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Editor’s comment


Delivering positive changes in 2023 will not be easy, but we should accept nothing less


Patrick Mooney, News Editor


T is has not been a particularly good year for the housing sector and there is a very real risk that we enter 2023 with many diffi cult challenges unresolved and in urgent need of fi xing. T e tragic case of Awaab Ishak, who died at the age of two from the mould spores in his parents’ damp fl at in Rochdale, is the latest tragedy to make us question what has gone wrong in the social housing sector. T e coroner at his inquest referred to Awaab’s untimely death as a defi ning moment for the sector. While it may be alarmist for some in social housing to say they are facing an existential crisis, it is certainly true that there is no room for complacency and some fundamental changes are necessary.


T e reports of disrepair, poor customer service, repeated instances of properties suff ering from water leaks, condensation, mould and little or no insulation for tackling noise or extremes of heat, poor handling of complaints and weak communications just keep on coming. T e cases that ITV News fi rst reported on in early 2021 have not gone away. If anything we are hearing of more troubling cases where tenants have been badly let down and the Ombudsman is getting busier as more residents turn to the watchdog in desperation or frustration. T e fact that a requirement for better training of staff and professional standards is being legislated for is surely a sad indictment of the sector.


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Of course not all landlords are delivering bad services, indeed there are many really good ones (in both rental sectors) with many talented and committed staff . High levels of customer satisfaction would tend to bear that out. But the fact remains that there are worrying issues with the culture in many organisations, where not enough priority is given to providing good services and a good product. Not enough staff walk in the shoes of their customers. Many landlords are now reporting on problems of their own with staff retention and recruitment, so things could get worse for a while yet. It seems that many housing offi cers are voting with their feet and leaving the sector, similar to the problem being reported in other public services like education, health and the care sectors.


An obvious question but one that is perhaps not asked oſt en enough is – are the Boards and other key decision makers doing a good enough job? Are they asking the right questions, which enable them to monitor what is really going on and are they managing their organisations competently and with the interests of their tenants at the core of their work? And what about looking at their quality, training and professionalism? Aſt erall if it’s going to be a requirement for their staff …then surely similar standards need to be applied to Boards and the councillors in decision-making roles.


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Printed in England Patrick Mooney 4 | HMM December/January 2023 | www.housingmmonline.co.uk


Delivering high quality services is, of course, a diffi cult business when additional duties (such as the decarbonisation of existing stock) is not accompanied by the resources to pay for them, but this cannot excuse the poor service and continuing stigmatisation of tenants. It is over fi ve years since the Grenfell Tower tragedy and yet the problems being reported by tenants in the immediate aſt ermath of the fi re are still being experienced now! T e cost of making residential buildings safe and compliant with new standards will run into the billions of pounds. Next year’s rent increase will not be providing all of the extra resources required to pay for this work, even if development programmes are cut right back. Now is the time for chief executives, many of them on six-fi gure salaries, to step up and fi nd creative solutions to the sector’s problems. Now more than ever chief executives need to show they are not too remote from the front line and they can deliver high quality services to tenants. If they can’t, then people might conclude that social housing has lost its way and the executives may fi nd themselves being replaced.


Aſt er a Summer and Autumn of madness in the world of politics with even more churn than usual in housing minister posts, much is now expected of Michael Gove in his second term. He returned to the cabinet aſt er four months away and he needs to focus on delivery. Tackling the homelessness crisis is probably his biggest problem and it is strange to think that the measures which worked so well during the lockdowns, were quickly jettisoned and we are back to square one. At this time of year it is normal practice to end columns like this with a season’s greeting to readers and wish that the New Year brings good news and a change in our collective fortunes. T is year more than most we could do with some reasons to celebrate.


HOUSING MANAGEMENT


& MAINTENANCE DEC/JAN 2023


Landmark prosecution of Margate landlord


Ombudsman criticises landlords over noise complaints


HA tenant endured leak for 18 months


Rentals shortage fuels homelessness pressures


£1.6bn cost of temporary accommodation


Surge in no fault evictions


Smoking in the hot seat in balcony fi res report


A report has revealed that smoking is the leading cause of a 46% year-on-year increase in balcony fi res. In this issue, Richard Izzard from construction materials supplier AliDeck looks at what the fi ndings mean for the sector. See report inside.


A report has revealed that smoking is the leading cause of a 46% year-on-year increase in balcony fi res. Richard Izzard looks at what the fi ndings mean for the sector. See page 27.


HMM1201_2023 Covers.indd 1 15/12/2022 12:01 On the cover...


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