Ward Hadaway supporter blog – Mayoral Development Corporations – why the sudden surge in popularity?

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Between 2012 and 2025, just six Mayoral Development Corporations were created – but it is expected that in 2026 at least the same number will be established by the Secretary of State for Housing, Communities and Local Government. In this article, Ward Hadaway’s Public Funding Partner Alexander Rose provides answers to frequently asked questions about Mayoral Development Corporations, summarises some of the lessons that arose from Ward Hadaway’s recent webinar on this subject and explains why there is about to be a surge in the number of Mayoral Development Corporations created.

What is a Mayoral Development Corporation?

A Mayoral Development Corporation (MDC) is a vehicle for the regeneration of an identified site (the Mayoral Development Area) which can be established through a process set out in secondary legislation and involving the Secretary of State.   The MDC is a body corporate and can take on property as well as powers to drive forward the regeneration of the area, including the ability to act as the planning authority, to build infrastructure and to deliver development (directly or through partners).

How are Mayoral Development Corporations established?

The process to establish a Mayoral Development Corporation involves the designation of a ‘Mayoral Development Area’ by a Metro Mayor (leading a Mayoral Combined Authority or a Mayoral Combined County Authority) following consultation with prescribed stakeholders and a notice to this effect being submitted to the Secretary of State for Housing, Communities and Local Government.  This will lead to an order being created to establish the Mayoral Development Corporation, which is laid in Parliament and specifies the powers and functions of the new organisation.

What powers do Mayoral Development Corporations have?

Mayoral Development Corporations have a wide range of powers including the ability to take on planning responsibilities, acquire property, undertake direct development and offer financial assistance such as grants and business rates relief.

What lessons can we learn from existing Mayoral Development Corporations?

In November 2025, Ward Hadaway hosted a webinar bringing together experts with valuable experience of working either within or alongside existing Mayoral Development Corporations.

Bev Bearne, the Chief Operating Officer for the Hartlepool and Middlesbrough Development Corporations, underlined the importance of having clear roles and responsibilities, as well as the benefits of building close working relationships with local stakeholders.

Stuart Howie, Principal and Devolution Delivery Lead at Avison Young, explained that ‘one size does not fit all’ and emphasised the importance of identifying at the outset, the role that the Mayoral Development Corporation is expected to play in local growth plans and how it is anticipated that the organisation will intervene within the market.

Ian Freshwater, Programme Manager (Major Projects) at the North East Combined Authority provided an overview of the North East Combined Authority’s recent decision to establish a Mayoral Development Zone spanning sites in both Newcastle and Gateshead, providing insight into the evidence base that will be built up ahead of a decision being made as to whether to establish a Mayoral Development Corporation.

The recording of the webinar can be downloaded here.

 

Which Mayoral Combined Authorities are setting up Mayoral Development Corporations?

There are six existing Mayoral Development Corporations, these are:

  • London Legacy Development Corporation (established 9 March 2012);
  • Old Oak and Park Royal Development Corporation (established 1 April 2015);
  • South Tees Development Corporation (established 1 August 2017);
  • Hartlepool Development Corporation (established 27 February 2023);
  • Middlesbrough Development Corporation (established 27 February 2023); and
  • Stockport Town Centre West Mayoral Development Corporation (established 2 September 2019).

Current plans for new Mayoral Development Corporations include:

  • in December 2025, Liverpool City Region Mayor Steve Rotherham announced plans to create Liverpool’s first Mayoral Development Corporation unlocking regeneration across 174 hectares of mainly brownfield land, stretching up from Everton’s Hill Dickinson stadium into the city’s Pumpfields and commercial business districts. It is expected that the MDC will bring in the investment to create 17,500 new housing units and 5 million square foot of additional commercial space;
  • in September 2025, West Midlands Mayor, Richard Parker and Birmingham City Council leader, John Cotton announced the creation of a new Mayoral Development Corporation that will encompass East Birmingham and North Solihull, including the £3 billion Birmingham Sports Quarter, £4 billion Birmingham Knowledge Quarter, the new HS2 Curzon Street station and £2 billion Smithfield development;
  • in November 2025, secondary legislation was laid before Parliament to establish the Oxford Street Mayoral Development Corporation with the aim of regenerating London’s most famous shopping street;
  • in October 2025, Greater Manchester Mayor, Andy Burnham designated a Mayoral Development Area in the Trafford area that will deliver 15,000 new homes (including affordable housing), commercial spaces, and infrastructure improvements around Manchester United’s new stadium; and
  • in July 2025, plans were announced for a new Atom Valley Northern Gateway Mayoral Development Corporation creating 20,000 high-quality jobs and providing a £1bn economic boost to parts of Bury and Rochdale.

Why has there been a surge in Mayoral Development Corporations?

Two reasons.  Firstly there’s a strong focus on delivery across both Central and Local Government at this time.  This is best articulated by the Secretary of State for Communities, Housing and Local Government, Steve Reed declaring that his mantra is “Build, Baby Build”.  Mayoral Development Corporations closely align with this focus on delivery.

Secondly, development corporations are effective. The New Towns Taskforce report praises development corporation’s “significant powers to coordinate investment, develop expertise, assemble land and facilitate faster delivery, ensuring joined-up infrastructure and amenities are in place from the outset, as well as providing more certainty about the future path of delivery“.

In terms of impact, the report goes on to state “development corporations have consistently delivered higher build out rates than alternative models” citing data from the Lichfields “Start to Finish” study which found “development corporation-led new towns of 10,000 or more homes tend to have build out rates averaging 600 or more per year; whereas commercially-led large sites with masterplanned schemes (without government coordination) tend to deliver an average of c.150 homes per year, taking an average of six years from submitting a planning application to completing the first homes“.  Having a Mayor involved is considered to assist the process, adding additional accountability and helping resolve cross-boundary issues.

Conclusion

The time is right for Mayoral Development Corporations to become major drivers of regeneration and economic growth.  However their effectiveness is not a given, but instead will depend on how well tailored these organisations are to solving the issues affecting the relevant Mayoral Development Areas.

Ward Hadaway is the first choice law firm for public authorities engaged in delivering projects, including setting up and running Mayoral Development Corporations.  Please do get in touch if we can be of assistance.

Social and Affordable Homes Programme session a success with members

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We were recently joined by Homes England for an informative session on the new Social and Affordable Homes Programme. The discussion confirmed that Social Rent will remain a key priority and Homes England outlined the timelines for delivery, with bidding for the new programme opening in February 2026.

The session was Chaired by NHC Executive Director (Policy and External Affairs) Patrick Murray, and we were joined by Ian Workman, Chief Customer Officer, Homes England and Miranda Foster, Head of Affordable Housing Programmes, Homes England.

The event proved popular with members. Topics discussed included flexibility in the programme, such as opportunities for portfolio bidding, regeneration and different methods of demonstrating additionality; and how the programme intends to work with mayoral authorities to align with strategic priorities in those areas.

Homes England aims to have more information available in the new year and said there will be opportunities to engage with them on the programme and the bidding process.

The NHC has welcomed the new Social and Affordable Homes Programme Prospectus, with the scale of the investment and the focus on Social Rent. The Prospectus sets out that that 70 per cent of the programme will be delivered outside London (the highest ever level), that there will be flexibility around regeneration and how net additionality is measured, and that Strategic Mayoral Combined Authorities will play a bigger role. This is all welcome news for the North and our members. We did a member briefing on the programme prospectus that can be found here.

Homes England recently launched an Investment Roadmap setting out key milestones up to April 2026, alongside their five year strategic plan.

LinkedIn.

Thank you to Homes England for an informative session on the new Social and Affordable Homes Programme. The discussion confirmed that Social Rent will remain a key priority and Homes England outlined the timeline for bidding and delivery with bidding opening in February 2026.

The session was chaired by NHC Executive Director (Policy and External Affairs) Patrick Murray and we were joined by Ian Workman, Chief Customer Officer, Homes England and Miranda Foster, Head of Affordable Housing Programmes, Homes England.

This session proved popular with members. Topics discussed included flexibility in the programme, such as opportunities for portfolio bidding, regeneration and different methods of demonstrating additionality; and how the programme intends to work with mayoral authorities to align with strategic priorities in those areas.

Homes England aims to have more information available in the new year and said there will be opportunities to engage with them on the programme and the bidding process. They recently launched their Investment Roadmap setting out key milestones up to April 2026. Links to some useful documents are in the comments including the Investment Roadmap and the NHC’s member briefing on the Social and Affordable Homes Prospetcus.

Links in Comments

NHC member briefing on Social and Affordable Homes Prospectus:

SAHP-prospectus.pdf

Homes England Investment Roadmap:

Homes England investment roadmap December 2025 – GOV.UK

Fundraising lunch celebrates bursary award winners  

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The NHC hosted a fundraising lunch at Ramside in Durham to celebrate the 2025 Unlocking Success Bursary winners. The event attended by 150 people, including NHC members and supporters which raised funds for next year’s round of bursaries. 

The Unlocking Success Bursary offers £500 grants to people living in social housing to fund training or employment opportunities or to help them start their own business.  

This year the NHC awarded 25 bursaries. At the event bursary recipients Claire and Melissa shared their stories. Claire read out a poem she wrote about the bursary describing it as “the moment that changed everything”. Not only did the bursary help her upskill as a digital artist but it also boosted her confidence, knowing someone believed in her. We also heard from other bursary winners via video. 

Entertainment for the event was provided by Sunderland College – with students playing Christmas songs live. A group of students also performed spoken word piece ‘Mark this City’ which covers the themes of resilience and adaptability as part of The Underdog Project. Students also photographed and videoed the event. 

Congratulations to all the bursary winners and a big thank you to everyone who attended and contributed to this fantastic event.  

For more information on the Unlocking Success Bursary Scheme visit our website here.

Fair Funding Review – What Changed and What We Called For

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The Government has published its response to the Fair Funding Review 2.0, setting out major reforms to local authority funding from April 2026. These changes aim to create a fairer, evidence-based system that reflects local need and deprivation while simplifying the funding landscape. Below, we outline the key changes and how they compare to the priorities we set out in our submission to the associated consultation.

We are pleased to see that Government has made many of the changes we called for.

 

What We Called For – and How Government Responded

  • Deprivation to be at the heart of funding: We called for deprivation to be central to the new system. The Government has confirmed this, using updated Indices of Multiple Deprivation (IMD) data and weighting deprivation strongly in the Foundation Formula.
  • Recognition of homelessness pressures: We highlighted the surge in temporary accommodation costs. The Government has introduced a dedicated formula and consolidated homelessness funding streams.
  • Simplification and flexibility: We urged an end to competitive bidding and a move to consolidated grants. The Government will implement this, giving councils greater certainty of future funding levels.
  • Area Cost Adjustment (ACA) concerns: We warned that ACA changes could penalise deprived areas. The Government will apply funding floors and restrict the remoteness adjustment to adult social care only, minimising the negative effects we were concerned about.

 

What Has Changed?

The Government has modernised the funding formulas for the first time in decades, reducing the number of them from 15 to 9. These formulas also now use the 2025 English Indices of Multiple Deprivation, which include income after housing costs, and incorporate population projections to keep allocations current. A new Temporary Accommodation formula has been introduced to reflect rising homelessness costs nationally, and increasingly in the North.

The Area Cost Adjustment (ACA) – a modifier applied to initial funding allocations to account for the different costs of delivering services in different areas – continues to account for labour and property costs. However, the proposed remoteness adjustment will now apply only to Adult Social Care, not across all services. These measures have been replaced with journey times as a more accurate proxy for accessibility costs, ensuring that local authorities are shielded from disproportionate costs of delivery due to sparseness based on credible data. Transitional protections will also aim to cushion any negative impacts.

Continuing with the theme of simplification and consolidation, over 30 separate grants worth a total of £47 billion will be consolidated. Four new ringfenced grants — covering homelessness, public health, crisis and resilience, and children and youth services — will replace multiple smaller streams, while 17 grants will be rolled into the Revenue Support Grant, reducing administrative burdens and ending most competitive bidding.

A notional council tax level will be set at the national average (£2,060 in 2026–27, rising to £2,265 by 2028–29) to ensure full equalisation. Mandatory discounts and exemptions will be fully included in taxbase measures.

Funding changes will be phased in over three years, with funding floors guaranteeing 100% income protection for most authorities and 95% for those significantly above new allocations. The Recovery Grant Guarantee will maintain support for the most deprived areas. This will be achieved through a staged rollout of the new formulas, combined with guaranteed minimum allocations and targeted top-ups for deprived areas to prevent sudden funding losses.

For more details on the Government’s response visit: Fair Funding Review 2.0 government response

 

 

 

 

Building Stronger Communities – the role of NHC members 

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Lee Bloomfield, Chief Executive, Manningham Housing Association

 I recently had the privilege of addressing the NHC Northern Housing Summit on the role housing associations can play in advancing the Pride in Place agenda. 

 Launched by the Prime Minister in September, the £5 billion programme will allocate £2 million to 169 areas every year for a decade, “giving long-overlooked communities the certainty and control they need to plan for the future.”  A further 95 areas are receiving £1.5 million to upgrade public spaces.   

 The Government announcement added: “This is about choosing a future where communities are empowered to come together, rather than be divided, and where renewal is chosen over decline.”  

 It is not a new concept.  Indeed, I would humbly suggest that Manningham Housing Association (MHA) has been delivering the ethos of Pride of Place since 2021 when we secured almost £2500,000 from MHCLG to deliver our Building Bridges Bradford project. The grant was added to the £200,000 we had already earmarked, making it a £450,000 scheme.  

 The initiative sought to bolster community resilience, enhance societal awareness across diverse cultural/faith/ethnic communities, and challenge racism, prejudices and community division through a range of social action activities.  It was delivered across Bradford but specifically targeted at 32 wards ranked in the top 3% most deprived in the country.  Two of these – Ravenscliffe and Holme Wood – are now recipients of Pride in Place funds 

 Over the period of Building Bridges Bradford, the team engaged 2240 beneficiaries, with more than half receiving direct support by attending multiple wellbeing sessions and over 65% reporting personal improvement to their mental health. 

 Other tangible outcomes included 40 service users receiving support to enter employment, 39 black and Asian women benefitting from online business coaching with six setting up a business, several hundred people reporting improved physical health, and 275 service users – including those from marginalised groups (LGBTQ, refugees and disabilities) – taking part in community conversations and good neighbours day sessions, with over 56% reporting improved community relations, a better understanding of hate/race crime and healthy cultural friendships with fellow participants. 

 Given the success of the project and the desire of our Board to ensure continuity of some of these initiatives, since 2022 we have allocated 2% of our annual turnover to community investment.  

With 1,500 homes, MHA is the sole BME association in Bradford district which, according to the 2025 Index of Multiple Deprivation, is ranked 11th out of 296 local authorities with 37% of neighbourhoods classed as highly deprived. In England as a whole, this figure is 10%.  With more 15% of housing stock in Bradford and Keighley owned by housing associations, the role we play is therefore critical if schemes such as Pride in Place are to succeed.    

Communities thrive when there are strong connections between people from all walks of life.  These connections are the foundation on which community cohesion, resilience, integration, safety, trust and belonging are built.  

 But such bonds are not formed by accident or wishful thinking.  They must be nurtured and, yes, properly funded, even in the current climate of scarce financial resources.    

 Social cohesion is about building a society where people feel they belong and are accepted; there is trust between individuals, groups, and institutions; there is equality of opportunity; people participate in civic and community life; and differences are respected and celebrated rather than regarded as causes for division. 

 There are clearly societal challenges to achieving these ends.  Discrimination and unequal opportunities remain all too common, not helped by regional divides which successive Governments have failed to tackle. Almost ten years on from the Brexit referendum, polarisation in politics and identity shows few signs of diminishing.  And online misinformation and social media abuse continues to be rife.      

 But, by seeking to overcome these hurdles and aspiring to achieve the vital elements of social cohesion, the rewards for local communities can be great. 

 Research shows that high social cohesion is linked to numerous positive aspects of everyday life such as lower crime rates, better mental health and wellbeing, and higher public trust in how we are governed.   It also boosts economic performance in communities, creating jobs and opportunities to improve lives.  

 Pride in Place is about building stronger communities, and it is not just down to local councils to deliver the programme.  Working alongside them and other key partners, I believe housing associations are ideally equipped to help deliver the programme’s objectives.  

 We must invest in the spaces and structures that bring people together and restore a sense of pride in the places we live.  Pride in Place can become a significant step in the right direction.  

New board and senior team appointments strengthen NHC’s mission to deliver for members and communities in the North

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We have strengthened our leadership team with two new board members, Chief Executive of Pickering & Homes and Chair of the Hull and East Riding Housing Partnership, Claire Warren, and Chief Executive of Calderdale Council and President of Solace, Robin Tuddenham.

Saqib Saleem, Manningham Housing Association’s Director of Operations joins as a Board Associate through the NHC’s non-executive director (NED) leadership development programme, which offers training, mentoring and board-level exposure to support the development of rising stars from diverse backgrounds within the sector. The programme, devised with support from the Housing Diversity Network, aims to increase board diversity by bringing in a wider range of skills and life experiences including filling professional skills gaps within the NHC Board Committees.

We’re also pleased to welcome back Catherine Wilmot as Executive Director of Finance, Governance and Improvement. Catherine is a familiar face at the NHC having previously been Executive Director (Finance and Operations) between 2018 and early 2024.

The new recruits join us at a pivotal time. Over the past year, Government investment in social housing has grown significantly, and devolution has deepened with increasing powers for northern metro mayors. After successfully campaigning for change, the NHC’s focus is now on supporting members to deliver Government ambitions, including through Housing Partnerships that work closely with mayors across the North. The NHC has also launched Renew, an inquiry looking into how housing-led regeneration can drive growth and support communities across the North.

Northern Housing Consortium Chief Executive Tracy Harrison said:

“I’m pleased to welcome Claire, Robin and Saqib to the board. It’s a privilege to have a board which offers such fantastic insight and expertise. It’s particularly exciting to welcome Saqib as the first participant in our NED training programme. It’s vital our board is representative of our membership, and communities in the North. It should include people from diverse backgrounds with different life experiences to make sure a wide range of perspectives are represented. We will continue to run the programme and hope it will empower people to take their first steps into non executive leadership roles.

“It’s also great to welcome back Catherine, who has contributed so much to the NHC. It’s testament to the strength of our culture that she decided to return. Catherine and the new board members will be instrumental in helping us deliver our new corporate plan.”

Executive Director of Finance, Governance and Improvement Catherine Wilmot said:

“I’m really pleased to return to the NHC. We have a fantastic team of colleagues who are committed to our mission to make sure everyone has access to a safe, warm home they can afford in a place they’re proud of. It’s a friendly and supportive place to work and there’s a positive and welcoming atmosphere.”

Housing Diversity Network Chief Executive Mushtaq Khan said:

“We were delighted to work with NHC on this recruitment process. We’re firm believers that inclusive and diverse recruitment is about investing in the future leadership of organisations and opening doors that have historically remained closed. Our programmes aren’t just about opportunity — they’re about equity, representation, and ensuring that the communities we serve can finally see themselves reflected at every level of the housing sector.”

You can find out more about the NHC board here.

Tenant Voice 2025: Two Days of Insight, Innovation and Impact 

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The Northern Housing Consortium’s 15th Annual Tenant Voice Conference brought together sector leaders and housing professionals with tenants for two days of discussion, learning, and collaboration all focused on one central theme: strong and impactful tenant engagement. 

Across both days, one message came through loud and clear: meaningful tenant voice is essential for building trust, tackling stigma, and driving the culture change our sector needs. 

Day One: Setting the Scene and Driving Standards 

The conference opened with Paul Fiddaman, Chief Executive of Karbon Homes, who set the tone by reflecting on the significant changes that are currently shaping social housing. Paul shared how Karbon embeds their values into everyday behaviours, with staff appraisals linked to demonstrating customer-centric service – a practical example of putting tenants at the heart of organisational culture. 

Tenants were active from the start, asking insightful questions about training and qualifications for housing staff and emphasising the importance of high standards in how tenants are treated. 

Kate Dodsworth, Chief of Regulatory Engagement at the Regulator of Social Housing, followed with an update on the regulator’s new powers and priorities. She stressed the importance of transparency, accountability, and tenant engagement in improving standards. Kate highlighted how tenant satisfaction measures can act as an early warning system for landlords and repeated her call for tenants to share their views as the regulator moves forward with its four-year programme. 

Richard Blakeway, Housing Ombudsman, then shared trends from the past year, including how complaints are now better resourced and recognised as vital for learning and culture change. His message was clear: complaints aren’t something to fear; they’re an opportunity to improve. Richard also addressed stigma in language and the Ombudsman’s outreach work, which now includes one explainer document that has been translated in 300 languages! 

The morning continued with Chloe Tilford from Housing Diversity Network, who led an interactive session on unconscious bias and how misinformation can derail community efforts. Her practical tips for spotting loaded language and challenging assumptions resonated strongly with delegates. 

Luke Baptiste from South Liverpool Homes showcased how they embed tenant voice through their Customer Committee and Scrutiny Panel, visiting hundreds of homes each month to understand residents’ needs and offer support. Their #LetsTalkFacts campaign to tackle misinformation around allocations was a standout example of transparency and two-way dialogue. 

The day closed with Andy McGrory from the Building Safety Regulator, who reinforced the importance of involving residents in decisions, not doing things to them, echoing lessons from Grenfell. 

Day One highlighted the importance of restoring trust, challenging stigma, fixing bias, and ensuring safety – all underpinned by the power of tenant voice. 

 

Day Two: Collaboration and Innovation 

Day Two began with our own Liam Gregson, Senior Engagement Manager at the NHC, introducing RENEW, our housing-led regeneration inquiry. Liam outlined why this work matters; learning from the past; sharing knowledge across power structures; and securing investment for social housing in the North. 

He was followed by representatives from Magenta Living, including Adam Costello, Customer Committee Member, who gave an inspiring talk on meeting tenants where they are – not just in town halls – and Mark Armstrong, Regeneration and Public Affairs Director, who reminded us that housing is about more than bricks and mortar. Magenta Living’s JobsPlus scheme is a great example of going beyond legal requirements to empower communities. 

Next, Amy Broadley from Sir Josiah Trust shared how they bring residents into the boardroom to ensure decisions reflect real voices. Working with Emma Wilson at YD Consultants, they’ve collaborated across six landlords to tackle complaints and co-create 17 practical recommendations – from clearer communication to valuing older residents’ skills. 

We then heard from Colchester Borough Homes, who challenged us to rethink language: it’s customers, not tenants, and it is housing first, not social housing. 

A quick-fire session followed, with six landlords showcasing innovative approaches to customer involvement. Huge thanks to Cobalt Housing, North Star, Berneslai Homes, Arches Housing, and Progress Housing for sharing their work. Big or small, every organisation acknowledged this is a continuous journey – and the destination is always evolving. Each landlord acknowledged that enacting culture change must be front and centre throughout. 

 

Looking Ahead 

Across both days, delegates asked great questions and engaged in lively discussions, reinforcing that tenant voice is not a tick-box exercise – it’s a long road of culture change. From tackling stigma and bias to embedding trust and safety, the sector is committed to making this journey together. 

A huge thank you to all our speakers, delegates, and partners – especially Yvonne Davies of YD Consultants – for making this year’s conference such a success. The all the conversations across the conference have been eye-opening, inspiring, and a powerful reminder of why tenant voice matters. 

Renew Update: Second advisory group and housing partnership engagement   

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Renew, our inquiry into housing led regeneration, supported by Homes for the North and Muse is continuing to build momentum. The advisory group, made up of made up of housing association chief executives, local and regional government regeneration specialists, policy experts and academics, met for the second time this week. On the agenda were future plans for the inquiry, which include an interim report summarising findings for the Call for Evidence and other research in early summer, and plans for an visits and tours over the summer alongside resident engagement work. The group also fed back on communications plans for the inquiry.  

The NHC team has attended Housing Partnership meetings in Greater Manchester, Hull and East Yorkshire, the North East, Tees Valley, South Yorkshire and York and North Yorkshire to explain more about the inquiry. They explained how partnerships can get involved by responding to the Call for Evidence, hosting visits and tours or contributing in other ways. We have further sessions in the new year with Liverpool City Region Housing Associations and the West Yorkshire Housing Partnership.

The Call for Evidence, which launched at the Northern Housing Summit is open until 27th February. It is the beginning of a comprehensive effort to gather the evidence the Government needs to act on housing-led regeneration. We want to hear directly from those with experience in planning, funding, delivering and living through regeneration. This will help us to understand what works, what doesn’t, and what needs to change to ensure housing-led regeneration delivers lasting benefits for residents and communities.  

You can download the Call for Evidence on the Renew website.  

A landmark year for housing in North

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Our Chief Executive Tracy Harrison looks back at what has been a momentous year for social housing in the North. She reflects on what we’ve achieved – both politically and in terms of our member offer – and looks forward to 2026.

This year has been one of the most significant for the social housing sector in the North. We’ve seen once-in-a-generation investment in social housing from the Government. At the NHC, we’ve been actively representing members’ views right at the very heart of Government, and working to support members to deliver.

We launched our new corporate plan with three key strategic priorities:

  • We move the dial on northern policy
  • We’re all about people (your people and our people)
  • We create value

Moving the dial on northern policy

Together, we’ve influenced national decisions in ways that would have seemed impossible just a few years ago.  The social housing sector has received significant investment in recent months – including the £39bn commitment to the Social and Affordable Homes Programme, with flexibility around regeneration and net additionality, and the 10-year rent settlement.

Mayors now have more local control, and more flexible funding rules now reflect the reality that “one size fits all” simply doesn’t work for the North. Thanks to the evidence you’ve shared and the work we’ve done collectively, long-standing asks have been delivered. Our Executive Director (Policy and External Relations) Patrick Murray has written a more detailed article on moving the dial, summarising the policy change we’ve seen and how we deliver that change.

The NHC team has worked tirelessly to make this happen—meeting ministers, organising site visits, and presenting detailed evidence that reflects the realities of the communities you serve.

Looking ahead, our newly launched Renew inquiry, supported by Homes for the North and Muse, will explore housing-led regeneration as a driver of growth and stronger communities. Our Call for Evidence is already underway, and we’re engaging with ministers to ensure regeneration in the North receives the support it deserves.

We’re all about people

Our second priority is simple but vital: we’re all about people—your people and our people. Over the past year, we’ve created spaces for collaboration and shared learning across virtually every landlord issue. From strategic leaders to frontline staff, tenants, and residents, we’ve held more than 110 events attended by over 1,000 colleagues. That’s more than two events every week, each designed to strengthen our collective impact.

We’ve also taken senior government officials across the North to see members’ work firsthand. These visits help decision-makers understand the challenges you face and the opportunities that exist to deliver for communities.

Supporting people also means investing in their future. Our Unlocking Success Bursary scheme continues to change lives, awarding £500 bursaries to support social housing residents with training and employment opportunities. We’ve partnered again with the GEM Programme to offer a free place to a tenant employed by an NHC member, to help them build a career in housing. And looking ahead, the new Edge Programme will address senior leadership succession and development needs—an issue critical to the sector’s long-term success.

Devolution is also creating new opportunities. Housing partnerships across the North are bringing together housing associations, local authorities, and combined authorities to tackle issues from skills to health. We’re proud to serve as secretariat to seven of these partnerships, strengthening pan-Northern collaboration and ensuring the right people are around the table to improve outcomes for communities.

We create value

Finally, our third priority: we create value. At the core of this is the income generated by our commercial team through NHC Procurement. Over the past five years, our reinvestment model has delivered well over £2.5 million directly back into policy and engagement work. This funding helps us keep membership fees low while offering free networks and events that benefit everyone.

So, when you work with us on procurement, you’re not just securing value for money—you’re enabling all this wider work to happen.

Looking forward

2025 has certainly been a busy year – and while I feel ready for the Christmas break – I look forward to bringing the momentum forward into 2026. We’ll continue to be there for members – bringing you together, representing your views and supporting you to deliver.

Our Renew inquiry on housing-led regeneration will be a big focus and we will work tirelessly to make sure no-one and no-where is left behind. We will continue to work with housing partnerships across the North and will do even more to bring the partnerships together – including with a new event in the summer! We will continue to support members with free events and briefings and resources when you need them most. Our procurement team will work to respond to the ever-changing delivery environment and will connect you with the suppliers that can offer the best solutions.

I hope everyone has some opportunity to relax over the festive break so we can all return refreshed and ready to go in 2026!

Moving the dial on Northern policy  

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NHC Executive Director (Policy and External Relations) Patrick Murray explains more about this corporate plan objective, including how we represent members, and the approach we take to working with the Government. He looks at how we’ve been moving the dial over the first 18 months of the Government and the momentous policy change we’re seen as a result.   

Changing Government policy is not easy. So what does “moving the dial” look like in practice? 

The first thing to say is it’s never one organisation. To have any chance of impact Government needs to hear the same thing from multiple places. We always work with and represent our members – social housing providers, local authorities, and Mayoral Combined Authorities – as well as working with other bodies such as the Northern Housing Partnerships and with national organisations where it’s appropriate.. We listen to resident’s voices too, as they are a powerful agent for change. In short, strength in numbers is always key to success. 

With a remit to speak on behalf of Northern cross-sector membership we focus our influencing work clearly on policy areas where there is a northern angle, it’s important to our members, and there’s a chance of success. By focusing strategically this means we can really get into the depth required to achieve change. 

For us at NHC over the last 18 months that’s meant a real focus on ensuring funding works in a way that supports delivery across the North. It is vital for Government to understand that monolithic national programmes will not deliver the impact they want if they are not set up to work across the multiple different housing markets there are in this country and have the flexibility to respond to the myriads of housing crises we have. When lobbying for the North, you’ve always got to be mindful how easily Whitehall and Westminster default to a London-centric view of the world, and how seductive the levers of centralised power appear to be (though they rarely work as intended in reality). 

Different Government stakeholders will need different things to help shift positions. That’s why at the NHC we talk about a twin-track approach. Politicians want to know how they can fulfil manifesto pledges and deliver for voters. It’s our role to show them how the social housing sector can support them to deliver their ambitions while inspiring them to go further with policies which will have a positive impact in the North. But we also need to focus on the depth of research, insight and detail needed to support civil servants to advise ministers on the best course of action, and shape how they implement policy.  

For example, we worked closely with the Mayoral Combined Authorities on the challenges around the Brownfield Housing Fund. Our in-depth research, Brownfield First showed we can build up to 320,000 homes on brownfield land in the North but the way funding was designed was holding us back. In particular we found the way Treasury’s Green Book rules were being implemented made it difficult to get homes built on brownfield sites. 

As the NHC’s Northern Housing Monitor has consistently shown, the North has more than its fair share of older, colder homes. Building on our track record including the ground-breaking Social Housing Tenant’s Jury, we brought together providers, local authorities, Mayoral Combined Authorities, and the supply chain to explore how we could deliver a new generation of good green jobs and tackle rising bills. Again, devolution of funding was a vital component to support partnerships, alongside longer-term funding cycles. 

Finally, the Social and Affordable Homes Programme. For years many areas of the North were locked out of the grant funding needed to build social rent. Stop-start programmes halted delivery. And regeneration was an afterthought at best, and a non-starter in truth. So our research on regeneration from earlier in the year was designed to set out the challenges around end of life stock in the North while demonstrating how by tackling this issue we could unlock more delivery. Working closely with the North’s Housing Partnerships was critical to get the granular data needed. 

This research all came together in our detailed Spending Review response, setting out what the North needed across multiple fronts. Backed by the North’s Housing Partnerships and based on extensive member engagement over the years, we were able to put forward a strong case for the North. 

But research alone doesn’t cut it. The right engagement with the right people is critical. We met with Ministers and put forward the case for the North at every opportunity including alongside national bodies.  

As ever though, the maxim of “show, don’t tell” proves most powerful. Over the first 9 months of the new Government we took all the key senior civil servants out across the North to see the issues on the ground. We saw new development, work on existing homes including retrofit, and regeneration in all its forms. They talked with members and residents about what was needed, engaging in Chatham House conversations which helped shape policy. We held bespoke roundtables and in-depth briefings on key research to support the civil service teams to design policy.  

In short, it’s a pincer movement. Ministers heard clearly what was needed from the NHC and our members, and from their civil servants. We worked closely with civil servants to equip them with insight and data, and to make sure they had seen the issues on the ground. This gave them the confidence to put forward the solutions that the sector needs to deliver. If the sector, civil servants, and politicians are all pushing in the same direction that’s when you have a chance of success. 

When we set out on this journey to influence the shape of the then new Government’s policy programme, we knew it wasn’t just about the money, but about how the money worked. 

The results are there to see, not least in the prospectus of the £39bn Social and Affordable Homes Programme. Regeneration flexibilities retained and broadened with real changes to the technical detail on “net additionality” rules that will have a major impact for northern providers. A ten-year programme with social rent as the priority. 70% of the money available outside London, a record high. And a real role for Mayors to set the strategic direction and allow more flexible delivery locally.  

But also increased brownfield funding through the National Housing Delivery Fund, devolved to Mayors, and underpinned by significant changes to those Treasury value-for-money rules that have held us back for so long. We still await the Warm Homes Plan, but we know there will be more money for retrofitting our social housing, funding will be devolved in this Parliament, and funding windows will be longer than previous cycles.  

What’s more we were delighted to see the revised £5bn Pride in Place programme to improve places building on NHC Pride in Place research directly with communities from a couple of years ago. This showcased the power of resident voice to shape policy – but also that influencing Government policy is sometimes a long game. 

So what’s next? Renew, our inquiry into housing-led regeneration in the North backed by Homes for the North and Muse, will be our main focus over the next 18 months. Our Call for Evidence is out now – please do respond by 27th February 2026. We’ll be engaging widely with the sector including the North’s Housing Partnerships and undertaking a programme of resident engagement.  

As ever, the ability of the North to achieve real policy change rests on us all working together and speaking with one voice about what is needed.