We have launched a new housing model that will transform how we deliver services to customers and communities across Sunderland and beyond. The new approach is designed to provide more personalised, proactive, and locally responsive service which puts customers at the heart of housing management.
The model introduces smaller, more focused neighbourhood patches, enabling housing teams to build stronger relationships with residents and respond more effectively to local needs. It also includes targeted support for key customer groups, such as older residents, young customers, large families, and those in under-occupied homes.
Susan Fulton, Executive Director of Customer, People and Engagement, said: “The launch of our new housing model marks a pivotal moment in how we deliver services to our communities. We are always striving to make continuous improvements that reflect the evolving needs of our customers. This transformation is rooted in our belief that customers should be at the heart of every decision we make. By investing in our people, enhancing our local presence, and tailoring support to those who need it most, we’re not just changing how we work, we’re changing how our customers experience housing services.”
Key features of the new model include:
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Smaller, more manageable neighbourhood patches, enabling teams to build stronger relationships with customers and respond more effectively to local needs.
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Targeted support for key customer groups, including older residents, young customers, large families, and those in under-occupied homes, ensuring early intervention and tailored assistance.
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New Support Coordinators to provide dedicated, one-to-one help for customers facing complex or changing circumstances.
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New community-facing offices in Bunny Hill and Washington, and the launch of the Gentoo Mobile Housing Hub to improve visibility and accessibility in local neighbourhoods.
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The launch of the Housing Academy, a new in-house learning and development programme to ensure all colleagues are equipped to deliver excellent, person-centred service.
“This is a significant step forward in how we support our customers,” said Chris Roberts, Director of Customer . “We’re investing in people, technology, and partnerships to ensure our services are not only efficient but also compassionate and tailored to the needs of our customers and communities. I’m really excited with the approach we’ve developed, which we hope will make it easier for colleagues to support our customers in the best possible way. It’s been shaped through close collaboration with both colleagues and customers, helping us respond more effectively to the challenges we’re seeing today.”
Since its launch on 1 July, the new model has already made a significant impact. A total of 147 support referrals have been made, 10 support plans have been completed, and 619 customers have received proactive visits, resulting in 93 onward referrals.
This early success reflects the strength of our targeted support for key customer groups, with tailored interventions helping older residents, young customers, large families, and those in under-occupied homes to access the right help at the right time.
The transformation is part of our broader commitment to improving tenancy sustainment, tackling anti-social behaviour, and building stronger, more connected communities.
“This is about more than changing how we work, it’s about changing how our customers engage with us and receive support,” Chris added. “We’re proud to lead the way in delivering a housing service that listens, responds, and genuinely cares.”
