Does size matter?
That was the question posed when our myself, Operations Director Michael Wright and Finance Director Andrew Thompson, attended the recent Almshouse Association Members’ Day in London last month.
It was well attended, and as always, we found it inspiring with some very interesting speakers. However it also provided us with a challenge. Normally we consider ourselves to be on the small side of things as a Registered Housing Provider, with most of the housing associations operating in the North East of England being much, much larger than we are – some of them 10 or 20 times our size.
Putting ourselves into the context of almshouse charities though, and we are a relatively very large organisation – with only one other almshouse managing over 1,000 homes. The remaining ones are much, much smaller than we are, with very many only managing a handful of homes each.
Looking at those organisations around us on the day, nevertheless we were presented with many examples of true excellence, and was a timely reminder that often, being small is a benefit. The trustees and staff of the organisations are very close to the residents receiving the services, and so there is little institutional drag in decision making, and consequently, residents usually get an excellent service.
However, it is fair to say that Boards of smaller housing organisations are feeling the pressure of delivery to a greater extent than ever before. Resources are squeezed, access to land for new development is difficult, keeping on top of evolving and increasing regulatory demands and expectations is a challenge and horizon scanning is always hard when internal resources are limited.
So there exists this dynamic tension. A fine line to walk, in other words. And particularly for DAMHA and other registered providers in the 1,000 – 3,000 homes range. Are we a large organisation or a small one?
That’s probably a trick question though, because as you’ve probably realised from reading my previous paragraphs, the answer to that question is “Yes”! Because depending on your viewpoint, we are either large or small. Both at the same time!
So the challenge for us is therefore how do we get the best of both worlds without risking ending up as exhibiting the worst of both? For example, in evolving to meet changing regulatory expectations how do we not throw the baby out with the bathwater by focussing too much of our limited executive time (there are three of us, remember) on the wrong targets?
The aim is to remain close to our residents and reap the benefits of nimble decision-making by remaining outcome orientated, without becoming overly bureaucratic and process-focussed. Small organisations are good at the “touchy-feely” stuff but struggle with finding sufficient resources to collect and process volumes of data. Large organisations can put in excellent processes and generate excellent data, but run the risk of “dehumanising” the resident experience and making it harder for the resident to feel truly heard.
So how do we achieve that balance?
Well, answers on a postcard please, and I am always open to good ideas! But put simply that is how we aim to achieve it: we look around and shamelessly copy good ideas from wherever we can find them! Sometimes they are generated internally, as our staff critique our own procedures and see opportunities to improve, and as we listen to residents’ complaints and comments. But often it comes from outside the organisation as we see excellent organisations doing innovative things and we reflect how we could incorporate their approaches to drive possible improvements for us.
Looking back at what is now nearly 14 years at the helm of DAMHA, I feel the most rewarding part of my role has been the development of relationships throughout the sector – with smaller and larger organisations, with consultants and contractors, and of course with our own residents and applicants. No man is an island, and neither is any organisation. Our relationships have benefitted DAMHA greatly, and I hope the benefits have been mutual.
So, here’s to partnerships, formal and informal, wherever they exist. It’s what we are about!
We’re all, big and small, better together. It’s one of the true strengths of the social housing movement. And if you are a smaller or larger housing organisation, looking for an ear to bend or a shoulder to cry on, drop us a line!
We’re listening!