Unlocking involvement: the vital role of tenants in managing a housing provider

On one end, a limited approach may meet the minimum standards, while on the other, a comprehensive strategy could revolutionise the customer experience and strategic direction.

For instance, should organisations allow tenants to influence resource allocation decisions, such as the balance between resources allocated to existing housing stock and new housing supply?

Recent trends show increased investment in existing stock, indicating that lessons have been learned. However, assessing whether this rebalancing stems from external pressures or genuine acknowledgement of tenant voices is challenging.

One thing is certain: organisations approach the role of tenants differently, driven by factors like capacity, values, organisational structure, governance and regulatory pressures.

Organisational capacity is a pivotal factor. Engaging tenants requires resources and effort, involving them in decision-making processes, and ensuring they understand the benefits and pitfalls of choices.

The values of an organisation define the tenant-landlord relationship. Leaders must recognise the potential link between a resident-focused culture and tenant engagement, not as an end point but to improve accountability and service quality.

Organisational structure and governance can either encourage or hinder tenant engagement. Larger organisations can tap into data to understand tenant perceptions but may lack proportionate representation within governance structures.

Smaller organisations have a more personal touch with tenants, but specific engagement may decrease, leading to potential reliance on the same faces for decision-making.

Leaders and board members often ponder the role of tenants in strategic decisions and, more importantly, their impact. Decisions with substantial tenant impact should carry the most substantial tenant influence.

But how often do we ask tenants in our sector about the balance between development and responsive repairs in a budget setting?

How often has a merger been halted due to tenant feedback? How many organisations involve tenants to learn from significant change initiatives, comparing business case benefits with reality, before pursuing the next transformation or merger?

Numerous aspects of organisational decision-making past, present and future would benefit from the fresh air of tenant scepticism and rigorous inquiry.

Tokenism is apparent in many cases, such as engaging tenants only in the budget setting of support funds or community activities, while leaving significant asset management and repair budgets or merger decisions off the table for discussion.

Beyond tenant involvement mandated by consumer regulation, the real question is whether organisations are genuinely committed to sharing decision-making on matters that significantly affect tenants, fostering a tenant-focused ethos.

In the realm of housing, as in all things, time will be the ultimate judge of our commitment to this endeavour.

Olu Olanrewaju, director, Altair

Hear more from Mr Olanrewaju on this topic at a focused session at the Social Housing Annual Conference, on 30 November in London. Fellow panellists will include Jamie Ratcliff, executive director of people, partnerships and sustainability at Sovereign Network Group, and Victoria Dingle, involved resident and vice-chair of the board at Soha Housing. Click here for more information.