The origins of Inquilab
In 1986 existing housing associations and local authorities were cementing their relationships, through nomination agreements and early development partnership arrangements. But there was increasing concern that that a broad-brush approach to meeting housing need and tackling escalating homelessness was leaving behind those groups with most need and least access – BME residents. The housing needs of the black community were not being met by the mainstream. Nowhere was this more apparent than in Southall, with its concentration of Asian households, and its history of activism. The memory of the anti-National Front campaigns of the later 70’s and the death of Blair Peach still rang strong.
A group of community activists – black workers in local housing associations, local authorities and the health service – came together to tackle the issue. Based initially in Southall Monitoring Group’s offices, and then using accommodation provided by Ealing Family Housing Association, they argued and fought for registration of a new, BME based,
West London focussed association. The name ‘Inquilab’ – Hindi for ‘revolution’ was agreed after heated debate, and symbolised the way the new organisation would challenge orthodoxy and pursue positive change. Housing Corporation registration was achieved in 1986. Significantly, in spite of the Asian origins of the name, Inquilab’s focus was always on the minority ethnic community in its widest definition, serving all sectors of the BME community. The commitment to the community is symbolised by the presence of tenants on the Board since the 1980s.
Where Inquilab is today
Since those early days, Inquilab has grown and matured. With over 1000 units in ownership, management and development today Inquilab operates across seven
London boroughs, Elmbridge and Slough. These include general needs, supported housing units and a growing number of shared ownership homes. True to our underlying vision, we are involved in supplying support services, training and employment opportunities to the communities where we work. We pride ourselves in providing culturally-focussed services to meet the needs of the particular groups we house and support. We have pioneered new services and schemes, such as work around domestic violence within BME communities, and the setting up of the Asian Women’s’ refuge.
Although we are still relatively small, we have a strong financial base on which to develop new homes, excellent performance, and additional services. We do this by paying close attention to the views of our customers, and we are increasing the ways we get customer input and engagement through focus groups, surveys and a Customer Panels, as well as the day-to-day contact staff have with tenants.
These are the things that drove Inquilab in 2007, on its 21st anniversary:
A sense of heritage: an awareness of our roots,
Our commitment to meeting the needs of the community we were set up to serve is u
undiminished. Over the years we have expanded our role, from being purely a provider and manager of good quality homes, into providing a more holistic approach to the communities we work with. This has included setting up specialist services and schemes – such as the pioneering Asian Women’s Refuge, and a scheme in Hounslow which houses people over 50. More broadly, we recognise that part of our role is to combat the inequality and social exclusion that our residents face, both as individuals, and as residents in deprived neighbourhoods. We are currently working with our young tenants and our non-English speaking tenants to deliver homework clubs and ESOL (English for Speakers of Other Languages) classes. These measures will help improve access to further qualifications, employability, and ultimately improvements to quality of life.
A fierce drive for excellence in our services and homes
The 2005 customer satisfaction survey set some service improvement challenges for Inquilab. We have restructured the way we work, so that we are more tenant focused and are more visible to our customers by regularly visiting them in their homes. Enhancing and developing the web site is an important element in improving how residents can access our services. An example of this is that some tenants are able to report repairs in their native languages. The way we organise repairs and maintenance – central to most tenants concerns – is being radically improved, through setting up a strong ‘client’ presence to exert greater control over and demand better performance from a single, highly motivated contractor. We have in place an asset management strategy, to safeguard our existing homes, and improve their condition beyond decent homes standards. Kitchens, bathrooms, and heating systems are being upgraded and external decorations undertaken. Inquilab is a signatory to the Construction Client’s Charter, confirming our commitment to maintaining high development standards, and our parallel commitment to developing our staff potential has been recognised by our re-accreditation as an Investor in People.
A commitment to clear communication – and acting on what we hear
We offer – and are continuing to develop – a range of opportunities for tenants’ voices to be heard, to get involved and influence how Inquilab works, and its priorities. These have included encouraging tenant associations, setting up scheme-based focus groups focus, and a regular programme of surveys and consultation events. A Customer Panel, drawn from across the areas we work in, and representing an diversity of backgrounds, is a key element of this approach. Having a tenant on our Board ensures that a tenant perspective is taken account of at the highest levels. On estates where Inquilab works alongside other landlords, we have developed arrangements so the interests of all tenants on the estate can be represented. The programme of Best Value reviews, involving tenant input, has highlighted areas for improvement. Most importantly, we are making sure that the key conclusions and recommendations from all these communication channels are incorporated into action plans and implemented.
Delivering choice –in providing both new good quality rented and owned homes,
Helping meet the demands caused by the acute shortage of affordable housing in London, and combating homelessness has underpinned Inquilab’s approach to development. We do this in association with the local authorities where we work. In 2006 our stock numbers rose to over 800 and over the next two years we expect to deliver an additional 200 properties. We have a range of partnerships with lead developing associations across West and North West London, as well as in Elmbridge and Slough. We have diversified into shared ownership and in 2005 took handover of the first eight of these homes, followed by another 16 in 2006. Although these numbers of shared ownership homes are small, we consider them an essential element in extending choice – giving the BME community a realistic opportunity to own their own homes. and get started on the property ladder
Looking to the future
The environment we are now working in is different in many ways to that of 1986. The communities we originally served have matured and settled and the aspirations of their children may well be different to those of their parents. Younger residents present more challenges and rightly demand different homes and services. Over the years, the ethnic profile of our tenants has shifted, reflecting Inquilab’s broad commitment to meeting the needs of all BME groups, and our tenants are now of Somali and other African, and Afro-Caribbean origins, as well as from the Asian sub-continent. The changing patterns of immigration and especially the impact of European Union enlargement, the Accession States, will demand an appropriate response in the future. Inquilab will continue to shape its services in response to changing needs for its specialist expertise.
But some things have not changed. There are still high levels of deprivation among the communities where we work. The drive to increase social inclusion and combat exclusion will not relent. Inquilab will continue to work in the areas where we will make a difference – including in Ealing and Hounslow, boroughs with areas among the 10% most deprived in the country. We are forging links with agencies, community groups and businesses that will help improve our tenants’ access to education, employment and training. We also see a continuing role in combating social exclusion through working with local agencies to help our communities to improve their health and life chances.
Building on the pioneering approach Inquilab has taken over the last 21 years, we have firm foundations to be a beacon into the coming decades.
http://www.inquilabha.org/publications/Inquilab_20_Yrs_Brochure(3).pdf
