Reflecting on 2024: The Challenges in Social Housing and the Essential Support for Staff

As we approach the end of 2024, I’ve been reflecting on the year and the immense challenges we’ve faced within the social housing sector. The introduction of the new Tenant Satisfaction Measures (TSMs) has created a shift in how services are delivered to your tenants. There’s no doubt that these measures are essential for ensuring tenants receive the quality of service they deserve, but it’s also crucial that we take a moment to consider the staff who are tasked with delivering these standards.

As a housing partner, we’ve been working with organisations who have worked tirelessly to meet the expectations set out by these measures. We've helped them focus on improving tenant satisfaction, reducing complaint response times, and ensuring that both parties meet the highest standards in customer service. Yet, as we reflect on the journey they've been on in 2024, it’s important to ask: what about the staff? These individuals are not only the face of your service, but the driving force behind it. They are the ones who, day in and day out, show up to deliver these services despite the pressures and challenges that have come with this year. Before we move into 2025, let’s reflect on what we have achieved—not just for your tenants, but for the staff who have gone above and beyond to ensure these standards are met.

Achievements and Missed Targets: A Moment for Reflection

Looking back, all housing organisations have undoubtedly achieved a great deal. They have made improvements in certain areas, and many of their tenants will attest to the efforts you’ve all made to meet their needs. However, as with any year, there have been targets that haven’t quite been reached. This is a reality in any sector, and rather than seeing these instances as failures, we must treat them as opportunities for reflection and learning.

So, let’s take a step back and ask ourselves: Why have we missed certain targets? Could it be that we are pushing our staff too hard in the pursuit of these goals? Have we set unrealistic expectations that leave little room for the human element of service? The pressure on staff has grown significantly in recent years, and the impact of this cannot be underestimated.

The cost of living crisis, the increasing demand for services, and the changing expectations of tenants have made it harder for staff to consistently meet these targets. Social housing staff are not just delivering services—they are providing a lifeline for people facing some of the most difficult circumstances of their lives. While we may be focused on the numbers—compliance with the TSMs, reducing complaints, and ensuring tenant satisfaction—what about the human element of the equation? The staff who work tirelessly every day to deliver those services deserve our support, recognition, and understanding.

The Power of Reflection and Support

It’s not a failure to acknowledge that certain targets may not have been met. In fact, it’s an opportunity for reflection, growth, and ultimately betterment. It’s not about pointing fingers or assigning blame—it’s about understanding the root causes of the challenges being faced. Perhaps a need to shift our perspective and understand that, sometimes, missed targets reflect an overload on staff, not an absence of effort or commitment. It’s a reminder that as an organisation you must offer more than just expectations—you need to provide support.

I believe that small changes could make a significant difference. Imagine setting aside just one hour at the beginning of the week and one hour at the end of the week for your teams to come together in a safe space. This simple act could provide the space for reflection, for recognising wins and identifying challenges, for supporting each other, and for discussing strategies to improve. Rather than viewing missed targets as a failing, we could shift the mindset to see them as an opportunity for growth.

This hour of reflection could help ensure that everyone looks at the workload with a glass-half-full perspective, not a glass-half-empty one. By providing a regular time for reflection, we can address the stress and challenges staff are facing before they become overwhelming. This would not only allow teams to pause and acknowledge the incredible effort of our staff, but it would also allow them to recalibrate and refocus, setting realistic goals for the weeks ahead.

Supporting Staff as a Core Priority

As we close out 2024 and look ahead to 2025, we must remember that staff are not just the ones who carry the burden of our targets—they are the heartbeat of what you do as a housing provider. Their wellbeing and support are just as important as the satisfaction of your tenants. We must ensure that all staff have the resources, training, and emotional support they need to face the increasingly complex challenges in the sector. If we continue to neglect their needs, we risk burnout, disengagement, and a drop in service quality for tenants.

The wellbeing of all staff must be prioritised. After all, staff are the ones who are most directly engaged with tenants, listening to their concerns, providing assistance, and navigating difficult situations. They are often the first point of contact for tenants experiencing hardship—whether it’s struggling with rising costs, dealing with health issues, or facing other life challenges. These interactions can be emotionally taxing, and without proper support, the strain on staff can become too much.

It’s clear that offering more than just a pay check is necessary. We must provide tangible support to our staff, not only in terms of training and resources but also in fostering a culture of openness where staff feel comfortable expressing concerns, sharing their experiences, and seeking help when needed. Having regular check-ins with staff, whether on a one-to-one basis or as part of team meetings, will ensure that we are aware of the challenges they are facing and can take proactive steps to alleviate some of the pressures they’re under.

Fostering a Supportive Environment

In 2025, we should strive to create an environment where staff feel valued and appreciated. This begins with understanding that your staff are not just workers—they are individuals who face the same societal pressures as the tenants we serve. Providing emotional support, ensuring fair workloads, and investing in staff development are just a few ways to create a more supportive and sustainable working environment.

Additionally, recognising achievements, both big and small, can have a profound effect on morale. When staff feel recognised and appreciated for their hard work, they are more likely to feel motivated and committed to delivering high-quality service to tenants. It’s important to remember that motivation and engagement don’t always come from financial incentives—sometimes, a simple “thank you” or acknowledging a job well done can make all the difference.

Conclusion

As we move into the new year, let’s resolve to not only focus on the satisfaction of tenants but also on the wellbeing of those delivering the services. Let’s reflect on what we’ve achieved, recognise where we need to improve, and ensure that we provide our staff with the support they deserve. Because when our staff are supported, motivated, and heard, the positive impact will ripple out to the tenants they serve, ensuring a healthier, more productive organisation overall.

Let’s move into 2025 with a renewed focus on your staff, recognising that they are not a commodity but the lifeblood of your social housing efforts. Their dedication is what drives your success, and we need to ensure we provide them with the care and support to thrive in their roles. As a housing partner, we must not only meet the needs of your tenants but also safeguard the wellbeing of those who help you serve them.