. It has developed new and innovative practices and implemented them. It is an organisation that provides tenant-led services.”
Highly commended
Queens Cross Housing Association
This category was judged by
Terrie Alafat, chief executive, Chartered Institute of Housing
Julian Ashby, chair, Homes and Communities Agency Regulation Committee
Lord Bob Kerslake, chair, Peabody
Jules Birch, freelance blogger, Inside Housing, and editor, Welsh Housing Quarterly
Emma Maier, editor, Inside Housing
Outstanding strategic local authority of the year
Nottingham City Council
Sponsor: United Living
Source: Sira Studio
- Online strategic housing network to widen participation in city’s housing agenda
- ‘Nottingham Standard’ exemplar for private sector properties in region
- Plans to build 2,500 homes by 2019
Nottingham Council’s objective is to build 2,500 homes by 2019 that Nottingham people can afford to buy or rent. It is delivering this via partnerships with developers and housing associations, and through its arm’s-length management organisation, Nottingham City Homes (NCH).
NCH has already built 165 homes for the council, plus some which it directly owns, and by 2019 it will have delivered 393 more.
Maintaining close relationships with local housing is important and the council soon plans to launch a shared set of standards for management and maintenance, giving quality assurance to tenants, irrespective of who their landlord is.
There is embedded accreditation in the city, in partnership with Unipol for student housing, and Decent and Safe Homes for the mainstream private rented sector. Together these form the ‘Nottingham Standard’ for landlord accreditation. The council has approximately 2,500 properties in the Nottingham Standard, but it wants to go further. A proposal for a citywide licensing scheme is being consulted on.
Nottingham’s Homelessness Prevention Strategy is driven by the strategic housing team, which convenes a multi-agency strategy implementation group (SIG). The SIG comprises the council, health and voluntary sector, social care and the probation service to oversee the delivery of a strategy which goes well beyond homelessness prevention.
The judges said
“Nottingham City Council was clear about housing’s place in the city and what its residents need. It has a wide-ranging approach about how housing can play a central part in the city’s success.”
Highly commended
Teignbridge District Council
This category was judged by
Mark Lloyd, chief executive, Local Government Association
Jo Miller, president, Solace, and chief executive, Doncaster Metropolitan Borough Council
Ken Lee, chair, CIPFA housing panel
Derek Myers, chair of the trustees, Shelter
Category chair
Sophie Barnes, deputy news editor, Inside Housing
Outstanding development programme of the year
ExtraCare Charitable Trust
Sponsor: NHBC
Source: Sira Studio
- £200m partnership to deliver more than 1,000 retirement village homes in Birmingham
- 628 family homes released back into the Birmingham community
- Plans for £500m programme developing 2,500 homes in nine new retirement villages
A 2014 parliamentary report found that eight million people aged 60-plus, in seven million homes, wish to downsize.
ExtraCare, through working with stakeholders, is delivering significant development programmes aimed at providing accommodation for older people by enabling them to move into smaller homes at specialist retirement villages.
A £200m partnership with Birmingham City Council has seen more than 1,000 homes built in five retirement villages across the region.
The key outcomes of ExtraCare’s partnership with the council include the creation of 1,152 mixed-tenure apartment homes, making massive in-roads into the city’s extra care housing strategy, following the closure of its 29 outdated care homes. In addition, 628 three to five-bedroom family homes have been released back into the Birmingham community (125 of them council homes for reallocation) as a result of people downsizing to live in its villages.
Following on from the success of this scheme, ExtraCare has embarked upon a 2016/21 development programme which will see £500m invested in providing 2,500 homes in nine new retirement villages across the South and Midlands from Bristol to Essex, via Birmingham.
The judges said
“With finding homes for older people at the forefront of the housing challenge in many areas, ExtraCare Charitable Trust has transformed the delivery of housing provision for that group.”
Highly commended
North Kesteven District Council, and Swan Housing Association
This category was judged by
Natalie Elphicke, chief executive, Housing & Finance Institute
Gavin Smart, deputy chief executive, Chartered Institute of Housing
Stephen Teagle, chief executive - partnerships and regeneration, Galliford Try
Sally Randall, director of housing standards and support, Department for Communities and Local Government
Category chair
Gavriel Hollander, acting features editor, Inside Housing
Outstanding campaign of the year
Northern Ireland Housing Executive
Sponsor: Campbell Tickell
Source: Sira Studio
- Community cohesion project challenges segregation in Northern Ireland
- Process filmed and documented by the Northern Ireland Housing Executive cohesion team
- Historic removal of the first of 21 ‘peace walls’
Challenging segregation and dealing directly with the consequences of the conflict has been central to the work of the Housing Executive in Northern Ireland since it was established 45 years ago. Set up at the height of the Troubles, its role in today’s post-conflict society is significant.
Interfaces dominate the landscape of many working-class communities in Belfast. Research shows that almost 94% of social housing estates remain segregated in the city.
A campaign was developed in early 2016 to promote the Housing Executive’s crucial peace-building work in Northern Ireland against a background of division. The ‘Changing Lives, Building Communities’ campaign focuses on its work in relationship-building between the communities of the Catholic/Nationalist/Republican Ardoyne and the Protestant/Unionist/Loyalist Woodvale in Belfast. This work led to the historic removal of the first of 21 ‘peace walls’, owned by the Northern Ireland Housing Executive.
The process was documented in film and a major challenge was to persuade residents and community leaders of the need to document this historic shared work, in order to signify the progress within its estates and shine a light on post-conflict human stories.
The work at the Ardoyne interface was supported by the deputy first minister, who officiated at an event to mark the removal of the wall.
The judges said
“This outstanding campaign effectively communicated an issue of great sensitivity. It was skilfully conceived and executed, delivering strong media coverage and a positive reception.”
Highly commended
Ashley Community Housing
This category was judged by
Simon Jones, chair, LG Communications, and assistant director of communications, Haringey Council
Dan Slee, co-founder, Comms 2.0
Nicola Winn, managing director, Creative Bridge
Category chair
Steve Hayes, media and communications manager, Chartered Institute of Housing
Outstanding innovation of the year (over 20,000 stock)
Bromford
Spopnsor: H+H
Source: Sira Studio
- Re-evaluation of the relationship between housing association and tenants
- Pilot scheme aimed at helping tenants “take control of their lives”
- Reduction in the number of rent arrears and average repairs achieved
In 2011, Bromford launched the Bromford Deal to its 28,000 customers. As part of the deal, its operational teams and Innovation Lab piloted and evaluated a number of new services that aimed to help customers to build resilience, take control of their lives and ultimately achieve what they want out of life.
Over a 12-month period, 283 customers in Lichfield received some or all of the piloted services. The overall intention of the services was about supporting a new type of relationship with customers, one that empowers rather than fixes.
In terms of successes, it saw:
- A reduction in rent arrears - 2.2% as opposed to 4.2% elsewhere
- A 27% reduction in the average number of repairs per home
- Customers keeping appointments and customer well-being improved
- Reduced anti-social behaviour, Section 21 notices, evictions or abandonments
Working alongside operational colleagues, Bromford’s Innovation Lab considered ways in which it could take the learning and the very best outcomes from the pilot to benefit its entire customer base.
On the back of its Localities programme, launched in spring 2016, Bromford is currently in the process of implementing a £3.5m transformation that will see multi-skilled neighbourhood coaches working more proactively with customers on much smaller patches, enabling them to better understand customers.
The judges said
“When many are reducing expenditure on housing management, Bromford is investing in a person-centred approach. It’s innovative and could be of huge benefit to the organisation and its residents.”
Highly commended
Wigan Council (formerly Wigan & Leigh Homes)
This category was judged by
Sarah Gillinson, managing partner, Innovation Unit
Eamon McGoldrick, managing director, National Federation of ALMOs
Shirley Hall, well-being and community manager, ExtraCare Charitable Trust
Category chair
Joe Dart, special projects editor, Inside Housing
Outstanding innovation of the year (under 20,000 stock)
Poplar Harca
Sponsor: Morgan Sindall Property Services
Source: Sira Studio
- Underground refuse system was one of the first introduced in UK
- Customer satisfaction raised from 69% to 88%
- Almost £1m saved in hire costs
By moving its rubbish underground, Poplar Harca has:
- Increased customer satisfaction with caretaking by 14% in three years
- Saved £912,160 in hire costs
- Saved £8,942 in preventative maintenance
- Transformed 30 cleaners into ‘estate ambassadors’, championing green initiatives across 9,000 homes
- Identified 20 residents who have become ‘green champions’
- Increased customer satisfaction with the quality of estates from 69% to 88%
- Created a holistic approach to estate regeneration by building underground refuse systems into new development projects
- Pioneered replicable models that other housing providers can adopt at low cost
- Used ‘nudge theory’ in communicating issues around waste to residents, recognised as the best in the borough
- Given residents agency and pride in their area so that waste management becomes largely self-policing
The judges said
“The underground refuse system has improved the environment and residents have been empowered by becoming ‘block champions’. It has created a virtuous circle of pride in the estates.”
Highly commended
Housing and Care 21 and Appello
This category was judged by
Philippa Jones, chief executive, Bromford
Jeremy Porteus, founder and director, Housing Learning and Improvement Network
Carl Brown, assistant editor - digital and strategy, Inside Housing
Outstanding approach to repairs and maintenance
Riverside
Sponsor: Baily-Garner
Source: Sira Studio
- Move from reactive to proactive repairs programme
- To be rolled out across Riverside’s 60,000 homes
- Saving of £1m built into the business plan in 2015/16, with £2.9m built in over the next two years
Riverside has worked on switching its maintenance delivery service from a reactive, demand-driven service, to a ‘proactive’ approach which was launched on a nationwide scale at the end of 2015.
Rather than simply reacting to repairs issues when they arose, through both current and historic data analysis, the association targeted individual properties or neighbourhoods of properties that continually report repairs issues at high costs.
Riverside and Evolve (its main contractor) have developed a model, backed up by sound business assumptions, current and historical repairs data, and repairs monitoring that can evidence both repairs reduction and a significant reduction in average repairs values.
It has developed a proactive repairs service incorporating MOT inspections and stock condition surveys which remove defects and repairs issues. When the MOT is completed, Riverside expects to see a significant reduction in repairs activity post-MOT. Even with the initial cost of the MOT work, these reductions are turned into a saving over future years.
This approach has now been accepted as the future repairs model across Riverside and was rolled out to a number of other divisions. It now covers circa 45,000 units, with the remaining area comprising 15,000 units due to follow.
The judges said
“This is a roadmap of how to look at something over 15 to 20 years. You can feel the journey they have been on and see it working. The fact they have rolled it out on this scale is amazing.”
Highly commended
Wales & West Housing
This category was judged by
Richard Medley, director of assets and neighbourhoods, CIH Consultancy
Jane Porter, executive director - operations, Amicus Horizon
Charlotte Semp, director of strategy and investment, Notting Hill Housing
Jillie Smithies, director of operations, Golding Homes
Martin Hilditch, deputy editor, Inside Housing
Outstanding approach to income management
WDH
Sponsor: Housing Contact
Source: Sira Studio
- Programme to improve tenancy sustainment by alleviating the impacts of welfare reform
- New technologies utilised such as apps to raise financial awareness
- Number of arrears-related evictions dropped by 49% in 2015/16
WDH’s debt recovery and cash wise teams worked together to ensure an efficient approach to managing tenancy debt, while also supporting tenants with budgeting, income maximisation and moving them closer to the labour market.
During 2015/16, WDH delivered substantial reductions in arrears-related evictions and other enforcement actions despite an ever more challenging external environment. This level of performance was achieved through a
commitment to efficiency and innovation to improve the customer experience, while never losing sight of key performance metrics.
This ethos was embodied by internal developments such as the Universal Credit Hub screen, the Cash Wise smartphone app and website, and the Cash Wise school delivery project.
Jointly, the two teams have secured tenants more than £1.2m in grants, benefits and utility savings in the past financial year alone. Going beyond ensuring the protection and improvement of core income streams, the teams bolstered tenancy sustainment and confidence across the district, as well as having genuine social and economic impacts in the local community, as evidenced by social return on investment calculations and the testimonies of both partners and clients.
The judges said
“WDH showed impressive outcomes from the debt recovery service and cash wise teams, and strong and embedded community partnership working.”
This category was judged by
Caroline Rookes, chief executive, UK Money Advice Service
Lindsey Williams, group chief executive, Futures Homescape
Deborah Good, independent consultant
Category chair
Sam Lister, policy and practice officer, Chartered Institute of Housing
Outstanding approach to tenant involvement
Phoenix Community Housing
Sponsor: Fortem
Source: Sira Studio
- Requirement for tenant representation on its board
- Phoenix Academy teaches residents about all aspects of social housing
- 14% of Phoenix’s households were actively involved with the association in 2015/16
Phoenix Community Housing encourages all residents to engage in consultative opportunities. These opportunities play a key role in shaping services and steering the organisation’s direction. Its rules state that the chair and vice chair must be Phoenix tenants, and Phoenix residents constitute the largest group on the board.
In 2014, it established the Phoenix Academy. The annual 10-week course covers all aspects of housing, from allocations to development. Almost 50 residents have graduated from the programme and six have progressed to complete further Chartered Institute of Housing qualifications with bursaries from Phoenix. Academy graduates sit on the Phoenix Gateway Committee and Scrutiny Panel, while others have volunteered with Phoenix to grow their skills.
Its annual Community Chest awards up to £100,000 to projects that benefit local residents. Bids are assessed at an evaluation panel which includes residents. Groups with larger approved bids promote their projects at an annual gathering and funding is awarded based on a tenant vote.
To date, the Community Chest has awarded £400,000 to 39 projects benefiting more than 8,000 people.
In 2015/16, 14% of Phoenix’s households were actively involved with Phoenix and 4,800 people attended one or more of its 35 community and consultative events.
The association also consults with residents at its annual festival, which attracts more than 5,000 visitors.
The judges said
“An integrated approach grounded in their tenants and communities. They are culture-driven, self-aware and honest, encouraging tenants and staff to challenge how things are done.”
Highly commended
Soha Housing
This category was judged by
Paul Hackett, chief executive, Amicus Horizon
Alison Inman, vice-president, Chartered Institute of Housing
Jenny Osborne, chief executive, Tpas
Clare Powell, director of strategy, Sovereign
Category chair
Sarah Davis, senior policy and practice officer, Chartered of Housing
Outstanding approach to tackling anti-social behaviour
Newham Council
Sponsor: Clarke Willmott
Source: Sira Studio
- New programme developed for clamping down on drug dens
- Partnership working with local organisations helped identify those at most risk
- Local authority saved money by helping keep tenants in their homes
In 2015 the Newham Council anti-social behaviour and nuisance team developed a new approach to managing what were previously deemed ‘crack house’ closures. These had been managed by local police teams.
The emergence of new legislation in the Anti-Social Behaviour, Crime and Policing Act 2014 empowered local authorities to be able to take direct action themselves on their own tenants. Newham’s anti-social behaviour and nuisance team decided it would lead on all investigations of its tenants and support local housing associations to ensure a balanced problem-solving approach.
It had become increasingly clear when it began to fully investigate these cases that these premises contained vulnerable tenants who were being deliberately targeted. Street sex workers and other individuals wishing to use their homes for drug use or dealing were ‘befriending’ these people and taking over their premises.
Operation California resolved the issues in drug tenancies and focused on supporting tenants who were themselves victims of intimidation, alongside dealing with their mental health, drug or alcohol support needs.
It demonstrates multi-agency working at its best and saved the local authority significant resources by keeping these tenants in their homes.
The judges said
“The approach showed concern for the vulnerability of victims affected by ‘cuckooing’ and a clear understanding of the impact of this on the wider community, along with the costs.”
Highly commended
Stockport Homes
This category was judged by
Gordon Perry, chief executive, Accent Group
Liz Hamlet-Chambers, head of community safety and support, Peabody
Janine Green, managing director, Resolve ASB
Chris Grose, head of housing advisory services, Capsticks
Category chair
Melanie Rees, head of policy, Chartered Institute of Housing
Outstanding approach to meeting specialist housing needs
Look Ahead
Sponsor: STC
Source: Sira Studio
- Specialists in delivering mental health, learning disabilities, homelessness and young people services
- New learning disabilities accommodation service launched
- Valuable hospital resources freed up thanks to supported accommodation offering
Look Ahead supports thousands of people across London and the South East with a diverse range of needs, helping them to make individual choices, achieve goals and take control of their own lives by providing tailor-made support, care and accommodation services.
It partners with many local authorities and health organisations, providing specialist support and care services for more than 6,500 people with a wide range of needs.
Its service models have been co-designed with customers, carers, families and clinicians with a clear emphasis on personalisation, reablement and positive outcomes. This approach leads to less reliance on higher-cost services, including in-patient and out-of-borough provision, offering value for money and tangible reductions in high-unit costs.
Look Ahead’s Nimrod House service in Newham opened in 2016. It was established in response to the government’s Transforming Care agenda and supports people who may otherwise have to be accommodated in hospital or secure units, often out of borough and many miles away from their loved ones.
The service provides bespoke support for individuals with complex learning disabilities, high support needs and behaviour that challenges. It focuses on supporting individuals to live safely within the community, rather
than in secure settings.
The judges said
“This offers significant savings to the public purse by taking people out of long-term hospital care. It provides an open and transparent partnership with health, families and the people that use the services.”
Highly commended
Gentoo
Highly commended
New Charter Group
This category was judged by
Lord Richard Best, chair, All-Party Parliamentary Group on Housing and Care for Older People
Neil Revely, chair - housing policy network, ADASS
Domini Gunn, director of health and well-being, Chartered Institute of Housing
Category chair
Yoric Irving-Clarke, policy and practice officer, Chartered Institute of Housing
Outstanding approach to regeneration
Hull City Council and Keepmoat
Sponsor: Galliford Try
Source: Sira Studio
- Major regeneration project creating 1,400 homes and lasting more than a decade
- 80% of the site-based workforce from the Hull area
- 50% of the supply chain on project based in Hull
Keepmoat was appointed by Hull City Council as lead developer partner for the regeneration of the Newington and St Andrews area in 2007. The regeneration project will see
the delivery of 1,457 new build homes over the next 12 years.
The project is helping transform one of Hull’s most deprived neighbourhoods, providing a high-quality housing offer, local employment and training opportunities, and a number of community initiatives.
Alongside housing, Keepmoat is investing £120m over the duration of the project which will support economic growth in Hull. The economic impacts of this investment have helped boost Hull’s construction sector and other firms involved in the supply chain. Local shops and services have also been supported by new residents.
Once complete, the project will have created more than 1,000 private and public sector jobs and 100 apprenticeships.
There has also been a commitment from Keepmoat to ensure 80% of the workforce is from Hull.
By working closely with our partners and engaging the local community, the regeneration of Newington and St Andrews is well under way. Testament to the area’s transformation, Keepmoat has recently sold its 700th home in an area that was once dubbed ‘Little Beirut’.
The judges said
“This approach to funding works is enabling Hull City Council and Keepmoat to deliver an ambitious scheme in a low-value area. Both share a long-term vision for, and commitment to, the area.”
Highly commended
Network Homes
This category was judged by
Ravi Govindia, leader, Wandsworth Council
Ann Power, head of housing and communities, and professor in social policy, LSE
Richard Meier, partner, Argent (Property Development) Services
Category chair
David Pipe, policy and practice officer, Chartered Institute of Housing
Outstanding approach to promoting digital inclusion
Blackwood Homes and Care
Sponsor: BT
Source: Sira Studio
- Programme to improve digital inclusion among supported housing tenants
- 75% of tenants with Clever Cogs moved from being digitally excluded to ‘more engaged’
- Annual AGM encouraged residents to attend and participate from their living rooms
Blackwood Homes and Care’s customers are among the most digitally excluded people in Scotland. Many of them have major disabilities and many are older people who have never used any form of technology.
The association wanted to re-invent its services in a way that is accessible for everyone. Its solution was to develop Clever Cogs, a system which has revolutionised the way its staff and customers use technology. It found that 75% of its customers with Clever Cogs have moved from being extremely digitally excluded to being more confident, less lonely and more engaged.
Clever Cogs is a touchscreen home hub installed in homes, tailored to each person’s housing and care needs, as well as personal interests such as music, sports and entertainment.
Blackwood is testing home automation products that link into Clever Cogs and provide customers with a greater level of independence. Its new Blackwood House features many of these products which enable customers to control blinds, doors and lighting, as well as featuring smart devices to enable extra services like falls monitoring, smart heating and health monitoring.
Last year, Blackwood turned its AGM into a live ‘tea and technology’ event, encouraging remote users to join in from all across Scotland, with some even taking part from the comfort of their own living room through Clever Cogs.
The judges said
“A great pitch - honest, passionate and enthusiastic. It felt innovative and different, and the impact on tenants was incredible. The ethos and values of the organisation really shone through.”
This category was judged by
Geraldine Howley, group chief executive, Incommunities
James Lewis, employability and training co-ordinator, CHS Group
Josie Twinning-Stroud, head of marketing and communications, Chartered Institute of Housing
Category chair
Debbie Larner, head of practice, Chartered Institute of Housing
Outstanding approach to tackling homelessness
Crisis
Sponsor: Mitie
Source: Sira Studio
- Expert panel assembled to discuss how homelessness could be reduced
- Report compiled suggesting amendments to the law
Government lobbied, with a Crisis report turned into the Homelessness Reduction Act
Every day in its 12 centres around the UK, Crisis provides people suffering from homelessness with services that they desperately need, such as English classes, well-being services, training programmes, job coaching and housing coaching.
However, in 2016, while continuing to end homelessness person-by-person, Crisis started the process of ending homelessness on a bigger scale: by attempting to change the law. An expert panel convened by Crisis produced a detailed report suggesting how to change the law.
It proposed that the law should be changed to include:
- A prevention duty - a new duty for local authorities to take action to prevent the homelessness of anyone who is eligible for assistance and threatened with homelessness within 56 days
- A relief duty - a new duty for local authorities to take steps to relieve the homelessness of anyone who is currently homeless, eligible for assistance and has a local connection to the area
- A duty to co-operate - provisions to ensure that households are expected to take reasonable steps to resolve their own homelessness
The charity lobbied MPs to turn the report into a bill and Bob Blackman MP agreed to table the Homelessness Reduction Bill as a private members’ bill.
Crisis persuaded thousands of supporters to contact their MPs and hundreds spoke to them face-to-face in parliament. Its campaigning meant that the Homelessness Reduction Bill was passed into law last month.
The judges said
“It was impressive how Crisis united all parties - political, homelessness charitable sector, private rented sector and local authorities - to ensure this legislation had the best chance of becoming law.”
Highly commended
Depaul
This category was judged by
Maggie Brunjes, director, Glasgow Homelessness Network
Lindsay Megson, head of service, National Practitioner Support Service
Alison Gelder, chief executive, Housing Justice
Category chair
Faye Greaves, policy and practice officer, Chartered Institute of Housing
Judging process
In 2017, Inside Housing and the Chartered Institute of Housing worked with 50 of the most prominent housing experts to judge more than 400 entries across 14 categories.
Judges were drawn from a wide range of influential places, including the House of Lords, the civil service, the voluntary sector, academia, the Innovation Unit, and representative organisations such as the Local Government Association and the Chartered Institute of Public Finance and Accountancy.
Each category was assessed by a panel of relevant experts, who drew up a shortlist.
Finalists from each category were required to present their entry to judges in a tough, face-to-face interview. This process gave our judges a unique opportunity to put every organisation through its paces and to find the very best performers.
When the UK Housing Awards were launched more than two decades ago, they were the first in the sector to recognise and celebrate excellence. Today they remain the largest and most prestigious across the housing world. Our unique and rigorous judging process ensures the winners really are the best of the best.
Judges
Terrie Alafat, chief executive, Chartered Institute of Housing
Julian Ashby, chair, Homes and Communities Agency Regulation Committee
Lord Richard Best, chair, All-Party Parliamentary Group on Housing and Care for Older People
Jules Birch, freelance blogger, Inside Housing, and editor, Welsh Housing Quarterly
Carl Brown, assistant editor - digital and strategy, Inside Housing
Maggie Brunjes, director, Glasgow Homelessness Network
Natalie Elphicke, chief executive, Housing & Finance Institute
Alison Gelder, chief executive, Housing Justice
Sarah Gillinson, managing partner, Innovation Unit
Deborah Good, independent consultant
Ravi Govindia, leader, Wandsworth Council
Janine Green, managing director, Resolve ASB
Chris Grose, head of housing advisory services, Capsticks
Domini Gunn, director of health and well-being, Chartered Institute of Housing
Paul Hackett, chief executive, Amicus Horizon
Shirley Hall, well-being and community manager, ExtraCare Charitable Trust
Liz Hamlet-Chambers, head of community safety and support, Peabody
Martin Hilditch, deputy editor, Inside Housing
Geraldine Howley, group chief executive, Incommunities
Alison Inman, vice-president, Chartered Institute of Housing
Philippa Jones, chief executive, Bromford
Simon Jones, chair, LG Communications, assistant director of communications, Haringey Council
Lord Bob Kerslake, chair, Peabody
Ken Lee, chair, CIPFA housing panel
James Lewis, employability and training co-ordinator, CHS Group
Mark Lloyd, chief executive, Local Government Association
Emma Maier, editor, Inside Housing
Eamon McGoldrick, managing director, National Federation of ALMOs
Richard Medley, director of assets and neighbourhoods, CIH Consultancy
Lindsay Megson, head of service, National Practitioner Support Service
Richard Meier, partner, Argent (Property Development) Services
Jo Miller, president, Solace, and chief executive, Doncaster Metropolitan Borough Council
Derek Myers, chair of the trustees, Shelter
Jenny Osborne, chief executive, Tpas
Gordon Perry, chief executive, Accent Group
Jane Porter, executive director - operations, Amicus Horizon
Jeremy Porteus, founder and director, Housing Learning and Improvement Network
Clare Powell, director of strategy, Sovereign
Ann Power, head of housing and communities, and professor in social policy, LSE
Sally Randall, director of housing standards and support, Department for Communities and Local Government
Neil Revely, chair - housing policy network, ADASS
Caroline Rookes, chief executive, UK Money Advice Service
Charlotte Semp, director of strategy and investment, Notting Hill Housing
Dan Slee, co-founder, Comms 2.0
Gavin Smart, deputy chief executive, Chartered Institute of Housing
Jillie Smithies, director of operations, Golding Homes
Stephen Teagle, chief executive - partnerships and regeneration, Galliford Try
Josie Twinning-Stroud, head of marketing and communications, Chartered Institute of Housing
Lindsey Williams, group chief executive, Futures Homescape
Nicola Winn, managing director, Creative Bridge
UPDATE: at 10.40am 12.5.17
This article has been updated to include New Charter Group as highly commended in the ‘Outstanding approach to meeting specialist housing needs’ category
