Transforming housing through digital innovation

I suppose you could call me a career civil servant. I’ve had the privilege of working across several sectors and departments within government, but housing is where I found my passion. After starting in what was the Department for Education and Employment, I transitioned into housing policy within the Office of the Deputy Prime Minister, now the Ministry of Housing, Communities and Local Government (MHCLG). Since then, I’ve worked on a variety of initiatives such as Housing Private Finance Initiatives (PFI), the Decent Homes Program, and various reforms to the private rented sector, including leasehold and fees in retirement communities. Now, as Policy Lead for Local Digital, we are focused on helping local government modernise their services, including housing systems, to be more secure, resilient, and effective through digital technologies. 

Housing plays such an important role in providing people with security and opportunity. When people have access to safe and decent homes, they can move forward with their lives, free from at least some concerns about their basic necessities. This is why I’ve remained committed to the housing sector for so long—there’s something incredibly tangible and impactful about giving people a place they can call home.

Driving digital transformation in housing

The role of digital transformation in housing is critical to improving delivery and outcomes. But one of the challenges we face is that resources vary greatly across councils. While some larger local authorities have well-equipped digital teams, many smaller organisations, particularly district councils, lack the IT capacity to fully embrace new solutions. Addressing this disparity is essential if we want to ensure all councils and housing providers can benefit from the efficiencies and improvements that new technologies offer.

Despite the clear benefits of digital transformation, adoption hasn’t always been smooth. Many councils are doing great things, but some can be resistant when it comes to things like open-source technologies and new procurement models. They’re wary of the risks and long-term sustainability of these tools, and that can slow down the process of modernising services. For instance, while we’ve seen some success with digital planning systems, other areas, like housing repairs, have not really taken off.

Much of this resistance comes down to a lack of familiarity with new, digitally focused working methods. Policy teams and decision-makers in local government often find terms like "agile" or "scrum" foreign and outside their comfort zones. However, in my experience, once councils see the benefits of these methods—through successful projects and shared learning—the cultural shift becomes possible.

This is why digital transformation is not just about technology; it’s about changing the culture in how we approach problem-solving and service delivery. Agile working, open collaboration, and shared learning are key to driving digital innovation in housing, and we want more councils to embrace these practices.

Data standards: The foundation for change

A major area of focus in my current role is the development of data standards in housing. Data is at the heart of making housing services more effective. When councils can access and share consistent, high-quality information, they can better manage everything from property repairs to tenant services. This becomes particularly critical in ensuring that safety standards are met, and repairs are made before issues escalate.

We’ve seen the consequences that poorly integrated and siloed teams and platforms can have, such as with the tragic and avoidable case of Awaab Ishak. People flag issues with a property multiple times, but because the information is stored at several different points and not properly aggregated, no interventions are made, resulting in real and potentially devastating impacts on tenants. This is why we must get data standards right—so that systems can speak to one another and issues are identified and flagged straight away, preventing avoidable harm.

Looking to the future, my vision is one where housing services run seamlessly. Housing officers, with real-time access to tenant data, will be able to provide timely interventions and efficient repairs. A tenant reporting a repair could receive service at the most convenient time for them, with housing staff fully aware of any additional considerations, such as a child with special needs in the home. These interactions should be smooth and hassle-free, allowing residents to live securely without worrying about the day-to-day management of their homes.

Data standards are crucial in achieving this goal. By creating a shared understanding of key terms and processes, we can ensure that systems communicate effectively and that tenants receive the services they need. We can then also pave the way for more advanced technologies, like artificial intelligence, to play a role in housing management—whether through predicting maintenance needs or improving tenant experiences.

Collaborate to innovate

Collaboration between government and industry is essential to making all of this possible. TPXimpact, our digital delivery partner, are keen advocates for digital transformation in the housing sector. They have helped facilitate important conversations between local authorities, service providers, and government bodies. Only by bringing these groups together to agree on processes and solutions will we be able to produce the outcomes we need.

Together, we are making progress, but there is still much more to be done. What's to come may be challenging, but with the right digital tools, strong data standards, and a collaborative approach, I’m confident we can overcome them and create a brighter future for housing and people.

Hear more from Sheldon and other industry experts at our upcoming Digital Forum on digital strategies in housing design, delivery and management. Register now at: https://pages.tpximpact.com/en-gb/digital-forum