When I started as a Bield trainee in 1986, there was much more of a local authority presence in social housing and more development and building across the sector. I would also say there was a clearer definition of what social housing was.

Forty years later, housing has changed significantly, but the reasons tenants choose to live with us remain the same. People want safe, secure accommodation and a home they control. Bield’s job, and the job of the wider sector, is to support and help them access the services they need to live as independently as possible.

Changes for the better are increased tenant rights and engagement, with greater security of tenure, and stronger, independent regulation, which means improved housing quality standards.

But there are still not enough homes being provided, particularly affordable homes, and some people remain in larger accommodation for longer, making independent living harder.

Before working in the sector, I thought you got a house, paid your rent and that was it. Working in the housing sector showed me that it is so much more. Our ongoing work helps tenants receive the right information and support to remain independent in their homes for as long as possible.

With increasing expectations that people (quite rightly) have, we need to ensure we really listen to tenants and provide what they want. All housing associations face financial sustainability pressures, continually changing needs and the challenge of meeting tomorrow’s standards.

Beyond this, the specialist housing sector must be mindful of the challenges presented by 

health, social care and dependency. We can house people, but without the right care and support it becomes harder to keep them at home.

That is why specialist providers like Bield are increasingly important. We can support the health and social care agenda by providing high quality, tailored accommodation for Scotland’s ageing population.

We are also aware of the growing physical and mental health needs of the population, so housing, health and social care must truly connect. By providing accessible homes in suitable locations, with assistive technology and appropriate adaptations, we can reduce pressure on the NHS and social care.

Leadership has changed enormously over the last four decades. In the early 2000s, the focus was on performance and housing standards. Then in the 2010s, growing financial pressures meant we had to reconsider our financial and operating models. By decisively redefining these models, with renewed purpose and focus, Bield was able to remain sustainable while meeting 

increased regulatory expectations. Partnership really matters too, so if another provider already delivers a similar, specialist service, perhaps there is an opportunity to work together.

As a specialist provider, we must be clear about the organisation’s purpose. Buildings and models can change, but what you do and how you do it is essential. Every decision must consider the difference it will make to tenants’ independence, choice and security.

The hardest operational decision is to close a service, or a development, where often you may know the tenants and staff personally. Decisions like these are not taken lightly and are based on good evidence, which is then shared quickly to ensure everyone is clear about why it is happening. But it is still one of the most difficult things, as you are very aware of the impact on individuals and the wider community.

Housing is part of a preventative and proactive solution and provides safe, warm, well-maintained accommodation which reduces stress and creates a healthy environment for those living there.

But the building is only part of it. We can find that with more complex situations that our support for a tenant needs us to work more closely with health, social care partners and other agencies, to ensure they are able to sustain their tenancies effectively.

Housing providers are also advocates for tenants in many ways. For example, we help them remain financially stable through projects like Bield’s income maximisation support, where our officers work with people affected by the cost-of-living crisis to help them stay independent. Our Community Café initiative is encouraging people to learn about good nutrition, meet people and learn about what agencies are out there to provide support, such as mental health organisations.

Social and specialist housing must be recognised as a key part of our essential, preventative infrastructure. By investing in the right homes, in the right places, we know we can support people to have better health and greater independence for longer.

The Scottish Government should look at what specialist housing does and the difference it makes for tenants, not simply what it costs. The alarm services, adaptations, digital technology, communal areas and staff support that Bield provides may cost more, but what are the social and financial costs of not providing the right accommodation?

As I’ve highlighted, technology is central to Bield’s work. Our BR24 service provides 24 hour digital alarm monitoring and telecare and work with West Lothian Council on an early ‘smart house’ led to the Bield Tech Hub, launched in 2023. Sensor projects can protect people and prevent emergencies; in one property, a sensor indicated that a boiler was about to fail, allowing a repair before it broke down - saving stress, time and money.

Although cost and funding can challenge smaller community organisations, technology is becoming more affordable, and knowledge should be shared across the sector.

Looking ahead, we are exploring a virtual house model with the TEC Services Association to understand how incoming data can be used.

Bield was formed to provide safe, secure accommodation where older people can live their best lives, and tenant focus still drives everything. Our success comes from remaining innovative, creative and forward thinking, with a constant desire to improve.

My career took me through frontline services and projects, with work across 14 of the 21 local authority areas in which Bield operates; those opportunities and relationships helped me develop and grow within the organisation.

No day is the same, and the work is hugely rewarding. Nothing is better than helping someone move into their own home and supporting them to flourish.

Forty years in housing has taught me not to make assumptions. Take every person as they come and value them.

I hope that in ten years specialist housing providers are regularly around the table with health and social care and that everyone seeking social housing can access it, at the right time and in the right place.

We must also modernise perceptions of retirement housing; many tenants still work, play golf and socialise… they are still going out and doing things.

And my final message to people across the sector - keep doing what you’re doing and act as if what you do makes a difference, because it does!