Why they won – full details of the Housing Heroes Awards 2019 winners

Aiden Peppard, Pendleton Together

• A remarkable and inspiring story of a young life transformed
• Aiden Peppard’s journey demonstrates the value of apprenticeships as a way into work and careers
• The judges praised his ambition, dedication and pride both in himself and his community

In the not-too-distant past, Aiden Peppard didn’t like learning and lacked the ambition to succeed. After dropping out of a college plumbing course, he became unemployed for 18 months. His life seemed to lose purpose and, when a leaflet dropped through his door from Pendleton Together (part of Together Housing Group), Mr Peppard didn’t look at it at first. “I didn’t think it was something for me,” he recalls. “But I knew I needed to get my life in order.”

Reaching the age of 21 proved a turning point for Mr Peppard, however, and he applied for an eight-week voluntary placement at Pendleton Together. After staff noted his commitment and new-found motivation, his placement was extended by another four weeks and, having found something purposeful to which to dedicate himself, Mr Peppard didn’t hesitate to apply when an apprentice opportunity came up.

He began as an apprentice in environmental services in June 2018 and is now working towards his NVQ Level 2 Certificate in Local Environmental Services. Now Mr Peppard has set his sights on a permanent, full-time position.

The judges said

“The judges felt that the journey that Aiden has taken is a positive step towards his future career, and demonstrates his contribution to and sense of pride in both his community and himself.”

Highly commended

Bethany Edge, First Ark

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Sponsored by

Julie Nicholas, Monmouthshire Housing Association

• An impressive list of roles and achievements spanning a 25-year career in housing
• Julie Nicholas has worked across the sector, leading on transformative initiatives along the way
• A well-known and widely respected ambassador for the wider housing sector

Julie Nicholas’ varied and distinguished career in housing began in 1994 when she joined Opportunity Housing Trust as a support worker. With what was, in hindsight, unsurprising rapidity, she was promoted to housing manager.

In 1999, Ms Nicholas became a homelessness project worker for Welsh homelessness support organisation Solas, before leaving to take up the position of housing manager trainee at Torfaen County Borough Council. During this time, Ms Nicholas undertook a master’s degree in housing, achieving a distinction and receiving awards in years one and three of her course for her exceptional effort.

Ms Nicholas then continued her housing journey as a housing officer at HAIL Housing Association. Two years later, she secured the role of Supporting People regional officer at Blaenau Gwent County Borough Council. After two years in this role, she took on the role of policy and public affairs manager at the Chartered Institute of Housing Cymru, becoming widely known and respected in the sector, before securing her current role of new homes manager at Monmouthshire Housing Association in 2016.

This award recognises Ms Nicholas’ career, her dedication to the sector and her contribution to improving lives.

The judges said

“Throughout her career Julie has led on a range of initiatives that help others and encourage learning through sharing knowledge across diverse groups.”

Highly commended

Barbara Shaw, Ashfords LLP

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Communications and media team, Trivallis

• This team has been at the forefront of Trivallis’ digital transformation
• Its efforts to help customers understand Universal Credit have been effective and well targeted
• The team has met or exceeded its targets while generating significant savings for the group

As a relatively new group, Trivallis’ communications and PR team has embraced the challenge of restoring the organisation’s reputation after a tough few years. Throughout 2018/19 the team has worked hard to establish the brand, setting ambitious targets that have resulted in great feedback and a strong feeling that Trivallis is an organisation heading in the right direction.

The team has been bold in its approach, with digital campaigns such as UC Made Easy, which explains Universal Credit, and Our Vision, Our Future, which uses video and digital to great effect to help emphasise Trivallis’ transformation into a digital-first organisation.

The team has also engaged well with colleagues and customers, creating a culture in which people are willing to share their stories and successes. It has met or exceeded all its targets and, by bringing all communications in house and balancing traditional and digital communications, has saved more than £250,000.

This demonstrates the true value of communications by contributing to Trivallis’ wider goals, such as reducing the impact of the changes brought by Universal Credit on customers and the business, and building a new website that had saved money and enabled Trivallis to improve the quality of the services it delivers to its customers.

The judges said

“This is a communications team working to innovate and transform while respecting its parent organisation’s culture, values and status. Made a great impact in helping customers make sense of Universal Credit via social media.”

Highly commended

Communications and marketing team, One Manchester

This category was judged by

David McQuade, chief executive, Flagship

Bruce Moore, chief executive, Housing 21

Gail Teasdale, chief executive, Broadacres Housing Association

Same-day repairs service, Homes in Sedgemoor

• A truly innovative solution to customers’ request for an improved service
• Teams from across the organisation worked together to deliver a same-day repairs service
• The service has earned 100% customer satisfaction in its first months of operation

The nominated team – which is made up of Homes in Sedgemoor’s repairs contractor MD Group, customer services team and asset management team – has transformed this organisation’s repairs.

Homes in Sedgemoor’s customers fed back that they needed it to be easier to make repairs appointments and that they didn’t want to have to change their plans to keep an appointment. So the teams described above took on this challenge and introduced a same-day repairs service.

They had to rethink how they approached the working day and work more closely than they ever had before – and this has translated to the delivery of an incredible service for Homes in Sedgemoor’s customers.

The teams used a lean approach to deliver their organisation’s key objectives of excellent services, through great people, which are wholly responsive to tenants’ needs and wants.
This team fully embraced the concepts of a customer-focused service and ran with it; in fact, they have helped to embed this way of working across the whole organisation.

Customer satisfaction with this new way of working has been at 100% for the past three months. One customer had this to say about it: “Your same-day repairs service is 100% brilliant.
I reported a fault online around 11am and by 3pm it was all fixed. Best landlords around by far.”

The judges said

“This is an innovative service which puts customers at the heart of its delivery, offers value for money and high levels of performance, and significantly betters what is on offer in other sectors.”

Highly commended

Property services, Dunedin Canmore

This category was judged by

Darrell Mercer, chief executive, A2Dominion

Sue Shirt, executive director –customer experience, Stonewater

Sponsored by

Tower Hamlets Crisis House team, Look Ahead

• An effective service that saves money and improves patient outcomes at a time of squeezed budgets
• Crisis House reduces pressure on the NHS and saves more than £1,700 per patient, per week
• All while delivering a service that 96% of its users would recommend

Tower Hamlets Crisis House offers short-term accommodation to people experiencing an acute episode of mental ill health, providing an alternative to acute hospital admission for those who are too unwell to be treated at home. It supports Look Ahead’s objectives to provide community-based support for people with mental health needs through an integrated health, social care and housing service.

The service saves the borough more than £1,700 per patient, per week, meaning more patients can be supported, and – based on Health of the Nation Outcome Scales – 94% of customers show an overall improvement in mental health.

Patients prefer to be at Crisis House rather than in hospital, and bed managers are happy to refer to the service. It has significantly reduced pressure on hospital beds. In 2018 no customers chose to leave the service once admitted and 96% of customers would recommend it.

The service is provided in a homely environment, significantly alleviating pressure on hospital wards, and connects residents with community-based services to support each individual’s full recovery. It helps residents identify coping mechanisms to use in the event of another episode of mental ill health, and offers training in peer support, empowering residents to lead their own recovery as well as supporting others in theirs.

The judges said

“An example of great partnership working which delivers tangible results for service users and the wider community, at less than half the cost of traditional services.”

Highly commended

Nightingale House, Cadwyn Housing Association

This category was judged by

Darrell Mercer, chief executive, A2Dominion

Sue Shirt, executive director –housing, Stonewater

Plus Dane/ SHAP refugee resettlement team

• This team works in a challenging climate to help some of the most vulnerable refugees
• Plus Dane/SHAP have helped resettle more than 100 refugees in Halton
• The scheme’s success has led to its extension for a further year, and possibly two

In 2017, Plus Dane Housing, in partnership with SHAP, was awarded the refugee resettlement contract for Halton Borough Council. Since then, Plus Dane/SHAP’s dedicated support team has worked with the council to resettle and integrate 25 Syrian refugee families (more than 100 people in total) in Halton so far.

The families arrive in the UK as part of the government’s Syrian Resettlement Programme. As part of its service, Plus Dane/SHAP ensures that the families have access to appropriate health, education, and employment and training opportunities. The service also includes supporting the families to obtain any welfare or benefits to which they may be entitled.

The contract fits in well with the social and moral purpose of Plus Dane, and began a new strand of work for the organisation. The team say the work has been challenging and they have needed to be open to continuous learning and readjustment as their knowledge and skills evolve – but more than anything, it has been hugely rewarding.

Following the success of the refugee resettlement provision in Halton, the local authority has extended the contract with Plus Dane/SHAP for a further year until 2019, with an option for a further 12-month extension after that.

The judges said

“When it is easier to walk away, Plus Dane did the opposite. Working in a challenging climate, they have delivered services to one of the most vulnerable groups in our communities. An outstanding winner.”

Highly commended

Care and support, One Housing

This category was judged by

Darrell Mercer, chief executive, A2Dominion

Sue Shirt, executive director –customer experience, Stonewater

Business improvement team, Wales & West Housing

• This team has applied a systems-thinking approach to a new IT system to great effect
• Building a system for use by frontline staff working in rural areas posed its own set of challenges
• The team’s efforts have been transformational and ingenious, improving the lives of staff and customers

Wales & West Housing prides itself on its systems-thinking approach – and when faced with the challenge of creating a new housing IT system to replace outdated software, Wales & West Housing adopted a similar approach.

The business improvement team is made up of a diverse group of people who possess a wide range of skills including ICT, data and business analysis, and PR and communications. They have been working together to understand what frontline housing staff need to deliver an efficient service for residents.

Having 12,000 homes spread across 15 local authority areas in North, South and West Wales means that poor wifi connection is a major problem for frontline staff. One of the first problems to solve was how housing officers could access relevant information quickly and easily. They could not check what the latest communications had been with the resident or any vulnerability issues the person might have, nor could they check to see if their payment plans were up to date.

Led by Alex Stephenson, the business improvement team started working with remote and office-based housing officers from a cross section of geographical areas to dissect the inadequacies of the old system and to understand what staff needed to do their daily jobs. After all, why not create a system that works exactly how you want it to?

The judges said

“The business transformation team at Wales & West Housing has transformed the organisation’s frontline service by developing an ingenious solution that has benefited staff and customers alike.”

This category was judged by

David Montague, chief executive, L&Q

Bronwen Rapley, chief executive, Onward Homes

Barbara Spicer, chief executive, Plus Dane

Isobel Stephen, housing supply director, MHCLG

Equality and diversity engagement group, Network Homes

• The equality and diversity engagement group at Network Homes has gone from strength to strength
• The team formulated Network Homes’ first equality and diversity action plan last year
• Since then, the team has delivered a high standard of education in diverse and imaginative ways

Network Homes’ Equality and Diversity Engagement Group (EDEG) put together the business’ first equality and diversity strategy and action plan in 2018. It focuses on diversity and inclusion for customers, the community and staff, ensuring they are free from prejudice and discrimination.

The team is made up of 15 people from all departments and levels of the business and includes resident representation. Each protected characteristic under the Equality Act 2010
is represented.

Supported by Network Homes’ board, the group was established by Tabitha Kassem, director of governance, compliance and legal, who has a hidden disability. She recognised that action needed to be taken to celebrate the diversity of the business and address any instances that hindered equal treatment. Although Network Homes is not a public authority, the EDEG realised the benefits of adopting the Public Sector Equality Duty in all its practices. The team recognised that a significant number of their stakeholders were affected by mental health issues, so they included identifying and supporting those with mental health issues the equality and diversity strategy and action plan.

Since the EDEG was formed in 2017, it has had great success in promoting equality and diversity in the business and raising awareness of key events such as Black History Month through staff and external events, blog posts and more.

The judges said

“This team demonstrated an understanding of equality and invisible diversity. Great examples of education offered in diverse and inclusive ways, and impressive given that everyone needed to be brought together to make it work.”

Highly commended

Achieving and Harnessing Board Diversity, Together Housing Group in partnership with Progress Housing Group

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Anti-social behaviour team, Vale of Aylesbury Housing

• A small team of two that is having a big impact on the communities it serves
• Great partnership working and victim support boost residents’ confidence in their communities
• The team’s work has strengthened the reputation and delivery of its parent organisation

This small but effective team of two is the first point of contact for victims of anti-social behaviour within Vale of Aylesbury Housing’s communities.

Safeguarding residents is a priority for the trust and both team members take a leading role in protecting and supporting the most vulnerable, dealing with complex situations and working in partnership to tackle the growing threat of county drug lines and organised crime.

They achieve positive outcomes using a variety of legislative powers and preventative measures. Their role requires liaising with victims, agencies such as Thames Valley Police, local social and mental health teams, and colleagues. They collect and document evidence for court, serve injunctions and attend evictions. In addition, they raise awareness of possible threats through internal campaigns, media relations and regular attendance at multi-agency meetings.

The intervention and guidance the team offers leaves those affected in a stronger position to meet their tenancy obligations, remain in their homes and become more engaged with their local community. These are all things that could so easily be lost if the situation was poorly managed.

The proactive approach taken by the team has enhanced this organisation’s reputation, strengthened relationships with some of its key stakeholders, and helped it work more effectively on other projects and initiatives in the area.

The judges said

“A small team tackling big issues of crime and anti-social behaviour, demonstrating skill, commitment, courage and persistence. They are building confidence in their area, which will help other vulnerable people come forward.”

Highly commended

Community safeguarding team, Poplar Harca

This category was judged by

John Johnston, chief executive, Bernicia Homes

Denise Fowler, chief executive, Women’s Pioneer Housing

Tower Hamlets Homes caretakers, Tower Hamlets Homes

• This team maintains excellent service for some of the most disadvantaged communities
• Their dedication ensures high standards of cleanliness and pride in the neighbourhoods
• Exemplars in great customer service

Tower Hamlets Homes (THH) provides services for some of the most disadvantaged communities in the country, where the need for great housing services is unquestionable. The work of its 160 caretakers demonstrably supports two of THH’s three strategic objectives: to provide excellent customer service, and to maintain homes and neighbourhoods to be proud of.

Every day, this team sweeps and mops 300 lifts and 800 ground floor lobbies; completes health and safety checks including fire risks for all shared areas such as entrances, lifts, lobbies and stairways as well as external areas; checks 1,200 bin chambers and chutes for blockages; reports and removes bulky items; and sweeps or picks up litter and empties 2,500 litter bins.

Every week, meanwhile, the team cleans and sweeps 1,500 stairways and 4,100 internal landings. To deliver this service to the standard that THH’s residents demand and deserve, every year the team goes through 12,000 mops, 21,000 litres of degreaser and 7,000 pairs of gloves, and replaces 7,000 light bulbs. The team has also responded to an increase in fly-tipping; in 2018/19 they cleared around 11,200 dumped bulky items and 5,000 dumped mattresses.

“Individually and as a team, this is a service that never says no. They are exemplars in great customer service,” says Sirajul Islam, deputy mayor and cabinet member for housing at Tower Hamlets Council.

The judges said

“This team works hard in a challenging environment, with demonstrable evidence of success. The opportunities the service creates for local people are making people’s lives better.”

Highly commended

Supported housing team, Aldwyck Housing Group

This category was judged by

John Johnston, chief executive, Bernicia Homes

Denise Fowler, chief executive, Women’s Pioneer Housing

Responsive repairs team, Orbit

• Over the past two years this team has achieved an impressive increase in customer satisfaction
• Repairs is the most important service for tenants – and this has been clearly recognised by Orbit
• The team regularly goes the extra mile to ensure customers are well looked-after and feel safe at home

The responsive repairs team is made up of 43,000-home Orbit Group’s unsung heroes – at least, until now. This team contains a mix of experience, from its apprentices to its longest-serving area inspector, who has more than 40 years’ experience in the sector. Everyone has something unique to bring to the team, but all are driven by the same goal: providing an excellent experience for Orbit’s customers.

The team has been on an incredible journey over the past two years; when the current head of service came on board, the team had an average customer satisfaction score of 76%, but this has since been turned around.

Over the past winter, the average satisfaction score had risen to 91.5% – and the team’s wider organisational objective was to achieve an overall score of 85% for customer satisfaction, so it’s safe to say they have smashed this.

The repairs department is far from the most glamorous part of any housing association; there isn’t any tape to cut at a shiny new youth centre, but it is a service needed by every customer in each of Orbit’s homes. This team’s members have shown they can provide this service and go the extra mile so their customers know they can depend on them to rectify any issues and make sure they are safe in their homes.

The judges said

“This team demonstrated significant and sustained improvement, and has delivered the service that matters most to Orbit’s tenants in a way that made customers feel respected and valued.”

This category was judged by

David Montague, chief executive, L&Q

Bronwen Rapley, chief executive, Onward Homes

Barbara Spicer, chief executive, Plus Dane

Isobel Stephen, housing supply director, MHCLG

Sponsored by

James Rides, Taff Housing Association

• A year ago, James Rides took on full responsibility for an allotment site that was in need of a lot of TLC
• He has secured funding that has paid for equipment and has helped the users to keep the site tidy and safe
• His dedication means anyone can now grow their own food, and has encouraged participation

James Rides is passionate about gardening. He has volunteered on Taff’s allotment for a number of years and was elected chair of the allotments group just over a year ago (along with his mascot, ‘Stew Pot’ the rabbit). As chair, Mr Rides has taken full responsibility for the allotment and has encouraged the group to become self-sufficient.

He independently applied for funding that would help the group not only to keep the allotment a safe and tidy space for people to grow fruit and vegetables, but also to provide money that would pay for better equipment for group members. The additional funding that Mr Rides has secured has enabled the allotment to be better managed and to grow in size, which has in turn attracted more people from all walks of life to the group.

The funding also enabled the group to purchase a second large polytunnel to accommodate all allotment users, which has encouraged participation by some vulnerable tenants who are now less isolated as a result of feeling a part of a community that shares a common interest.

Mr Rides’ dedication ensures that the allotment enables anyone to grow their own produce, and learn about nutrition and where food comes from. This is a real credit to Mr Rides, who often says: “Plants never discriminate, so why should the growers?”

The judges said

“The personal initiative and leadership was an aspect of this application which stood out. The wide range of impacts of James’ work demonstrates his commitment to wider environmental change and challenges.”

Highly commended

Jodie Barry, CCHA

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Sponsored by

Lee Bloomfield, Manningham Housing Association

• A leader and mentor with clear passion for improving and developing services to BME communities
• Lee Bloomfield has been involved in HDN’s Board Mentoring Programme for two years
• He is keen to share his experiences and offer mentorship to individuals and organisations

With a 20-year career in senior housing positions under his belt, Lee Bloomfield has been Manningham Housing Association’s chief executive since January 2018. Previously chief executive of a BME housing association in Leeds, Mr Bloomfield is passionate about instigating change and improving and developing services for BME communities.

Mr Bloomfield serves as vice-chair of the board of the Housing Diversity Network (HDN) and has been an active mentor as part of the HDN Board Mentoring Programme for more than two years.

His knowledge and experience of the sector, combined with his passion for sharing learning and supporting development to further skills and diversity on boards, has enabled the individuals he has mentored to grow and, in turn, to add value to the boards and organisations they serve.

“Lee’s housing knowledge, support and words of encouragement have been invaluable in shaping and improving my role as a board member,” says Taf Sharif, a board member at Equity Housing Group.

“He has guided me throughout the year, providing practical support and tangible actions for me to put into practice. Lee has made a positive difference by instilling confidence and assertiveness in a young, female, minority ethnic non-executive director in the housing sector, such as myself.”

The judges said

“Lee ensures that he shares his experiences and mentoring support across a wide variety of individuals and organisations over a period of time.”

Highly commended

Michael Chaplin, Ashfield District Council

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Sponsored by

Shadrack Mbatha, Wolverhampton Homes

• An inspiration and role model, both to his colleagues and the communities he serves
• An impressive career to date that began with an eight-week work placement in 2012
• Shadrack Mbatha goes above and beyond the call of duty in his determination to make a difference

Shadrack Mbatha joined Wolverhampton Homes in 2012 on an eight-week work placement. Upon completion of his placement, he was offered a 12-month paid apprenticeship working in Wolverhampton Homes’s estate services team.

Mr Mbatha soon made his mark, and later that year he was promoted to community impact officer. He made such an impression on the estates services team during his apprenticeship that when a vacancy became available in 2013 for a housing officer to join the team, he was encouraged to apply. Equally eager to have him as part of their teams, the estate services and community impact teams accommodated Mr Mbatha by allowing him to take on both roles, 50/50.

Mr Mbatha went from strength to strength and in 2016 he was promoted to tenancy officer. He now oversees one of Wolverhampton Homes’ most densely populated and diverse communities. The estate is also undergoing a £120m regeneration. This period of significant change brings its own challenges, and Mr Mbatha faces these head-on.

He is a true ambassador for his employer and a real inspiration to his colleagues. He takes to his duties with a smile and conducts himself with passion and professionalism. Mr Mbatha embodies Wolverhampton Homes’ core values and regularly takes on duties beyond his remit to ensure that the business delivers positive outcomes.

The judges said

“Shadrack is a colleague who clearly inspires others, and who has demonstrated a positive determination to make a difference to the customers of Wolverhampton Homes and beyond. A great role model.”

Highly commended

Rob Widders, first response team, Salix Homes

This category was judged by

David McQuade, chief executive, Flagship

Bruce Moore, chief executive, Housing 21

Gail Teasdale, chief executive, Broadacres Housing Association

Tom Madden, Eastend Homes

• Tom Madden has been a committed pioneer of resident engagement since the early 1980s
• He was instrumental in creating Eastend Homes, a community-based, resident-led social landlord
• Today, at the age of 88, his drive and commitment remain as strong as ever

Whether you ask a resident, a politician, a housing officer or a chief executive about Tom Madden’s voluntary contribution to social housing and, in particular, community cohesion, you will always receive the same glowing response. He is a selfless pioneer of resident engagement for whom nothing is too much trouble – and a passionate, inspiring individual who possesses a solid belief in the right and power of decent social housing.

Mr Madden’s commitment to his community spans almost four decades. During this time, he has consistently campaigned and encouraged investment, facilities and cohesion for his estate as well as the wider area of the Isle of Dogs in the London Borough of Tower Hamlets.

He has been a tenant on the Westferry Estate on the isle since the early 1980s. In those years, Mr Madden made sure his estate received much-needed funds at a time when social housing in the area was difficult to let and unemployment was high.

In the 1990s he led a vociferous and sustained campaign for large-scale improvements to the estate, which led successfully to its refurbishment. A decade later, Mr Madden was instrumental in creating Eastend Homes, a community-based, resident-led housing association.

Always vocal, always passionate, his presence has ensured a positive resident perspective in all areas of this resident-focused organisation.

Note: Mr Madden’s award was collected on his behalf

The judges said

“What a great application – the word ‘fearless’ jumps off the page. It demonstrates a profound belief in the rights of tenants and in the fight against racism and social injustice.”

Highly commended

Sheila Blunt, Prospect Community Housing

This category was judged by

David Montague, chief executive, L&Q

Bronwen Rapley, chief executive, Onward Homes

Barbara Spicer, chief executive, Plus Dane

Isobel Stephen, housing supply director, MHCLG

Amy Griffith, Housing Plus Group

• An impressive career journey over 20 years, marked by determination and hard work
• Amy Griffith is making a difference – not just to her employer’s performance, but to its culture, too
• A positive role model for women in the traditionally male-dominated construction sector

Amy Griffith started her career 20 years ago as an administrator at a housing association. “They gave me the opportunity to develop my skills and even paid for me to study for a degree,” she says.

“In housing I discovered an environment where I could make a real, practical difference to the lives of people and communities. It felt good to be able to achieve something tangible and make that difference.”

Today, Ms Griffith is senior operations manager at Property Plus in Shropshire, managing home improvements and repairs for 6,000 homes and retirement living schemes across the county. She is making a difference to the business’ performance and inspiring a cultural change in the workforce.

“I’m already working towards the next step in my career,” she says. “I have completed a development plan, which provided me with ongoing access to coaching support and training to improve any specialist technical knowledge required by the role.

“All the men in my family are fiercely competitive and I grew up with the drive to set the bar really high. Now, working as a female in a predominantly male environment, the expectations I set myself represent the biggest hurdle I have to overcome – along with PPE clothing, which is still not designed to fit women!”

The judges said

“Amy’s career journey is so impressive. She is constantly learning and developing herself, showing great commitment and successfully operating in a tough construction sector. She is a positive role model for women – super to see.”

This category was judged by

David McQuade, chief executive, Flagship

Bruce Moore, chief executive, Housing 21

Gail Teasdale, chief executive, Broadacres Housing Association

Sponsored by

John Synnuck, Swan Housing Association

• After 50 years of service to the housing sector, John Synnuck shows no signs of slowing down
• An exceptional leader who has built a high-performing, future-facing housing association
• His passion and belief in innovation has benefited thousands of residents and employees over his career

John Synnuck is an exceptional leader, innovator and social champion, who is celebrating 50 years of service to the housing sector. After starting out as a trainee in housing in 1968, he soon became passionate about housing and rose quickly through the ranks.

In 1994, Mr Synnuck seized the opportunity to set up a new housing association in Basildon, Essex. Basildon Community Housing Association began as a stock transfer of 2,500 homes; today, as Swan Housing Association, it owns and manages almost 12,000 social and shared ownership homes, with more than 6,500 new homes in the pipeline.

Mr Synnuck believes that housing associations can change people’s lives, but only if they listen to residents and learn what drives them and what their priorities are – and so while as chief executive Mr Synnuck exhorts Swan to work in an innovative and entrepreneurial way, it is so that his organisation can provide high-quality, life-changing housing services to residents.

Despite his half a century in housing, Mr Synnuck is showing no signs of slowing down. Swan is undertaking massive regeneration projects in Purfleet, Basildon, Tower Hamlets and Southend. Mr Synnuck’s approach is to motivate his staff and support residents while making a positive impact on the industry. This approach has meant that his leadership, innovation and genuine passion have positively impacted thousands of residents and employees during his five decades in the sector.

Note: Mr Synnuck’s award was collected on his behalf

The judges said

“His dedication to Swan and housing more generally makes John stand out as an ambassador for the sector. He is someone who has taken housing into the next generation.”

Highly commended

Sue Hockett, Women’s Pioneer Housing

This category was judged by

Vanessa Howell, head of professional standards, Chartered Institute of Housing

Gordon Perry, governing board member, Chartered Institute of Housing

Karen Armitage, governing board member, Chartered Institute of Housing

Sponsored by

Karen Armitage

Governing board member, Chartered Institute of Housing

Denise Fowler

Chief executive, Women’s Pioneer Housing

Vanessa Howell

Head of professional standards, Chartered Institute of Housing

John Johnston

Chief executive, Bernicia Homes

David McQuade

Chief executive, Flagship

Darrell Mercer

Chief executive, A2Dominion

David Montague

Chief executive, L&Q

Bruce Moore

Chief executive, Housing 21

Gordon Perry

Governing board member, Chartered Institute of Housing

Bronwen Rapley

Chief executive, Onward Homes

Sue Shirt

Executive director – customer experience, Stonewater

Barbara Spicer

Chief executive, Plus Dane

Isobel Stephen

Housing supply director, MHCLG

Gail Teasdale

Chief executive, Broadacres Housing Association