Three-pronged strategy
I advocate a three-pronged strategy to convince funders, government and commissioners supporting the wider merits of social housing organisations becoming an intrinsic feature in the ‘whole systems’ response.
- As a solution its already on funders’ radar
- Cost efficiencies
- Quality of service and improved life outcomes
There are few comparators with the reach, credibility, legitimacy, trust, capacity and resources to deliver such an ambitious and transformative programme particularly given the socio-economic makeup of the customer base. Worth a reminder here that almost one in two social housing households are headed by a person with either a registered disability or long-term limiting illness. Given the data limitations it is widely understood the actual numbers which does not currently include other household members is higher. The cumulative impact of two decades of austerity, public service cuts, pandemic, energy, food and cost- of-living crisis are most starkly felt in social housing. Soberingly reflected in the Cwm Taf Morgannwg University Health Board Local Housing Associations research which showed social housing customers were the most adversely impacted by the pandemic – more hospital admissions and more deaths.
In the context of housing associations, the ambition to be dually focused as utility providers focusing on service delivery, but also systematically transforming life outcomes is exciting and transformative. And, in doing so, creating the conditions for care on our estates as well as designing care into the centre of how we organise, manage, contract, employ, subcontract, fund and govern. Based on the principle of a seamless service where one provider can support people along different stages of their personal journey in community settings.
While there are advocates of this approach equally, I understand there are others who will be less enthusiastic citing lack of capacity, resources, competing priorities and expertise. With heightened public scrutiny, greater customer demands and expectations and financial challenges it will be seen by others as not ideal timing even if they were willing. For my part that is a narrow, unhealthy outlook and does not lend itself to the core of why we exist which requires organisations to periodically reform as they evolve through their phase shifts.
In the current circumstances it requires an intentional act of rebuilding solidarity, mission and mutual accountability with customers, communities and local partners and stakeholders. However, neither do I advocate a solo mission approach by housing associations. I share colleagues’ frustrations and get the desire for targeted sector-led interventions, but years of trying to knock on this door has taught me this is not how it works. What we need is being recognised as part of the fabric, a safety net of social connection, action and purpose. That is what keeps people well; restating previous utterings made by the likes of myself that this is about becoming part of a movement for change. Sectoral interests need to be put aside as we collectively improve health and wellbeing and with it drive ambition, confidence and prosperity.
“The world does not change one person at a time. It changes as networks of relationships formed among people who discover they share a common cause and vision of what’s possible. Community is the answer. The only way we get through tough times is together.” (Margaret Wheatley)