Ahead of what is likely to be another significant year for housing in terms of development, decent homes, regulation, planning and renters’ rights, we asked some of the sector’s leading lights to gaze into their crystal balls and predict what’s in store for 2025.

Helen Barnard, Director of Policy, Research and Impact, Trussell Trust

One of the biggest moments in 2025 will be when the Renters’ Rights Bill becomes law. This will give renters vital new protections from no-fault evictions and from being trapped in an unhealthy home, with the bill requiring private landlords to address mould and damp within 14 days. These new rights should start to address the links between hunger, hardship and homelessness we see every week at food banks in the Trussell community.   

New planning reforms and increased funding for affordable homes may also start to tackle the chronic lack of housing supply which has fuelled this spiral. But more action is needed if the UK government is to make a significant difference to this in the coming years.

However, 2025 is also set to bring the unwelcome return of a freeze to Local Housing Allowance. We’ve seen in previous years the appalling consequences of government policies which increased the gap between rents and housing benefit, soaring homelessness, as well as increased hunger and hardship. We hope that the government will rethink this decision next year and instead maintain the link between the cheapest rents and level of housing benefit, to ensure fewer people are at risk.

Anne Bentley, Neighbourhood Manager, Worthing Homes and winner of the 2024 Housing’s Next Generation competition

Better use of technology: I think providers will further explore digital tools and AI. We’re already seeing an increase in the use of AIs, like Copilot and Facilitator, to aid with manual processes. I think we’ll also see more organisations looking to use virtual inspection tools, enabling residents to show their repairs via video call rather than waiting for a physical inspection.

Development challenges: with operating and construction costs rising and ageing stock needing work to maintain, the push to build more homes will be harder to prioritise. I think that the sector’s development rates may continue to struggle which will be of concern to a government that has pledged 1.5 million new homes.

Focus on sustainability works: with the target of all social housing achieving an EPC rating C by 2030, I anticipate further focus on retrofit works. I think that this is another costly focus that will make prioritising development difficult, and it’ll be interesting to see how organisations manage the balancing act of these priorities.

Financial constraints: interest cover across the sector remains low and the rise in repairs doesn’t seem to be steadying. I think 2025 will be a challenging year financially for the sector and may result in organisations seeking creative solutions to cost-save or generate new lines of revenue.

Jo Causon, Chief Executive, The Institute of Customer Service

As we look towards 2025 in the housing sector, we’ll see some familiar and some new trends. While the recently revised NPPF means growth for the housing sector, the overall economic outlook will remain uncertain. Additionally, customer behaviours and profiles will continue to get more complex, deployment of AI in customer service will increase, and we’ll see a growing awareness of, and impact from, climate change.

There will also be increasing scrutiny on regulated sectors and their regulators, and the extent to which standards have been improved for customers – particularly as a new government seeks to make its mark.

With these challenges and opportunities in mind, it’s clear that there are no quick, easy routes to consistent growth.  One thing that will remain consistent for the housing sector is that prioritising a strong, long-term focused customer strategy will remain a differentiator and will create strong returns for the sector.

The need for a balanced approach from leadership, continually considering and weighing the needs of customers, employees, investors, suppliers and other stakeholders will be as crucial as ever if not more so if we’re to move towards sustainable growth in 2025.

Sheron Carter, Chief Executive, Hexagon

The government has headlined building new homes as its north star. Turning the right to buy tap off is a good start if we want to achieve net surplus. The government now needs to settle the big question on how we’ll build the 1.5m new homes it has promised. I expect we’ll see more deals with the banks to stimulate affordable borrowing, a slow release of not enough additional grant funding for social housing, some reticence on a long-term rent settlement, and a possible marginal shift on rent convergence.

New homes will, however, be competing with cladding remediation, energy efficiency and the big-bang approach to Awaab’s Law. The trade-offs will see statutory and regulatory requirements prioritised over desirable targets. Highly urbanised areas will be most adversely affected. I’m not sure how local authorities with much-depleted resources will find their way through this. I think it more likely the government will put money their way than ours.

Resourcing the Building Safety Regulator to speed up their reviews is the other elephant in the room. Unlocking this requires money that the government may not have. If we’re called upon to fund it, guess what – even less money for new homes.

All these aspirations are laudable, and few would argue against them. Cutting our coat according to our cloth is the inconvenient reality. Choices will have to be made. Let’s hope we all make the right ones.

Mushtaq Khan, Chief Executive, Housing Diversity Network

Two predictions for 2025 from me.

I think that housing organisations will face greater scrutiny on equality, diversity and inclusion outcomes. The increased focus on tenant safety and satisfaction and the disparities that are evident will force housing organisations to demonstrate how they are addressing inequalities, particularly in tenant services and staff diversity. I’m really keen on mandatory reporting of tenant demographics, accessibility and inclusion initiatives, although this seems some way away.

The push for diversity at board level, emphasised in much of HDN’s recent work, will continue to grow. Housing associations will also move towards adopting targets for ethnic minority, gender and disability representation in leadership roles, especially as part of succession planning. I always tell organisations, it’s easier to grow your own rather than recruit.

Transparent reporting on progress towards these goals will become a standard practice, driven by pressure from funders, regulators and communities themselves.

Nick Atkin, Chief Executive, Yorkshire Housing

2025 is set to be a transformative year for housing. There will be a number of new opportunities from a government that clearly has a strong focus on housing and wants to get things done.

While most announcements have been about building new homes, the government cannot ignore the need to maintain and improve existing ones. Several reforms, including the English Devolution White Paper and Awaab’s Law, will demand a joined-up approach. Only by balancing customer experience, quality and financial pressures can we make any meaningful progress.

The government’s long-awaited housing strategy will emphasise devolved decision-making, placing partnerships between housing associations, local authorities and mayors at the forefront. We must ensure tenant and community voices shape these plans.

Tighter regulations around building safety, tenant satisfaction and environmental standards present challenges, but also opportunities. Compliance must go beyond ticking boxes; it should be integral to a culture focused on delivering the best possible service.

Digital transformation will become an essential enabler to our plans. AI and other technologies can improve efficiency and enhance customer experience, but we must strike the right balance between technology, innovation and human interaction. Housing is, above all, about people.

Sustainability remains a key priority. Retrofitting homes to reduce emissions will require collaboration and investment, but the benefits for the planet and our communities are too important to ignore.

2025 will be a pivotal year. Only by embracing change and acting boldly can we build and improve homes, transform lives and create a lasting impact for future generations.

Kate Roberts, Customer Success Director, switchee

Consumer Standards: last year saw the first consumer gradings issued by the RSH. While some of the early results caused some controversy, the regulator appeared to improve its output over time, in both detail and vigour. Results for many of the larger housing providers are still pending, so it’s still yet to be seen how they will perform. If many of these providers receive lower gradings, this will hopefully encourage landlords to prioritise resident experience, using feedback to drive improvements. However, concerns persist about the regulator’s emphasis on management information over resident input.

Awaab’s Law: with compliance deadlines approaching, housing providers are beginning to shift how they manage damp and mould cases. However, many remain reactive rather than proactive. A court case under Awaab’s Law is likely to happen in 2025, setting a precedent that could result in a greater urgency to focus on data intelligence, communication and resources. Increasingly, providers are adopting IoT solutions, such as sensors and virtual surveyors, to monitor and address damp and mould more effectively. Claims farms continue to challenge landlords, emphasising the need for transparent, accessible complaint processes and publicising outcomes to reassure residents of fair treatment. The cost implications of both resourcing damp and mould issues and compensation for residents could also result in more mergers taking place, or possibly an increase in DLOs.

IoT: beyond damp and mould, IoT is also helping providers develop smarter asset strategies by integrating insights into how homes and residents operate. This could lead to more cost-efficient decision-making for planned works and designing future homes tailored to tenant needs. Together, these advancements aim to create safer, better-maintained housing while optimising resource allocation.

Alison Inman, Chair of Tpas and former president of the Chartered Institute of Housing

I’m not sure I know anyone who started 2025 giddy with anticipation for the sunlit uplands coming into reach. It all feels a bit doom and gloom, not least with the return of Trump and Musk’s real time audition as the worst-ever Bond villain.

The temporary accommodation crisis is going to continue, pushing more and more local authorities toward bankruptcy and it’s hard to see that turning around soon.

Whilst there’s definitely no magic money tree, I’m hopeful that we’ll see a fairer settlement for housing in the spending review and an upturn in the number of social housing starts.

Repairs and maintenance will continue (rightly) to be under the microscope of tenants, the regulator and the ombudsman, and hopefully the penny has finally dropped with senior staff across the sector that this needs to be at the top of their to-do lists.

So, not a rapturous new dawn but hopefully some firm foundations will be a long-term plan for housing and by this time next year I may be a little cheerier. Don’t bet the farm on it though.

Aisha Akhtar, Interim Head of Legal Services and Practice Manager, Sovereign Network Group

2025 will bring significant change to the sector. We can expect more regulation with housing providers facing ongoing scrutiny around governance, safety and tenant satisfaction, which are embedded within the consumer standards and the tenant satisfaction measures (TSMs). Provisions of The Procurement Act 2023 and the Social Housing Regulation Act will also come in to force this year, bringing new considerations for the sector with more focus on transparency and accountability. This includes Awaab’s Law (pending secondary legislation), which will bring strict timescales for social housing landlords to address repair issues such as damp and mould.

The new law demonstrates the ongoing shift to a more proactive and resident-focused approach by prioritising tenant well-being and satisfaction. With these heightened responsibilities, landlords will look to embrace digitisation to enable more accurate data-driven decisions. Some landlords are already investing in technology such as artificial intelligence to help achieve compliance with energy efficiency and maintenance standards as well as to provide better outcomes for residents.

The year will bring a renewed focus on increasing the supply of affordable housing. The demand continues to outpace supply. More collaboration between housing providers, local authorities and private developers will be key for secure funding.

Louise Wood, Non-Executive Director Public Practice and Chief Planning Officer, Cornwall Council

As the government heads into 2025 with a new National Planning Policy Framework and ambition to deliver 1.5 million homes this parliament, it’s set to be a critical year for the sector.

A major consideration in 2025, across the board, must be ensuring local councils have the skills and capacity to deliver this mission. We’re supportive of the 300 planners that have been committed, but our research at Public Practice concludes that the biggest recruitment challenge is in fact the difficulty in attracting talent.

With regards to skills, we’re seeing a leap in the number of property development and capital delivery roles needed, from 29% in 2023 to 55% in 2024. The ambition to build 1.5 million homes means that the need for more commercial and delivery skills will only increase. However, it’s not just about capital delivery. We believe design, sustainability and community engagement are vital for delivering effective long-term outcomes in housing. Addressing staff shortages in other disciplines, including ecology, infrastructure and utilities, environmental sustainability and master planning, is crucial.

So, the trend we hope to see this year is more talented built environment professionals, from a variety of professional and lived-experience backgrounds, making an impact as change-makers and leaders in local government, and we’ll be doing everything we can to support this drive.