The loosening control of social housing: creating a holistic retrofit system for an ageing population through the lens of governmentality

Abstract

With social housing providing accommodation to the most vulnerable individuals within society it is recognised as a key priority area which has the potential to deliver holistic integration across a range of service providers. A need is emerging to examine the nexus between the energy, housing, health and social care sectors to understand how these separate but interlinked policy agendas are integrated in practice. Presented are the findings of interviews conducted with 24 key stakeholders under a thematic analysis, exploring the key themes and prevalent trends which shape the challenges to creating a holistic retrofit system within social housing for the improved wellbeing of older people, through the lens of governmentality. The analysis revealed that the ideological barriers presented prevent a holistic retrofit process and inhibit the potential to create successful collaboration within the healthy ageing agenda. The retrofit of domestic housing is centred around the concept of sustainability; however, the ideological prioritisation of economic considerations over people has created an increased pressure on resources, favouring ease and cost cutting over communication, collaboration, and efficiency. Significant change must occur within governance and organisational structures; increasing flexibility and alliances, creating a viable means of interaction to create solutions and improve implementation.

The role of communication between partners in the process of strategic alliances: a systematic literature review

“…These strategic network practices are characterised by inter-connected topics: open communication, mutual substitution, fraternal involvement and adaptation (Darbi and Knott, 2016). Because strategic alliance dynamics tend to be complex and shifting (van der Meer-Kooistra and Kamminga, 2015), behavioural characteristics play a more significant role in explaining the general success of the partnership than organisational characteristics, such as control structure and mechanisms, in decision-making and problem-solving (Dodourova, 2009) and reinforces the need for greater collaboration and communication between the parties involved (Rodger et al , 2020; Siano and Palazzo, 2015).…”