View publication - Chartered Institute of Housing

PART TWO: LEADING TOMORROW
can; and understanding that we may not get it right first time, all of the time – but we
are learning along the journey. Our flexible approach, passion for learning and ability to
adapt will assist us make this journey and show once again that we are so much more
than bricks and mortar.
Key points
• Sustainable neighbourhoods cannot be achieved alone – thinking
differently and collaboratively with our stakeholders (including residents)
has not only been essential but key in preparing us all for the journey
ahead.
• Thinking ‘outside of the box’ with our people and developing structures to
establish proactive neighbourhood staff (rather than reactive housing
staff) was difficult but key to delivering a more creative approach to
neighbourhood management.
• Measuring the social value of what we are doing is essential and one that
requires all staff to understand and to engage with.
• The task of delivering sustainable neighbourhoods is on-going – new
challenges will come our way and we will have to adapt ourselves and our
services accordingly.
• Recruiting staff that are flexible and passionate to take on these
challenges will ensure we are in a good position to meet the future.
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