UK Housing Awards 2020 – the winners

MNM Property Services

• This small London-based contractor boasts a strong track record of performance
• MNM’s dedication to customer service and innovation particularly stands out
• The diverse capabilities of MNM’s locally recruited staff are also vital to its success

Every year, London-based MNM Property Services delivers planned improvements to around 60,000 properties and responsive repairs to around 80,000.

Most of these properties are occupied, often by older or vulnerable residents. MNM has adapted to these customers’ needs, by offering a handyman service, for example.

It is also continually innovating. It has started using drones to inspect hard-to-reach areas, and created a portal where residents can upload photos of the required repairs and track operatives’ journeys on a live map.

Its contract with supported provider Look Ahead Housing provides a good example of its standards of performance, with a 98% resident satisfaction rating, 100% of out-of-hours calls completed on time, 100% zero defects at handover and a 10-day average void turnaround time.

MNM has an ethos of recruiting from the communities in which it works, and the diversity of the talent and capabilities of its 120 employees is key to its success. For example, they collectively speak more than 22 languages, which has proved essential to delivering an inclusive, accessible service.

The judges said
“Customer satisfaction of 98% and zero defects at handover were incredible. The team all demonstrated a passion for customer service and went the extra mile”

In round one, this category was judged by:
Fiona MacGregor, chief executive, Regulator of Social Housing
Jane Porter, chief operating officer, Optivo
Nicholas Harris, chief executive, Stonewater

In round two, it was judged by:
As above

HIGHLY COMMENDED
Liberty

Sponsored by

Platform Housing Group

• In its first year, Platform’s new DLO has delivered more than 100,000 repairs
• Customer satisfaction with the service has reached an impressive 94.8%
• The company’s success has been achieved following a merger of four in-house teams

It has been a whirlwind first year for Platform Property Care, the in-house maintenance company at Platform Housing Group. Its 300-strong team, including 27 apprentices, invested more than £7.5m in improvements, delivered almost 100,000 repairs and achieved a customer satisfaction rate of 94.8% – all while delivering efficiency savings of more than £1m.

Working with colleagues across the new business to bring together four in-house operations, Platform Property Care has built new relationships and created cost-effective solutions that support the needs of both its customers and delivery team. The team’s combined capacity, collaboration, knowledge and skills have driven an organisationally seismic move away from outsourced work. Their involvement in trade voice forums, van layouts and racking planning, the choice of uniform and branding, and naming decisions, plus an ongoing reward and recognition programme, have seen engagement levels rise to 74.7%.

But the new company’s ambitions are ongoing – it has set targets to employ more than 500 staff and 50 apprentices, and achieve a turnover of £50m by 2023.

The judges said
“Platform Housing Group’s service is built around the needs of its customers, with an impressive infrastructure for customer insight and resident engagement”

In round one, this category was judged by:
Mike Wilson, director, Tristar Consulting
Russell Thompson, executive director of assets, Thirteen Group

In round two, it was judged by:
As above

HIGHLY COMMENDED
Golden Lane Housing

Sponsored by

North Lanarkshire Council

• Town Centre Activities launched in North Lanarkshire in 2010 as a CCTV centre of excellence
• The council’s housing team has been an enthusiastic adopter of the organisation’s services
• As a result, ASB and homelessness have fallen while the council’s rental income has increased

Town Centre Activities is an arm’s-length external organisation launched in 2010 as a centre of excellence for CCTV monitoring services. Initially covering town centres and open spaces, today it has expanded into tower blocks and low-rise housing.

It uses mobile CCTV units to prevent and detect anti-social behaviour (ASB). North Lanarkshire Council’s housing service realised the benefits of CCTV and adopted a ‘spend to save’ approach. Areas with high levels of void properties, high turnover or increased homelessness benefited from greater CCTV provision to enhance community confidence. This in turn increased tenancy sustainment levels from 80% in 2010 to 92% in 2018. It also reduced homelessness and void rent loss, as well as increasing the rental income generated.

A survey of residents revealed that 84% believed that crime and ASB would rise without this CCTV service. In addition, the council’s housing service’s ASB satisfaction survey rates have risen from 77% in 2014 to 97% last year – and the housing service further strengthened this successful partnership by bringing Town Centre Activities in-house in 2019.

The judges said
“CCTV has been a catalyst for significant service improvement. This initiative has had a huge impact on a local scale, with 24-hour support and fantastic outcomes”

In round one, this category was judged by:
Darren Levy, director of housing, London Borough of Newham
Paul Crawford, group chief executive, LiveWest
Shaun Aldis, chief executive, Wolverhampton Homes

In round two, it was judged by:
Paul Crawford, group chief executive, LiveWest
Tim Fairhurst, assistant director – neighbourhood housing, London Borough of Lambeth

HIGHLY COMMENDED
Mobysoft

Salix Homes

• Last year, Salix Homes undertook an ambitious and innovative digital transformation
• Its new automated digital service for customers has proved a hit with residents
• When it comes to embracing cloud technology, Salix Homes is leading the way

Last year proved to be monumental for Salford-based Salix Homes in terms of technological innovation and digital modernisation. Salix delivered both its customer access and ICT strategies – the culmination of three years’ work to transform the business – becoming the first housing provider to fully embrace the public cloud.

This has involved implementing a cloud-based customer relationship management (CRM) system to manage customer contact and provide an automated digital service to Salix’s customers, as well as migrating its whole ICT infrastructure online.

The organisation’s new online customer portal, ‘MySalix’, uses e-commerce leaders, such as Uber and Amazon, as its benchmark and features diagnostic chatbot technology yet to be used in the sector. Tenants can diagnose, book and schedule repairs at times that suit them, and can track them right up to the moment there is a knock at the door.

In the three months since MySalix’s launch, Salix has seen more than 1,500 new customer account registrations, bringing its total number of users to 2,538 – meaning almost 27% of Salix’s customer households are now signed up to MySalix.

The judges said
“Salix showcased a whole-company approach in taking in culture, governance and operational areas – not just a technology-led solution”

In round one, this category was judged by:
Chan Kataria OBE, group chief executive, EMH Group
Geraldine Howley, group chief executive, Incommunities
Liz Haworth, group chief executive, Halton Housing

In round two, it was judged by:
Chan Kataria OBE, group chief executive, EMH Group
Geraldine Howley, group chief executive, Incommunities
Liz Haworth, group chief executive, Halton Housing

Mark Woodrow, joint managing director, Packaged Living

HIGHLY COMMENDED
WHG

Byker Community Trust

• BCT has transformed the Byker Estate, despite budgetary setbacks and the estate’s Grade II listing
• More than £35m has been invested in the regeneration of the Byker Estate since 2012
• The estate was named ‘Greatest Neighbourhood’ in 2018 by the Academy of Urbanism

Established in 2012, Byker Community Trust (BCT) housing association owns and manages the iconic Grade II-listed Byker Estate in Newcastle upon Tyne. The estate presented a significant regeneration challenge, as it needed an extensive physical, environmental and social transformation.

Despite the setback of the 1% rent cut, all prior outlined investment and more has been delivered. A main stock transfer promise outlined £39m investment in the first 20 years – and since 2012, more than £35m has been invested in the estate, along with a further £12m planned up to 2025.

Among other key performance indicators, tenant satisfaction has grown by 9% since 2017, demonstrating a culture of continuous improvement to support a stronger, sustainable community.

In 2018, the Academy of Urbanism awarded the Byker Estate the title of ‘Greatest Neighbourhood’ in the UK and Ireland. This was a deserved credit to BCT’s rapid regeneration programme that ensures the full involvement of tenants, prioritising harder issues in order to create a great place to live for a socially, culturally and demographically diverse community.

The judges said
“Without access to huge capital, the investment in the community and accountability of BCT to residents has achieved a huge neighbourhood transformation”

In round one, this category was judged by:
Alison Knight, executive director of neighbourhoods, Sandwell Council
Andrew Wallhead, chief executive, WDH

In round two, it was judged by:
Barbara Brownlee, managing director, Westminster Builds
Lee Wheeler, head of commissioning and regeneration, ExtraCare Charitable Trust

HIGHLY COMMENDED
Hull City Council and Hull Citywide Developer Partnership

Adur & Worthing Councils

• Opening Doors is an in-house lettings service launched by Adur & Worthing Councils last year
• It is a response to the rising problem of working people presenting as homeless
• It has raised more than £250,000 for reinvestment in housing for those in need

A pressing issue facing local authorities around the country is the huge rise in the number of working people presenting as homeless due to rising rents, limited housing stock and relatively low wages. In particular, this placed an enormous financial burden on Adur & Worthing Councils, forcing it to place families in bed and breakfasts or accommodation out of the area, away from work, schools and their support networks.

Rather than compete with neighbouring authorities and private providers to secure properties on the open market, Adur & Worthing took a bold and innovative approach. It established its own in-house lettings agency, Opening Doors, operating at no cost to landlords with existing homes and providing them with an attractive offer so that families in need can live in good-quality homes on secure tenancies.

Five months in, the clear targeted messaging around this disruptive approach ensured initial targets were exceeded by 120%.

Crucially, Adur & Worthing has saved more than £250,000 in temporary accommodation costs, which it is reinvesting in housing for those in need.

The judges said
“This campaign told a really good story and the genuine partnership between the housing and communications departments shone through”

In round one, this category was judged by:
Alison Inman, former president, Chartered Institute of Housing
Jill Haley, chief executive, Byker Community Trust
Margaret Dodwell, chief executive, Lewisham Homes
Nigel Wilson, chief executive, Gentoo
Gina Amoh, chief executive, Inquilab Housing Association;
Eloise Shepherd, head of housing and planning policy, London Councils

In round two, it was judged by:
Alison Inman, former president, Chartered Institute of Housing
Margaret Dodwell, chief executive, Lewisham Homes

HIGHLY COMMENDED
Nottingham City Homes

Bromford

• Safeguarding is a major factor in providing safe and secure housing to residents
• Bromford’s #DontDoNothing campaign aimed to improve staff’s understanding of this issue
• It has already resulted in a 21% increase in safeguarding referrals from staff

As one of the country’s largest housing associations, Bromford is committed to enabling its customers to thrive – and that depends on the provision of warm, safe and secure homes.

Safeguarding plays a major part in achieving this. Although safeguarding incidents were already very well reported across the organisation, it was felt more could be done to keep safeguarding messages at the forefront of colleagues’ minds and to increase knowledge and confidence – as safeguarding is everyone’s responsibility.

Bromford’s #DontDoNothing campaign is the end result of this. The campaign has used a combination of thought-provoking posters, blogs, videos, real-life stories and experiences, which have been shared throughout the business, and has deployed a cohort of safeguarding champions as well as putting safeguarding on every agenda.

The campaign has proven to be highly successful within its first six months. All Bromford’s 1,800 staff are now trained to ‘safeguarding level one’, which has already resulted in a 21% increase in referrals.

The judges said
“Bromford found a slick, creative way to engage, inform and educate colleagues about safeguarding issues and make them more confident to raise them”

In round one, this category was judged by:
Alison Inman, former president, Chartered Institute of Housing
Jill Haley, chief executive, Byker Community Trust
Margaret Dodwell, chief executive, Lewisham Homes
Nigel Wilson, chief executive, Gentoo
Gina Amoh, chief executive, Inquilab Housing Association
Eloise Shepherd, head of housing and planning policy, London Councils

In round two, it was judged by:
Jill Haley, chief executive, Byker Community Trust
Nigel Wilson, chief executive, Gentoo
Steve Hayes, head of communications, Citizen

Sponsored by

Hugg Homes

• Hugg Homes provides modular housing to councils struggling to meet short-term housing demand
• The high-quality, steel-framed modules can be relocated and reconfigured as necessary
• Feedback from both local authorities and residents has been outstanding

Hugg Homes, a subsidiary of Buckinghamshire builder Inland Homes, provides high-quality and cost-effective modular accommodation to local authorities struggling to meet short-term housing demand. It was founded to make better use of land held up in the planning system, but in 2017, it identified an opportunity to work with local authorities to provide temporary housing to meet immediate housing needs.

The company’s 60-year-guaranteed, steel-framed modules are purpose-built in the UK, bespoke to each site. They are well designed and properly insulated to the required thermal and acoustic standards, and can be easily dismantled and moved to their next site, where they can be reconfigured differently. The homes can be available in as little as 12 weeks and their ‘pop-up’ nature means that family displacement can be avoided, offering residents continuity of community services, education and family support networks.

The firm has worked with councils across the South of England, and feedback from clients and residents has been exemplary: a survey of residents in June last year found that 100% would recommend Hugg Homes to a friend.

The judges said
“This is an innovative response to a particular challenge and one we felt could be easily replicated by others. It was a genuinely different way of looking at a problem”

In round one, this category was judged by:
Andrew van Doorn, chief executive, HACT
David McQuade, chief executive, Flagship Group
Ruth Cooke, group chief executive, GreenSquare
Paul Fiddaman, group chief executive, Karbon Homes
Faisal Butt, senior manager (affordable housing), Homes England
Mark Perry, chief executive, Vivid

In round two, it was judged by:
Paul Fiddaman, group chief executive, Karbon Homes
Martin Hilditch, editor, Inside Housing

HIGHLY COMMENDED
Bristol City Council

WHG

• WHG has launched an innovative BIM programme by digitally mapping its 17 high-rise blocks
• These ‘digital twins’ will improve fire safety management first and foremost
• The project meets the digital ‘golden thread’ standard required by the new building regulator

One of the proposals put forward by the government in response to the Hackitt Review of building and fire safety is that building information modelling (BIM) processes should be mandatory for all high-rise buildings.

Walsall-based landlord WHG is leading the way in adopting these new standards in anticipation of them becoming mandatory.
It decided to spearhead an innovative BIM programme that would create computerised 3D models of all 17 of its high-rise buildings. The project clearly meets the ‘golden thread’ of information that will be required by the new building safety regulator under the recommendations of the review.

These ‘digital twins’ show that new technology can be used to support fire safety management. The project is still in its infancy, but has already been applauded by the fire service, which has said the technology will save it time in assessing incidents and help them make early decisions.

It is also assisting staff in inspecting and reviewing the buildings without having to visit them, saving time and minimising their carbon footprints.

The judges said
“This winner had to bring something new to the table that was scalable and applicable across the sector. This project did that, by developing the ‘digital twins’ concept”

In round one, this category was judged by:
Andrew van Doorn, chief executive, HACT
David McQuade, chief executive, Flagship Group
Ruth Cooke, group chief executive, GreenSquare
Paul Fiddaman, group chief executive, Karbon Homes
Faisal Butt, senior manager (affordable housing), Homes England
Mark Perry, chief executive, Vivid

In round two, it was judged by:
Andrew van Doorn, chief executive, HACT
Mark Perry, chief executive, Vivid

HIGHLY COMMENDED
Plentific

Lancaster City Council

• The council’s Home Improvement Agency has established an integrated adaptation service
• It provides a one-stop adaptations shop for vulnerable older and disabled residents
• Waiting lists have vanished as a result and the service remains free to vulnerable residents

Lancaster City Council’s Home Improvement Agency (HIA) is an in-house agency dedicated to helping vulnerable older and disabled residents live safely and with dignity in their own homes. Historically, the delivery of adaptations was undertaken by several organisations working in isolation, which caused delays. To improve provision, HIA established an integrated, person-centred service that provides residents with a quick and efficient one-stop shop for all their adaptation needs.

All new service users are visited by trusted, assessor-qualified caseworkers, who make full assessments of their housing-related needs. Staff can then identify what adaptations are necessary. Caseworkers can assess for non-complex grant work without costly assessments and elements of grant work can be completed in-house. Staff can also prescribe aids and equipment without having to refer for further assessments.

Now there are no waiting lists. Both minor and major disabled adaptations are completed quickly, and core HIA services remain free of charge to vulnerable residents. This delivers on the government’s ambition for integrated health and care services.

The judges said
“We were impressed by the council’s ability to respond quickly when providing services to the most vulnerable, while having an eye on the future to evolve services”

In round one, this category was judged by:
Andrew van Doorn, chief executive, HACT
David McQuade, chief executive, Flagship Group
Ruth Cooke, group chief executive, GreenSquare
Paul Fiddaman, group chief executive, Karbon Homes
Faisal Butt, senior manager (affordable housing), Homes England
Mark Perry, chief executive, Vivid

In round two, it was judged by:
Faisal Butt, senior manager (affordable housing), Homes England
Karen Lythe, assistant director strategic housing, Doncaster Council

HIGHLY COMMENDED
Homefinder UK

Sponsored by

Hull City Council

• Hull City Council has a unique and targeted approach to tackling climate change
• Its energy efficiency programme reduces fuel poverty and supports decarbonisation
• The programme has delivered more than 40,000 energy efficiency measures across the city

Hull City Council has a unique targeted approach to reducing fuel poverty and tackling climate change through its decarbonisation agenda. It has whole-street/area energy efficiency programmes and an ECO programme, which uses detailed asset surveys to target some of the worst-performing properties in the city. This approach has enabled the council to develop a highly respected and effective method of large-scale delivery.

Hull City Council and funding partner Npower have provided integrated packages of energy efficiency measures, benefits and advice to residents. They have delivered social and private sector programmes as parallel schemes, monitored and co-ordinated by the council’s Warm Homes Team.

More than 40,000 measures have been installed, resulting in £6m in annual collective savings to local residents and better quality of life, better housing and a financial boost to the local economy.

Throughout its relationship with Npower, the council has maintained a 100% reporting and compliance record – a major contributing factor to the programme’s success.

The judges said
“An impressive city-scale approach delivering significant outputs over a sustained period. Fantastic schemes like this will be essential to addressing the climate crisis”

In round one, this category was judged by:
Julian Ashby, chair, Paradigm Housing Group
Jennifer Daothong, commercial director, Waltham Forest Council

In round two, it was judged by:
As above

HIGHLY COMMENDED
Project Etopia

Sponsored by

Northwards Housing

• Northwards launched ‘Yes’, a community interest company, in 2013
• Yes has grown rapidly and is making a real difference to local communities
• Notable achievements include the revitalisation of a derelict parade of shops

Northwards Housing operates across some of the most challenging areas of Manchester. More than 13% of its homes are in the bottom 1% most deprived areas nationally, while more than 66% of Northwards’ homes lie within the bottom 10%.

‘Yes’ is a community interest company that was created as a subsidiary of Northwards Housing in 2013. Since then it has grown rapidly, providing a valuable service to tenants and communities across three centres. Each centre delivers a core offer – but each has diversified its overall offer, from business incubation pods to start-up grants.

Since 2018, Yes has been the catalyst for bringing a derelict parade of shops back into use in Collyhurst. The businesses installed there now include a social enterprise selling upcycled furniture and a community cafe providing access to healthy meals. There is also a proposal to open a community bakery providing access to affordable, fresh food.

Furthermore, 2018 saw the creation of The Cube, a construction training academy in the heart of the proposed Northern Gateway area, supporting those furthest from employment into opportunities within Manchester’s booming construction industry.

The judges said
“This is a fabulous example of a scheme demonstrating continuous evolution. They are clearly punching above their weight with an astounding social return”

In round one, this category was judged by:
Aileen Evans, group chief executive, Grand Union Housing Group, and president, Chartered Institute of Housing
Elizabeth Froude, chief executive, Platform Housing
Léann Hearne, group chief executive, Livv Housing Group
Paul Tanney, former chief executive, St Leger Homes
Sue Shirt, executive director, housing, Stonewater

In round two, it was judged by:
Aileen Evans, group chief executive, Grand Union Housing Group, and president, Chartered Institute of Housing
Elizabeth Froude, chief executive, Platform Housing

HIGHLY COMMENDED
Victory

Radian Group (now Abri)

• In 2016, Radian (now Abri) brought its free self‑employment training course in‑house
• Since then, ‘Create’ has facilitated the launch of more than 100 businesses
• In 2018/19, the programme generated social value worth more than £570,000

Back in 2012, Windsor-based Radian Group launched a free employment support and training (EST) service for its residents. This provides them with bespoke support to overcome barriers and access training and employment opportunities.

Initially, self-employment training was outsourced; however, only one in 10 attendees went on to start their own business. Frustration with this arrangement led EST to bring training in-house and launch its Create programme in 2016 with the strapline “Stop thinking, start creating”.

Create, which was devised by Radian’s employment support and training team, provides training and support to business start-ups. The programme consists of a rolling two-month course, with two years’ follow-on support, and is offered to residents and non-residents alike.

To date, the programme has been promoted to more than 800 people, supported 328 participants and has helped to launch 112 businesses, with 74% of participants feeling more confident. Radian has calculated that the programme generated social value worth £571,000 in 2018/19.

The judges said
“It was refreshing to see a project that focused on supporting customers to develop their own businesses and demonstrated their many innovative ideas”

In round one, this category was judged by:
Aileen Evans, group chief executive, Grand Union Housing Group, and president, Chartered Institute of Housing
Elizabeth Froude, chief executive, Platform Housing
Léann Hearne, group chief executive, Livv Housing Group
Paul Tanney, former chief executive, St Leger Homes
Sue Shirt, executive director, housing, Stonewater

In round two, it was judged by:
Léann Hearne, group chief executive,
Livv Housing Group; Sue Shirt, executive director, housing, Stonewater

HIGHLY COMMENDED
Motiv8, part of Jigsaw Homes Group (in partnership with Bolton at Home, ForHousing, Stockport Homes and Wythenshawe Community Housing Group)

Sandwell and West Birmingham Hospitals NHS Trust

• The apprenticeship programme partners an NHS trust with a homelessness charity
• It provides apprenticeships to homeless young people or those at risk of homelessness
• Participants are given accommodation, food vouchers and support into full-time work

With more than 7,000 staff, Sandwell and West Birmingham Hospitals NHS Trust is a major employer in the area and vital to the fabric of the community – not only in terms of healthcare, but also as a key source of employment. The trust is committed to tackling unemployment and social deprivation, and promoting regeneration.

The Live and Work programme, an award-winning partnership project developed by the trust and West Midlands youth homelessness charity St Basils, is aimed at providing apprenticeship opportunities and accommodation for young people who are homeless or at risk of homelessness. As well as providing a career pathway for young people, a funding and support structure has been developed to ensure they have the opportunity to live and work without recourse to welfare benefits during their 12 to 15-month apprenticeship.

The programme continues to grow in popularity and is pushing boundaries. This year alone has seen young people accessing professional opportunities in the trust’s sexual health department, paediatrics, pharmacy, assessment units, critical care and many more areas.

The judges said
“The panel were particularly impressed with the approach to training and offering sustainable employment within the NHS trust”

In round one, this category was judged by:
Anne Power, head of housing and communities, and professor in social policy, LSE
Ligia Teixeira, chief executive, Centre for Homelessness Impact
Sandra Skeete, chief executive, Octavia Housing
Yoric Irving-Clarke, policy and practice research officer, Chartered Institute of Housing
Tracey Lees, chief executive, Wandle; Joanna Killian, chief executive, Surrey County Council

In round two, it was judged by:
Anne Power, head of housing and communities, and professor in social policy, LSE
Sandra Skeete, chief executive, Octavia Housing
Yoric Irving-Clarke, policy and practice officer, Chartered Institute of Housing

HIGHLY COMMENDED
Cardiff Council

Your Homes Newcastle

• Your Homes Newcastle’s (YHN) preventative approach is paying huge dividends
• Newcastle now has the lowest rate of homelessness among the UK’s major cities
• YHN has achieved its lowest rate of evictions and assisted one in seven of its customers in the past year

Newcastle has the lowest rate of homelessness of any of the UK’s major cities – and this is due to an innovative, preventative approach to tackling homelessness, driven by ALMO Your Homes Newcastle (YHN) in partnership with Newcastle City Council.

The aim is to prevent crises from occurring by proactively delivering prevention as early as possible. YHN has transformed its services, investing in a comprehensive and person-centred prevention approach. The team has two main functions that, when combined, create a holistic and innovative approach to preventing homelessness. It offers proactive support to sustaining tenancies to all general-needs tenants before anyone reaches the risk of eviction or flitting; any tenant can access this support at any point during their tenancy.

The team also offers a range of bespoke, tailored services to create pathways into housing for vulnerable groups at high risk of homelessness. In the past year, it has assisted one in seven YHN customers through its proactive approach to sustaining tenancies and has achieved its lowest ever eviction rate.

The judges said
“A 20% year-on-year drop in evictions, housing first for couples – this is a great idea. It felt like they were really listening to people”

In round one, this category was judged by:
Anne Power, head of housing and communities, and professor in social policy, LSE
Ligia Teixeira, chief executive, Centre for Homelessness Impact
Sandra Skeete, chief executive, Octavia Housing
Yoric Irving-Clarke, policy and practice officer, Chartered Institute of Housing
Tracey Lees, chief executive, Wandle
Joanna Killian, chief executive, Surrey County Council

In round two, it was judged by:
Martin Hilditch, editor, Inside Housing
Ligia Teixeira, chief executive, Centre for Homelessness Impact

HIGHLY COMMENDED
Thanet District Council

Housing 21

• Housing 21 is the largest provider of extra care housing in England, with more than 20,000 properties
• It takes pride in listening to residents, including retaining court managers
• Its annual resident satisfaction scores are highly impressive – and rising each year

Housing 21 provides retirement housing and extra care for older people of modest means. The largest provider of extra care in England, Housing 21 manages more than 20,000 properties and provides more than 42,000 hours of social care a week. It also has one of the country’s largest property development programmes for older people’s housing.

This year’s annual resident satisfaction survey found 92% of those living in its extra care properties are satisfied with the service they receive, while 95% are happy with the overall quality of their home. Respondents primarily described living in their properties as “safe”, but also “secure” and “happy”, and staff as “nice”, “helpful” and “friendly”. In Housing 21’s retirement living properties, 94% of residents say they are satisfied with the service they receive and 94% are happy with the quality of their homes.

Housing 21 takes pride in listening to its residents. It has court managers in its retirement living schemes and is taking steps to retain care staff to maintain a consistent person-centred approach. It changed its name from Housing & Care 21 to Housing 21 this year, after residents said this would give them greater pride in their homes.

The judges said
“Under so many different headings – particularly perhaps in respect of dementia – Housing 21 is an example for the rest of the sector”

In round one, this category was judged by:
Gary Fulford, chief executive, WHG
Lord Richard Best, chair, All-Party Parliamentary Group on Housing and Care for Older People

In round two, it was judged by:
Gary Fulford, chief executive, WHG
Lord Richard Best, chair, All-Party Parliamentary Group on Housing and Care for Older People
Mary Gibbons, chief executive, CHP

Horton Housing Association

• Horton has grown from a day shelter into a provider of specialist and supported accommodation
• It works with some of society’s most vulnerable people, often with complex needs
• In the past year alone, Horton has supported nearly 5,000 people, including 300 refugees

Bradford-based Horton Housing started life more than 30 years ago as a day shelter for homeless people. Today, it provides 546 units of specialist and supported accommodation in Bradford, Calderdale, Kirklees and North Yorkshire.

People often come to it in crisis – and Horton helps them regain their confidence and ability to live happy, fulfilled and independent lives. Many of its clients have complex and multiple needs, including homelessness, mental health problems, alcohol and substance misuse, and anti-social and offending behaviour. It also works with people who are fleeing domestic violence, young people, families, refugees, Gypsies, Travellers and ex-offenders.

Its wraparound support is tailored to the needs of the individual or family and aims to move tenants out of supported housing and into longer-term homes.

In the past year, Horton has supported nearly 5,000 vulnerable people, including 300 refugees, and it is clear that providing high-quality supported housing for the most vulnerable people in society is at the heart of everything Horton does.

The judges said
“Horton’s staff are passionate, authentic and professional. Horton has helped vulnerable people move on with their lives and is focused on positive outcomes for residents”

In round one, this category was judged by:
Julian Higson, director, housing and landlord services, Bristol City Council
Julie Doyle, chief executive, Longhurst Group
Neil Revely, chair, ADASS Housing Policy Network

In round two, it was judged by:
As above

Gateway Housing Association

• Gateway Housing Association is leading the way in fostering inclusivity and diversity
• Half of vacant board positions must now go to women and/or BAME applicants
• Its wider approach to diversity has boosted staff engagement and resident satisfaction

The latest industry figures reveal a bleak and disproportionately low rate of BAME leadership progression compared with their white counterparts. But this isn’t the case at London-based Gateway Housing – diversity starts at the top.

In 2018, the board decided to hold itself to account and ensure diversity in perpetuity by setting aspirational targets for board recruitment – half of vacancies must now go to women and/or BAME individuals.

Making it clear this is a strategic issue has shaped conversations with recruiters and has ultimately left Gateway with a supremely talented board.

Gateway also recognises that diversity is an integral part of healthy communities, positive workplaces and productive businesses. It leads on diversity and inclusion and can be justifiably proud of the impact this has made internally and as a contribution to the broader external discussion around the issue.

Meanwhile, the more effort Gateway has made to build a truly inclusive environment, the more its staff engagement and resident satisfaction have quantifiably improved.

The judges said
“If you want to see diversity in action, Gateway Housing Association is the place to go. There is a passion for and commitment to diversity at all levels of the organisation”

In round one, this category was judged by:
Ian Reed, chief executive, Plus Dane Housing
Raj Patel, chief executive, Diverse Thinking Limited
Sasha Deepwell, chief executive, Irwell Valley Homes

In round two, it was judged by:
Alison Muir, director of resident services, Peabody Group
Ian Reed, chief executive, Plus Dane Housing

HIGHLY COMMENDED
Leadership 2025

Sponsored by

London Borough of Hackney

• Since bringing housing back under council control, Hackney’s housing team has performed impressively
• The team has sought to improve every aspect of its service, working with residents and partners
• Its efforts are reflected in rising levels of satisfaction among tenants and leaseholders

The housing services team at Hackney Council in London has one overarching aim: to be exceptional. This means putting residents at the heart of its service delivery and every aspect of its work.

The team is transforming its housing offer to residents. It has modernised the working practices of its officers so they are more visible on estates.

It is also investing in its staff by providing local people with shadowing opportunities and apprenticeships. This recognises the fact that being exceptional is about having well-trained, motivated and qualified staff to provide excellent services to residents.

The team is working with residents and partners to provide excellent services. It is harnessing digital technology to improve communication with residents. It is also improving existing homes and making best use of the housing stock.

The council’s tenants and leaseholders have recognised these improvements –satisfaction with the quality of homes and the service itself has increased since it returned to council management in 2016.

The judges said
“We were particularly impressed with the strategic approach to tackling the housing crisis. The team is working to deliver complex housing services”

In round one, this category was judged by:
Ellen Vernon, programme director, Local Government Association
Rob James, director of neighbourhoods, Birmingham City Council

In round two, it was judged by:
As above

HIGHLY COMMENDED
Brent Council

Sponsored by

Home Group

• Home has been shortlisted for this award three times – and has clearly acted on previous feedback!
• The group has worked with more than 3,800 customers to deliver social value worth £2.5m this year
• Its campaigning on issues such as Universal Credit will help social housing residents everywhere

Home Group is one of the UK’s largest providers of housing and support services, supporting more than 110,000 people in nearly 55,000 homes. The group has clear strategic goals to help its customers realise their aspirations. It is building the right homes in the right places, and finding new ways for customers to get on the property ladder. It is a leader in the sector when it comes to integrated health, housing and social care, and is always striving to become even more digital and efficient.

This year, the group has worked with more than 3,800 customers across more than 30 activities, delivering overall social value worth £2.5m. It has also worked with more than 20,000 vulnerable people in supported housing and health services.

Home continues to engage with customers across the country. Customers sit on its board to help drive this accountability.

The group joined The Trussell Trust’s campaign to end the five-week wait for Universal Credit payments. It is also leading the drive to scrap the 53-week rent policy, working hard to demonstrate to government the impact this has on its customers.

The judges said
“Home has achieved efficient, high-quality, outstanding services that go above and beyond, and it can demonstrate this impact across a wide variety of areas”

In round one, this category was judged by:
Gavin Smart, chief executive, Chartered Institute of Housing
Martin Hilditch, editor, Inside Housing
Sally Thomas, chief executive, Scottish Federation of Housing Associations

In round two, it was judged by:
Gavin Smart, chief executive, Chartered Institute of Housing
Sally Thomas, chief executive, Scottish Federation of Housing Associations

HIGHLY COMMENDED
Hull City Council
ClwydAlyn

Sponsored by

Aileen Evans
Group chief executive, Grand Union Housing Group, and president, Chartered Institute of Housing

Alison Inman
Former president, Chartered Institute of Housing

Alison Muir
Strategic leader, non-executive director and latterly director of resident services, Peabody

Alison Knight
Executive director of neighbourhoods, Sandwell Council

Andrew van Doorn
Chief executive, HACT

Andrew Wallhead
Chief executive, WDH

Anne Power
Head of housing and communities, and professor in social policy, LSE

Barbara Brownlee
Managing director, Westminster Builds

Chan Kataria
Group chief executive, EMH Group

Darren Levy
Director of housing, Newham Council

David McQuade
Chief executive, Flagship Group

Elizabeth Froude
Chief executive, Platform Housing

Ellen Vernon
Programme director, Local Government Association

Eloise Shepherd
Head of housing and planning policy, London Councils

Faisal Butt
Senior manager (affordable housing), Homes England

Fiona MacGregor
Chief executive, Regulator of Social Housing

Gary Fulford
Chief executive, WHG

Gavin Smart
Chief executive, Chartered Institute of Housing

Geraldine Howley
Group chief executive, Incommunities

Gina Amoh
Chief executive, Inquilab Housing Association

Hakeem Osinaike
Director of housing, Brent Council

Ian Reed
Chief executive, Plus Dane Housing

Jane Porter
Chief operating officer, Optivo

Jennifer Daothong
Commercial director, Waltham Forest Council

Jill Haley
Chief executive, Byker Community Trust

Joanna Killian
Chief executive, Surrey County Council

Julian Higson
Director, housing and landlord services, Bristol City Council

Julian Ashby
Chair, Paradigm Housing Group

Julie Doyle
Chief executive, Longhurst Group

Karen Lythe
Assistant director strategic housing, Doncaster Council

Léann Hearne
group chief executive, Livv Housing Group

Lee Wheeler
Head of commissioning and regeneration, ExtraCare Charitable Trust

Leigh Johnson
Head of master development and design, Homes England

Ligia Teixeira
Chief executive, Centre for Homelessness Impact

Liz Haworth
Group chief executive, Halton Housing

Lord Richard Best
Chair, All-Party Parliamentary Group on Housing and Care for Older People

Margaret Dodwell
Chief executive, Lewisham Homes

Mark Woodrow
Joint managing director, Packaged Living

Mark Perry
Chief executive, Vivid

Martin Hilditch
Editor, Inside Housing

Mary Gibbons
Chief executive, CHP

Mike Wilson
Director, Tristar Consulting

Neil Revely
Chair, ADASS Housing Policy Network

Nicholas Harris
Chief executive, Stonewater

Nick Walkley
Chief executive, Homes England

Nigel Wilson
Chief executive, Gentoo

Paul Fiddaman
Group chief executive, Karbon Homes

Paul Crawford
Group chief executive, LiveWest

Paul Tanney
Former chief executive, St Leger Homes

Raj Patel
Chief executive, Diverse Thinking Limited

Rob James
Director of neighbourhoods, Birmingham City Council

Russell Thompson
Executive director of assets, Thirteen Group

Ruth Cooke
Group chief executive, GreenSquare

Ruth Davison
Chief executive, Islington and Shoreditch Housing Association

Sally Thomas
Chief executive, Scottish Federation of Housing Associations

Sandra Skeete
Chief executive, Octavia Housing

Sasha Deepwell
Chief executive, Irwell Valley Homes

Shaun Aldis
Chief executive, Wolverhampton Homes

Steve Hayes
Head of communications, Citizen

Sue Shirt
Executive director, housing, Stonewater

Tim Fairhurst
Assistant director – neighbourhood housing, Lambeth Council

Tracey Lees
Chief executive, Wandle

Yoric Irving-Clarke
Policy and practice officer, Chartered Institute of Housing

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