As a PlaceShapers member, we took part in the report, along with more than 100 other organisations.
The report shows how housing associations like us adapted during the national lockdown. And played a key role as community anchors. It explores how social landlords are reviewing their work and their role in places as we look to the future.
The report shows that, overall, in the first three months of lockdown, a sample of 42 PlaceShapers members made 300,500 welfare calls, gave advice and guidance to 57,000 people and organised 50,000 food deliveries. Members forged new partnerships with people and organisations in places to make sure support was there for everyone who needed it.
PlaceShapers Chair Matthew Walker said:
“The crisis has reinforced our sense of place and the value we place on our homes and neighbourhoods. A decent, affordable home meant living in comfort during lockdown. It meant space to work from home and home school.
“The support social landlords offered became a lifeline for many in frightening, isolated times. Up and down the country we heard stories of the difference landlords made and how they worked together in the places they work.”
This report explores the lessons we’ve learned so far from the Covid-19 pandemic, including how local our view of place is and the importance of building strong, trusting partnerships in places.”
Andrew van Doorn, CEO of HACT, said:
“As community anchors, housing associations are in a unique position. We work in place for the long-term. We have the capacity to affect the recovery and reset of communities across the UK now and in the future.”
“There are significant risks ahead of us that we will need to navigate. By working in collaboration, by evaluating and learning from our experience, by being bold in our choices, we will be able to accelerate change, maximise our resources and achieve greater impact as place-based organisations.”
Place is hyper-local
A landlords’ role in place is often dependent on the number of homes in an area. During lockdown place became hyper-local. Solutions have had to be found at a very local level; signposting to services beyond an immediate vicinity became unviable. This revealed that important ‘actors’ in an area might be people a housing association does not ordinarily consider. For example, local corner shops have become vital
community assets, as have grocers, chemists, parks and green space. The challenge has been to support communities and residents at this level, particularly if a relationship has been traditionally be held at a wider place level.
How we understand the home of the future and create spaces that meet an increasing need for multiple use (work, rest and play), has come to the fore. The way we create both the spaces and places for the future needs careful and thoughtful consideration. Methods we deliver standards needed for space and not compromise due to expediency and cost will be challenging. How housing associations adapt their own
businesses for this new reality and ensure that their housing management is responsive to the new uses of homes will be key.
A new sense of collaboration between housing associations is emerging and awareness that housing associations working together can accelerate change, stretch their resources, and achieve greater impact. New relationships have also formed, and housing associations have stepped into areas and activity that are new to them. As we move forward, strengthening and developing those relationships further is a key task. Turning new relationships into partnerships and collaboration, must be built into strategies and ways of working.
Having a hyper-local presence is about providing effective services to customers, but also engaging and reassuring them. In the last decade the trend has been to pull teams and services into central locations. With the successful adaptation of remote working, this may no longer be the case. The value of a more community focused operational model has been experienced and welcomed (by some for the first time).
Housing associations need to think about how to accelerate this change, but also how to make sure they learn from the past. New operational models that are created need to be vibrant and fit for the future.
About PlaceShapers (www.placeshapers.org)
PlaceShapers is a national network of more than 100 community-based social housing providers. All members sign up to these five principles:
- Our residents and customers are at the heart of what we do and have genuine impact on our
- We listen and provide more than just landlord services because we care about people and places.
- We build homes that respond to the needs of the communities we serve.
- Working collaboratively and actively with our local authorities and other local partners enables us to improve and shape places at both a strategic and operational level.
- We are ran by members, for members and we have a commitment to a diverse, values-driven housing association sector.
About HACT (www.hact.org.uk)
HACT helps housing providers drive forward their social purpose by generating actionable evidence to inform the development of new, smarter, and more connected ways of working. We’ve being doing this for 60 years. Our ambition is to unleash the creativity and potential of social housing in communities across the UK.