Mental Health and Housing: Supporting Both

For housing association chief executives and executive directors, the festive period brings unique challenges in balancing social purpose with operational demands. Mental health support has become a critical strategic priority, demanding attention at both board and executive levels, as Rachel Birbeck explores in this article.

The Strategic Context

Mental wellbeing directly impacts core performance indicators. The 2023 Inside Housing Chief Executive Survey highlighted mental health support as one of the top three priorities for housing association leaders, marking a significant shift from its position outside the top ten in 2019. This elevation reflects growing recognition that mental health isn't just a wellbeing issue but a fundamental business concern.

From the Boardroom

Mental health support must be embedded within corporate strategy rather than siloed as a wellbeing initiative. The Regulator of Social Housing's latest Consumer Standards emphasise the importance of supporting vulnerable residents, including those with mental health challenges. Leading housing associations have integrated mental health considerations into their risk management frameworks, recognising these challenges present genuine operational and reputational risks requiring board-level oversight.

Investment and Returns

The business case for mental health investment in housing associations continues to strengthen. The Mental Health Foundation's 2023 report on social housing highlights how poor mental health correlates with increased rent arrears, antisocial behaviour reports, and property maintenance issues. Whilst specific return-on-investment figures vary across organisations, the link between mental health support and operational performance is increasingly clear.

Executive Team Pressures

The role of housing leadership has evolved significantly. Housing associations now manage increasingly complex tenant needs whilst navigating challenging regulatory requirements. The Health and Safety Executive's expanded remit into housing has added another layer of responsibility for executive teams. This complexity demands a renewed focus on supporting those in decision-making positions.

Beyond Crisis Management

Progressive organisations are moving from reactive to preventative approaches. This includes:

Creating dedicated mental health budgets within operational plans
Developing clear escalation routes for both staff and resident concerns
Establishing partnerships with specialist mental health providers
Building mental health considerations into asset management strategies

Governance Considerations

The Social Housing Quality Resident Panel has emphasised the importance of mental health support in their recommendations for sector improvement. This external scrutiny, combined with increased focus from the Regulator, means boards must ensure robust oversight of mental health provision.

Looking to 2025

The sector faces significant challenges in the year ahead. Building safety programmes continue to demand attention and resources. The net zero agenda requires substantial investment. Cost pressures continue to impact both operations and residents. However, evidence increasingly suggests that organisations with strong mental health support frameworks are better positioned to navigate these challenges effectively.

Strategic Priorities

Key considerations for boards and executive teams include:

Policy Integration: Mental health support should feature in core strategic documents, from corporate plans to risk registers. This isn't about creating separate mental health strategies but ensuring mental health considerations permeate all strategic planning.

Resource Allocation: Budget settings for 2025/26 need to reflect the growing importance of mental health support. This includes both direct support services and indirect costs such as training and partnership development.

Leadership Development: Executive teams need support to manage their own mental health whilst leading their organisations. This includes reviewing out-of-hours expectations and creating clear boundaries, particularly during high-pressure periods like the festive season.

Stakeholder Management: Mental health support increasingly features in discussions with:

Regulators assessing compliance with consumer standards
Local authorities planning service provision
Institutional investors examining ESG credentials
Rating agencies assessing organisational stability

The Road Ahead

Whilst the sector faces numerous challenges – from building safety to decarbonisation – the evidence shows that the mental wellbeing of residents and staff underpins an organisation's ability to meet these challenges effectively. Leading housing associations are those where senior leaders have made clear, strategic commitments to mental health support, backed by resources and personal leadership.

The festive period provides an opportunity to review and strengthen mental health support frameworks. However, the real measure of success will be how these frameworks develop and embed throughout 2025 and beyond.

Are you looking for a new leadership role, or keen to speak with talented professionals to fill your vacancy? To explore working with Rachel to connect with leaders with the expertise required to drive your organisation forward, or to future-proof your business, email rbirbeck@lincolncornhill.co.uk.