Carmel Chambers
In the first of a new regular series, the Stockport Homes chief executive reflects on her life and career in housing.
Tell us a bit about your early life
Growing up in North Manchester to parents who both worked on the frontline and in public service has really shaped and influenced the sheer passion I have for this sector. My dad grew up on a council estate and had so few opportunities to progress his education, even though he was very clever. I believe children of all backgrounds should have fair life chances; we’re not there yet as a country at resolving that one! My mum was a night nurse at a large well-known Manchester hospital, working in infectious diseases and she’s very much shaped my attitudes to be non-judgemental. Her stories of loss, right through to almost being blown up by a patient who wanted access to the drug cupboard, have made me fully appreciate the resilience and care of our frontline services, and that we owe them a lot.
What was your first housing job?
My first housing job was just over 20 years ago, working as an accountant for both the ALMO and the housing revenue account (HRA). Back in the day, the HRA was part of a national government subsidy system, followed by a self-financing settlement in 2012. I always think when you work in finance, you get to understand most areas of the business, as you’re working up business plans with service leads, assessing viability and risk, and modelling 30-year projections. Understanding the asset management strategy, for example, leads you into spaces that any good accountant should be – not just counting and accepting numbers, but questioning assumptions, forecasts and trends, and challenging the basis of decisions that could have negative (or positive) consequences for the whole business.
What’s your best housing moment?
There are lots to mention here, but I’ll go with our recent C1 grading from the regulator. So much work goes on behind the scenes, from all our teams, day in, day out. To be awarded the highest grading from an independent assessment meant so much. We know there’s still so much more to do and carry on learning, but to have those fundamentals assessed was testament to all that hard work.
And the worst?
Discovering we had fire risk actions that had been reported as complete and added to a programme of works, when in fact they weren’t. This led to us self-referring to the housing regulator back in December. My mantra is always that tenant safety is our number one priority, above all else. A new member of staff that had joined us made the discovery. We acted on it straight away, put in place the right mitigation measures and clearly communicated to our customers. We brought in independent consultants to review our compliance operations in this area and have made numerous improvements to data quality and transparency. I drive past our high-rise blocks every day to work and never forget the huge responsibilities and accountabilities that all of us working in the housing sector hold.
Who’s your housing hero?
My current chair of the board, Steve Partridge. Steve is just coming up to serving his full allowable term as our chair. Steve isn’t only well known and highly regarded in the sector, having shaped many housing policies and financing settlements over the years, working with, and lobbying national and local government. But he’s been an inspiration to me. Not just his knowledge, but his unwavering support as chair, and his professionalism, humility and just being a decent human being. He has good morals and sticks to them.
How did you become a housing leader?
After becoming director of finance, my remit grew rapidly. I’ve often been told I’m “not just a typical accountant” – I’ve always taken that as a complement by the way! My zest for people and engagement initiatives, and a desire to create a really immersive, dynamic, fun working environment led me to taking over HR and OD. From there I became executive director of resources, welcoming numerous teams into my remit, such as IT, data, health and safety, and marketing and comms, to name a few. I’ve also led more traditional front-facing teams, such as customer finance, money advice and assets teams over the years. Leading such diverse teams has only fuelled my passion for all things housing and enables me to be genuine and passionate when I say the housing sector really is a great, vibrant, rewarding sector to be part of.
“We need to listen to what colleagues and customers are saying, really listen. Create an environment where people feel they can open up and talk honestly. And then act on their feedback. If you don’t have that passion to do right by your people, you shouldn’t be working in this sector”
What’s the one key lesson you’ve learned from a career in housing?
It’s all about people, and you must have a passion for people. Whether that’s attracting great people as colleagues to deliver the best services or ensuring our customers get the services they deserve. We need to listen. Listen to what colleagues and customers are saying, really listen. Create an environment where people feel they can open up and talk honestly. And then act on their feedback. If you don’t have that passion to do right by your people, you shouldn’t be working in this sector.
What’s your advice for anyone starting their housing career?
Don’t pigeon-hole yourself. I came in as an accountant and have since led over 20 different teams. I’ve had many team members end up in roles that they didn’t start in – rent officers that are now in our new build development team; I’ve had IT experts running engagement initiatives. As long as your guiding principle is to help people, and live by the values in our sector, you can utilise your skills and develop those skills across lots of different areas of housing. Don’t be afraid to try out new roles and speak up. I learnt very early on if you don’t ask, you don’t get.
What’s the biggest challenge you currently face as a housing leader?
There are numerous challenges in the sector at the moment – it’s the most challenging out of all my 20 years in the sector. So, it’s the sheer accumulation of those challenges which is the challenge! The sector needs massive financial investment; we have aging stock that’s costing more; we have over 9,700 on our housing waiting list; we have some of the most deprived areas in the country; we have increased homelessness; the list goes on. But that’s what we’re paid as leaders to navigate: to make the best decisions with limited resources, whilst spreading hope and positivity with sprinkles of happiness for those in society who need us most.
What single policy would improve the housing situation in this country?
Even more funding for the delivery of new social and affordable homes. There’s still so much to do.
