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Search the Public Notice PortalJames Walder talks to PETER BARRON about a challenging but rewarding first year as CEO of North Star Housing Group...
AS he looks back on his first year at the helm of one of the North East’s leading housing providers, James Walder admits it has ‘gone by in blur’.
It has certainly been an eventful introduction to life as the chief executive of the award-winning North Star Housing Group – a year that has made him appreciate the value of the social housing sector more than ever.
And the recurring theme, as we chat in North Star’s Stockton head office, is the importance of giving customers and staff a stronger voice in shaping the future of an organisation with roots dating back more than half a century.
‘Since coming to North Star six years ago, I’ve learned a lot from those around me, developing a more collaborative leadership style that allows people the space to do what they do best,’ says James.
‘I’ve tried to place an emphasis on listening because it’s important to lean on the experience of others. There are people who’ve worked here for decades, so they bring a massive wealth of experience. It’s vital that we leverage that, value it, and never take it for granted.’
James, born and raised in Newcastle, joined North Star in February 2019 as executive director of finance and business support, having previously worked for Kier Group in a role that included managing North Tyneside’s social housing stock.
He was attracted by North Star’s culture, built around forging strong relationships, and making a difference deep within communities. When he succeeded Angela Lockwood OBE as chief executive, his objective was to build on that culture while developing systems and making better use of data and insight to take the business to the next level.
As it turned out, there was little time for James to settle into the hotseat before the first big challenge flared up in the form of national civil unrest reaching the streets of Middlesbrough.
‘It was a baptism of fire, and I was out of my comfort zone straight away,’ recalls James.
Though the violence was disturbing, the riots served to underline the value of the community relationships North Star’s frontline staff have worked so hard to establish.
‘Due to those connections, we knew very quickly what was needed. We were able to reassure our customers, and deal with issues,’ says James.
‘My main role during that challenging time was to listen to the staff with the strong customer and community relationships, the expertise and the knowledge, then empower them to make the right decisions.’
Since that challenging beginning, North Star has continued to evolve in the way James hoped.
In February, North Star, which manages 4,000 homes across the North East, became the smallest housing association to ever win the ‘Most Innovative Housing Provider’ title at the prestigious Housing Innovation Awards.
It was recognition of the way North Star has embraced innovation through key partnerships, including the National Innovation Centre for Data, Waterstons, and York University.
The judges commented: ‘North Star Housing appears to be going all-in on embracing technology to improve the lives of its tenants, working with robot specialists, data scientists, and technologists to tackle the pressing issues of today. Truly leading the way in innovation!’
James said: ‘Winning this award is fantastic recognition of our commitment to explore
new and creative ways to benefit our communities.’
At the same ceremony, North Star was also shortlisted for Best Use of AI, and was part of SHINE – Social Housing Innovation North East – collaboration that was shortlisted for Most Innovative Partnership.
A week earlier, North Star and its technology partner, Infinity Group, scooped another national accolade for Best Customer Impact in the National Housing Maintenance Forum Awards.
‘Awards are lovely and testament to the hard work the team put in, but the most important rewards are making a difference to our customers,’ insists James.
A recent illustration of making a difference through technology and creativity came in Darlington, when North Star teamed up with contractor Aston Walker to start building 12 low-carbon houses on a former snooker club site in Eldon Street.
Each property will be constructed using Structural Insulated Panels (SIP), with air source heat pumps, solar panels, underfloor heating, and high levels of roof insulation, all of which impressed Darlington MP Lola McEvoy during a site visit.
‘This is a gold star build by a gold star housing association,’ the MP declared.
Eldon Street links back to a phase in North Star’s history because it is a short walk from St Paul’s Place, where Darlington Housing Association was located before becoming part of North Star Housing Group in 2016.
Another notable example of North Star’s willingness to embrace the future came when it teamed up with The National Robotarium, at Heriot-Watt University in Edinburgh, to explore how humans interact with a conversational robot barista placed in the Bistro at the Aspen Gardens extra care housing complex in Stockton.
The AI-empowered humanoid Furhat robot had conversations with residents and visitors while taking their orders and preparing hot drinks through a connected coffee machine.
Sean Lawless, North Star’s director of customer experience and transformation, said at the time of the trial: ‘The aim is to embrace the latest technology to free up frontline staff and, ultimately, improve customer experience.’
And finding ways to improve customer service tops the list of priorities for North Star as its new CEO looks forward to his second year.
‘We’re already seen as leading the way for a people-based culture, and I want us to replicate that reputation in customer service,’ says James.
‘We need to compare ourselves not just with other housing associations but the leaders in the field of customer service – the standard-bearers like First Direct, Marks & Spencer, Jet 2 and Timpson.’
James and his team have just started the process towards creating a five-year strategy. Unveiled next spring, it will run until 2031 and will be co-created with customers.
‘There’s a massive need out there, and an absence of support in our communities, so it’s vital to get the strategy right, and we’ll be giving our customers a strong voice in setting priorities.
‘The government’s commitment to building new homes is good news but there are still challenges for the sector around ageing stock and the ever-increasing needs of customers.
‘There’s a trend towards greater collaboration in the sector, and we embrace that because by working together we can have the best possible impact on the people of the North East.
‘We can’t solve every societal problem, but we can give our customers the best
possible support to live the lives they want to live.’
James, a keen sportsman, admits to being naturally competitive and it’s ironic that, as we speak, he’s nursing a calf injury sustained while batting for Benwell Hill Cricket Club, where he is a volunteer junior coach.
Twenty years ago, he was playing at a much higher level but, having scored 41 in his latest innings for the third team, he refused to go off injured.
‘I even earned praise from my 11-year-old son for limping on bravely!’ he says.
Joking aside, that determination to come out on top is evident in his ambitions for North Star.
‘We’re a team that succeeds or fails together…and I want us to not only succeed but be the best,’ he says.
Whatever it takes to get there, James Walder will be listening.
At the heart of customer service
AS part of the drive to prioritise customer service, North Star has launched Heartbeat – putting customers at the heart of everything it does.
“We might believe in great customer service – but do we all know what that looks like?”
asks James.
Every patch within North Star’s operating area is assigned a housing officer and a senior manager, and it is their job to decide how best to drive improvements making the biggest impact.
Those priorities are shaped by engaging with customers and listening to what they believe are the most pressing needs.
On one patch, the team joined forces
with Darlington Council Housing Services to host a community event.
Another team will be contributing funding and volunteering time to the installation of a sensory garden at Cockfield Primary School.
Another spent an afternoon tidying the shared garden space at a supported housing scheme in Norton Road, Stockton, and adding a sand pit, chalkboard and hopscotch.
And at Norton Grange Community Centre’s Summer Fayre, in aid of Kinship Carers Charity, a group engaged with customers and the community through a range of fun activities.
“Heartbeat is about finding ways to connect with our customers so they can tell us what they think is important,” says James.
Amplifying the voices of customers
Another new initiative is called The Tenants’ Voice – designed to strengthen North Star’s existing customer involvement structure that ensures customers’ voices are heard.
The Tenants’ Voice is a new customer panel, who have received specialist training to fulfil their role of highlighting issues and setting out priorities. The group meets regularly, including with North Star’s board of directors, ensuring customer voices are heard at the top.
The Tenants’ Voice sits at the heart of North Star’s wider involved customer base, Your Voice – a group of 400 customers who can be contacted quickly to provide feedback through surveys and who can join meetings to look at targeted areas of the service North Star provides such as performance and communication.
“It’s not just about listening – it’s listening in order to take action,” explains James.
One example of The Tenants’ Voice bearing fruit is the way North Star has successfully changed the way complaints are handled.
Feedback from a task and finish group pointed to the need for a ‘single complaints lead’, and the experienced Katherine Allen has now taken up that role.
Since that appointment, it is taking an average of three days to deal with complaints, compared to nine days previously, and there is a 100 per cent satisfaction rating.
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