1. Lead With Human Stories to Communicate Impact

Speakers reinforced that effective communication in housing must start with people, not process.

• Research shared by Jack (Public First) highlighted persistent misconceptions—many still view housing associations as private companies and question how homes are allocated. Yet, perceptions improve the more people understand our work, showing a clear opportunity for better storytelling.

• Natalie Tate (Joseph Rowntree Foundation) encouraged framing conversations around homes, not housing, and leading with benefits rather than economic arguments or crisis narratives.

• Emma Slade Edmondson stressed that human insight and lived experience should be treated as essential data that shapes communications.

• Additional advice: engage across all political parties, focus on what works, and avoid fatalism in narratives.

2. Put Residents First to Build Trust and Confidence

The conversation around residentfocused communication emphasised culture, clarity, and cocreation.

• Jeni Harvey reminded us that “communication is culture”—strong customer comms are impossible without strong internal comms.

• Nick Cullen (PA Housing) shared how training is helping staff move away from corporate language towards communication that feels more natural and residentcentred.

• Speakers encouraged eliminating assumptions, diversifying insight sources, and ensuring residents remain the starting point for tone, guidelines, and content.

• Both PA Housing and RBH are involving residents directly in shaping and delivering comms training, strengthening trust and relevance.

3. Bringing People With You During Mergers

The final discussion explored how to support colleagues and residents through organisational change.

• 38% of delegates reported their organisation had been through a merger—highlighting how common and disruptive the process can be.

• Involving colleagues early helps build understanding, ownership, and confidence.

• Establishing a clear, consistent feedback loop is key to ensuring staff feel heard and informed throughout the journey.

4. Looking Ahead to the General Election: Navigating a Complex Political Landscape

This session explored how the housing sector can stay influential through political uncertainty and the years ahead.

• Refocusing political strategy:
  Alex Diner (NHF) outlined a shift from lobbying to delivery, with the aim of protecting outcomes from the 2025 Spending Review while securing continued investment for other priority areas.

• Be proactive, not reactive:
  The strategy emphasises getting ahead of emerging and crystallising issues—communicating early, clearly, and confidently.

• Broaden political support:
  Strengthening understanding and endorsement of social housing across a wider range of political stakeholders remains essential.

• Build meaningful political relationships:
  Ed Thomas (Housing Plus Group) encouraged finding a strong “hook” for that first conversation—something tangible that establishes common ground.
  His message was clear:

• Affordable housing connects to many wider policy challenges.

• Relationships are longterm investments—put in the time and they will bear fruit.

5. Influencing and Partnering with Local Stakeholders

This session highlighted the importance of collaboration, shared purpose, and transparency when working locally.

• Partnerships must work for everyone:
  John Greaves (Places for People) and Paul Smith (Elim Housing) stressed the value of relationships where all parties benefit—shared success builds trust.

• Be proactive and present:
  Don’t wait for stakeholders to engage—seek them out. Understand their pressures and offer practical ways your organisation can help.

• Inclusivity strengthens outcomes:
  Bring diverse perspectives into the conversation early, including voices that challenge your view. This keeps the focus on solving the real issue, not defending positions.

• Transparency matters:
  Openness in communication sets the tone for collaborative working and reinforces credibility.