A great deal of the conversation in housing policy often rightly revolves around how we build and maintain the homes we need.
But for many social housing providers, getting residents into new homes is just the start of the journey. In 2024, this has proven to be the case more than ever. With the acute shortage of social housing meaning that those who are able to make it off tortuous waiting lists and into secure tenancies are more likely to be in a vulnerable position and require active wellbeing support from their landlord.
I spoke with Connie Jennings, Director of Stronger Communities at whg, a social landlord based primarily in Walsall with homes across the Midlands, about what social landlords can do to directly address issues of resident health outcomes. She portrayed a challenging landscape for many of those who find themselves in need of social housing.
Over half of social housing residents in England live in the 30% most deprived neighbourhoods and healthy life expectancy for people living in these communities is almost 20 years shorter than the UK average. They are more likely to be underserved by existing healthcare infrastructure, due to carriers such as transport or language , and are increasingly likely to be disenfranchised by moves to digitise healthcare provision. This can lead to an increasing number of social housing residents going straight to A&E because they find it harder to book GP appointments.
In response to this, whg is deploying targeted, evidence-based and person-centred approaches. In Connie’s experience, “working with housing is the best way to connect with to this group of people”. She presented the issue of diabetes, which disproportionately impacts Walsall’s South Asian population, some of whom live in whg properties. Local healthcare providers previously attempted to reach local communities to get them to engage with diabetes services through traditional means, such as putting leaflets through doors, but this had a minimal impact. So whg recruited a number of “Community Champions’ from among their residents with relevant cultural experience and language skills to engage with their neighbours and spread awareness and connect residents with diabetes healthcare services. .
As Connie pointed out, “The system expects those with the least to jump through the most hoops to get to the services most of us take for granted”. Landlords like whg can help residents to jump through such hoops, such as providing more elderly residents with digital inclusion courses so that they can be in touch with their relatives over Zoom.
Key to whg’s success in this area, in Connie’s mind, is the housing association’s place-based nature, with a large number of whg properties being in the Walsall area. This has allowed them to build up a relationship with the integrated care partnership and to sit on the local NHS Partnership Board. Rather than investing in multiple contacts across multiple councils, whg is able to focus most of its attention in this single local area.
One issue in many local authorities is a lack of joined-up working between departments within councils, and between local authorities and housing associations, GPs, or schools in their area. This leaves residents having to deal with a range of contacts in the public sector, or in another case one service finding it hard to reach a resident who may be in regular contact with another part of the state. whg aims to reduce this complexity, for instance all of their Wellbeing Schemes for people aged 55+ have a dedicated Wellbeing Officer on site to support residents. I asked Connie how whg were able to dedicate funding towards this when that many housing associations are facing tighter budgets due to increased costs from building safety or decarbonisation work. Connie attributed this in part due to whg’s long-term organisational culture which prioritises customer wellbeing in the same way they prioritise building safety and carbon reduction, with ring-fenced funding in the organisation’s 2030 plan to carry on this work.
Thinking about more than just an organisation’s bottom line also has more beneficial long-term financial consequences. Interventions to improve a resident’s mental health could generate a social value of £36,000. And Connie pointed to the work of whg’s employment and training team, which has helped 180 residents to work in local NHS hospitals and healthcare teams, addressing a local skills shortage while providing stable work for the residents. In 2023/4, whg generated a social value of £46.4m through a range of actions such as building new homes, helping residents into employment, and providing money advice to households, in turn helping customers to successfully sustain their tenancies and remain in their home .
I asked Connie what the new Labour Government could do to support the work of individuals like her. She pointed to the Supporting People Programme, ring-fenced funding provided to local authorities to help individuals with additional needs to live independently. Subsequent value-for-money analysis commissioned by the then Department for Communities and Local Government showed that the programme had produced benefits totalling £3.41bn per annum against an overall investment of £1.61bn. Looking ahead to the Autumn Budget, Connie noted, “we’ve got to be able to demonstrate the worth of a social housing tenancy. It shouldn’t be a safety net, it should be a trampoline.”
For all of us in the housing sector, it is crucial not just to champion the value of new homes, but that of secure tenancies with responsible landlords who can help to empower residents to take advantage of new opportunities.