Housing Community Summit 2026: Balancing housing ambitions with regulation and resident focus

By Ruth Brown · 10 September 2026

Estimated reading time: 5 minutes

Bold ambitions vs regulatory scrutiny

As headline sponsor of the Housing Community Summit 2026, we were delighted to be part of a wide range of discussions exploring the challenges and opportunities facing the housing sector.

Our directors participated in two sessions during the event, each looking at a different aspect of housing leadership and performance. While the topics varied, a common theme emerged throughout both conversations: housing organisations are operating in an increasingly complex environment, balancing multiple priorities while keeping residents at the centre of decision-making.

Chaired by Helen Scurr, Executive Director at ARK Consultancy, this panel brought together Trudi Elliott (Southern Housing), Alan Collett (A2Dominion) and Steve Coffey (Torus) to discuss how housing providers can continue to pursue growth ambitions alongside increasing regulatory expectations.

The discussion recognised the significant pressures facing housing associations today. Compliance, building safety, repairs, decarbonisation and resident services all require substantial investment, often competing with ambitions to develop new homes.

One key message from the session was that ambition looks different for every organisation. For some landlords, it means delivering more homes and increasing development activity. For others, the immediate priority is strengthening existing services and creating the foundations that will enable future growth.

Speakers reflected on the reality that organisations are having to make difficult choices. However, the panel was united in the view that regulation and ambition should not be seen as opposing forces. Strong governance, resident focus and regulatory compliance create the conditions that allow organisations to grow with confidence.

There was also a clear emphasis on maintaining optimism within the sector. While challenges remain, the panellists highlighted the importance of continuing to invest in communities, building organisational capacity and working collaboratively to address the housing crisis.

Key takeaways

• Housing providers continue to balance investment in existing homes with the need to develop new ones.
• Building safety and resident wellbeing must remain the primary priority.
• Ambition is not one-size-fits-all and should reflect each organisation’s circumstances and objectives.
• Strong governance and regulatory compliance can support, rather than hinder, long-term growth.
• A resident-centred approach remains essential when making strategic decisions.

Cultivating Leadership and Culture: Personal Impact and Practical Change

In a second session, Kirsty Wells, Assistant Director, ARK Consultancy joined Lorna Wilson (Barrhead Housing) and Kai Jackson (Black Country Housing Group and TPAS), chaired by Alison Inman OBE, to explore how leadership and organisational culture influence outcomes for colleagues and residents.

The discussion challenged the idea that leadership is only exercised by those in senior positions. Instead, speakers highlighted how culture is shaped by everyday behaviours, decisions and interactions across an organisation.

A recurring theme was the importance of psychological safety and creating environments where colleagues feel able to raise concerns, challenge existing ways of working and learn from mistakes. The panel also discussed the role of empowerment, encouraging organisations to give frontline teams the confidence, information and authority needed to make decisions that deliver the right outcomes for residents.

Resident voice was another key focus. Speakers emphasised that tenant engagement should not sit alongside organisational decision-making but should be embedded within it, helping to shape both strategic direction and service delivery.

The session reinforced the idea that culture is not defined by organisational values written in strategy documents. It is reflected in what people experience every day, how decisions are made and whether organisations genuinely listen to colleagues and residents.

Key takeaways

• Leadership can exist at every level of an organisation.
• Culture is shaped by everyday behaviours rather than stated values alone.
• Psychological safety helps organisations identify risks, learn and improve.
• Empowered frontline teams are better placed to deliver positive resident outcomes.
• Tenant voice should be embedded throughout organisations, not treated as a separate activity.

A common thread

Although these sessions covered different topics, they both highlighted an important reality for the housing sector: successful organisations must balance competing demands while remaining focused on delivering better outcomes for residents.

Whether discussing development ambitions, regulatory expectations, leadership or culture, the conversations consistently returned to the same principle. Long-term success depends on making informed decisions, listening to residents and creating organisations that are resilient, accountable and prepared for the future.

We were proud to contribute to these discussions at Housing Community Summit 2026 and would like to thank everyone who joined the sessions and shared their insights.