Housing Associations and organisations supporting vulnerable tenants across the UK are undergoing changes in response to emerging social challenges. At the heart of this progress is a commitment to delivering respectful, inclusive, and personable services that acknowledge and respond to the diversity of residents' experiences and needs.

I recently attended the HDN autumn event in Birmingham on October 31st, where we explored several key pillars in this journey, including competency in communication, boardroom values of Equality, Diversity, and Inclusion (EDI), and the importance of recognising the power of lived experience, ‘Where is the Residents Voice in this?’.

Southern Housing, WHG & Rochester Boroughwide Homes provided some amazing insights to how services can embrace these values to forge a more compassionate and responsive approach. The return from the investment helps boost staff retention, resident satisfaction and what I am sure will be of interest to most demonstrates to The Regulator of Social Housing that the Landlord truly embraces at a cultural level its policies, something high on the regulators radar.

Personalised Communication and Empathetic Engagement

A resident’s experience with housing services often begins with a single contact, highlighting the importance of personalised, empathetic communication. Competency and empathy to create including communication strategies that are tailored to residents individual needs and not creating ‘clustomer’ is vital for respectful and effective interactions.

Housing providers are encouraged to assess communication approaches that go beyond traditional channels, considering residents’ diverse needs and potential vulnerabilities. Bespoke responses, rather than generic replies and set the tone for a positive and supportive relationship.

Testing Competency and Building Empathy

I joined in on a session that included role-playing, empathy exercises, and reflection-based feedback that can be used to help housing staff develop sensitivity and compassion. One example often cited in these training programmes is the ‘Family Test’ where staff are asked to consider, "Would I want my family to experience this service?"

I also witnessed strength-based training, in which every interaction with residents is seen as an opportunity to build trust and report issues like damp or mould, mental health vulnerabilities or flags to trigger other support mechanisms which in turn creates a sense of responsibility and responsiveness in Customer Facing functions not a reactive approach.

Empowering Leadership to Champion EDI

I truly believe that embedding EDI as a core boardroom value is essential for meaningful cultural transformation within all organisations. Equity goes beyond offering equal opportunities; it involves creating an environment where everyone, regardless of background or circumstance, feels seen, heard, and valued.

Leadership needs to reflect on the commitment and delivery of EDI values, address gaps, and create an atmosphere of trust and openness where mistakes are seen as courageous learning opportunities.

Boards should engage directly with residents to gain insight into their experiences, taking part in "day-in-the-life" exercises or listening to customer calls. This enables leaders to understand and address concerns from the ground up.

Initiatives such as reverse mentoring, where board members are mentored by residents or frontline staff, help bridge power dynamics and ensure policies reflect the realities.

Learning from Past Challenges

The path to resilient and inclusive housing services is not without setbacks.

The culture needs to shift in a way that organisations are encouraged to avoid a "frontline service" mentality. The mentality needs to be one where residents are viewed partners, they are the catalyst for creating a healthier and more resilient housing system.

By acknowledging past mistakes and engaging with various champions, housing providers can lay the foundation for a supportive environment where community voices are heard and the correct investment choices are made.

Creating an Inclusive Governance Framework

An inclusive governance framework is integral to delivering fair and equitable housing services.

Boards are encouraged to use comprehensive data on resident needs, considering factors like complaint themes, property risks, and protected characteristics. More housing providers are striving for greater transparency around issues such as hate crime reporting and anti-social behaviour, partnering with specialist agencies when needed and how these statistics link with property related issues to use AI predictive tools to better optimise property service teams and reduce the number of complaints.

Strong governance supports accountability, holding leaders to high standards and ensuring that changes are impactful and fully implemented. For instance, by embedding a range of stakeholders, including residents or as a minimum those with lived experience into every strategy, from safety to consumer standards, Boards can then create a culture that prioritises dignity and respect for all residents.

Reflections on Social and Economic Pressures

As society grapples with economic uncertainties and political shifts, housing providers must reflect on the broader social factors affecting their communities. Deprivation and inequality can fuel discontent. As seen in recent years, there is a growing need for housing services to proactively address issues of poverty, social exclusion, and misinformation.

Through these powerful seminars, I believe that housing providers should consider the impact on their staff and residents, ensuring Business (and Community) Continuity Plans are equipped to address concerns and support the communities these providers serve.

Championing Lived Experience

This for me has been really insightful and helped me to reflect and draw some conclusions that Housing Providers must recognise the immense source of insight, empathy, and inspiration individuals with lived experience can bring.

Kindness is a fundamental principle that costs nothing and has profound benefits in building trust and community. By understanding and addressing the hierarchy of needs, housing providers can ensure that residents survive and thrive through a symbiotic relationship.

The change towards a more empathetic and inclusive housing service is a collective endeavour. From empowering staff through training to embedding EDI in boardroom values, each step contributes to a vision where residents are respected, understood, and supported. This diversity bring empathy and prospective to strategic decision making.

As we continue this transformation, Landlords have the power to create communities where everyone can live with dignity, security, and hope for a brighter future.

I look forward to attending more events in the future and joining in on crucial industry conversations!