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Hong Kong has developed one of the world’s largest initiatives of user participation in public service in the public rental housing sector. This paper analyses the development and the impact of such an initiative in tenant participation. Whilst the housing managers and tenant representatives were by and large receptive of such an initiative, tenants were in general more apathetic. Involving tenants in public housing management can also be perceived as a strategy of the landlord in bridging the gap between expensive paternalistic management and the legitimate expectation of the tenants. It can also be viewed as a measure to mitigate the internal conflicts within the Housing Department as a tool to enhance the effectiveness of the management service. Yet, recent development in the public housing sector in Hong Kong may bring fundamental changes in both the provision and management of public housing. This creates uncertainty regarding the further development of tenant participation.

SERVICE USER PARTICIPATION IN housing and support is an important issue in national services. Nonetheless, research has found wide variations in the levels of service user participation in housing and support schemes. This paper reports on a case study evaluation of approaches to service user participation in housing and support, drawing out key requirements: for flexible approaches to service user participation, to embed service user participation within organisations, for independent facilitation, and the importance of the participation process.

Introduction This paper will examine the aims and activity of tenants' organisations in Britain as these relate to estate‐specific, city‐wide and national perspectives. It will be argued that many of the problems that tenants face are a consequence of national policy decisions, but much of the activity of tenants' associations is concentrated on narrowly defined and local issues.

Privatisation of services from the public sector is topical currently mainly because of the potential savings and efficiency to be gained. In the aspect of property management, the Hong Kong Housing Authority owns more than 600,000 units of public housing flats and the requirement for good and efficient property management services is enormous. The current policy of privatising these services to the private management agents has proved to be a correct direction in terms of retaining the growth of the public sector, and also improving the level of services to the tenants. While the privatisation scheme might bring in more opportunities for growth of the property management companies in the private sector, it is more important for the government to forge a proper transitional arrangement to switch to full private management in order not to endanger the already low morale in the public sector.

The author has used photography to engage tenants in examining services and their lives, communities, hopes and dreams. PhotoVoice is a way of promoting active participation and dialogue, and is particularly attractive to people who have difficulty with verbal or written communication. PhotoVoice enables others to see the world as perceived and experienced by service users and is an effective way of empowering tenants and involving them in research and change strategies.

The purpose of this paper is to contextualise and assess “controlled” evidence about emerging plural provision of social housing within an English region.

Two matching pairs of case study social housing provider type (stock transfer associations and arm's‐length management organisations), all established between four and seven years previously and all located within the same region, are compared and contrasted through rich qualitative interviews with stakeholders, backed by secondary and other documentary evidence.

The new models have led to considerable change for both staff and tenants across many dimensions, mainly positive, in service delivery terms. It is also apparent that regulation and inspection have a dominant impact on social providers. It can be inferred from the evidence that a key challenge for the future is the lack of a clear, long‐term vision for social housing at the national policy level.

The paper is a rare empirical examination of wide‐ranging change to social housing in the UK. It is also unusual in its attempt to construct a quasi‐experimental series of case studies.

It has been found that the cost for housing maintenance is relatively high due to poor maintenance practices. This paper aims to determine and identify the factors contributing to rising maintenance costs.

A quantitative approach was adopted that sought to gather factual data using the approach taken by El‐Haram and Horner. The research first identified the critical factors through a literature review. A total of Eighty questionnaires were then distributed to relevant respondents such as building managers or supervisors, maintenance management staff and others. In total, 31 completed questionnaires formed a database for descriptive and ranking analysis.

The research concluded that five of the most dominant factors were expectation of tenants, building materials, building services, building age and failure to execute maintenance at the right time. Meanwhile, it was found that two of the most influential impacts were outstanding maintenance charges and over‐budget.

Measures to minimise the housing maintenance cost were obtained, such as participation of tenants and residents in housing management works and allows their acceptance of a lower standard expectation.

This paper gives an account of the development and pioneering management practices of a community‐owned and managed agency, Walterton and Elgin Community Homes (WECH), locating these in the context of continuing concerns and emerging aspirations over the role of social housing, with developing UK national policy and a proposed statutory “Right to Transfer” for tenants.

This report provides a narrative of the recent development of social housing policy development and the evolving practice of WECH. This is the essential historical and social policy background to a recent study into the health and well‐being benefits of empowerment through community ownership of social housing. This first paper refers to and discusses the wider implications of the data collected during the well‐being research and literature review, indicating that the population of the WECH estates experience a sense of belonging, and of being involved, which contrasts markedly with statistics for comparable populations in comparable areas of deprivation. Further analysis of the key findings of the original study will be published in Part two.

The benefits of more community‐owned services include the more efficient and holistic management of properties. Community‐based, resident‐controlled housing associations offer a secure foundation for building in additional services as part of the continued drive to devolve public services to the local level, including hosting of a substantial range of community services, for example the reintegration of the Police into the community. The principle of community ownership of council estates is also valuable in its own right for informing the direction of housing management and policy and where to target effort. The experience and practice of WECH supports the proposition that community ownership of social housing may be an exceptionally effective means for improving and sustaining wellbeing in poor neighbourhoods.

This paper argues that Government policy should actively support mass mutualisation as a means for improving wellbeing on council/social housing estates and for empowering poorer communities to take greater responsibility for their welfare. Regardless of the extent of mutualisation, many of the practices involved are transferable to non‐mutual social landlords, and may be seen as markers of good practice for agencies intending to taken on social housing via transfer.

There is continued interest in the transfer of social housing stock to new provider agencies. WECH has been the only large‐scale statutory transfer until now of council housing in England and Wales to a mutual, community‐owned housing association. WECH's experience is especially relevant for evidencing the significant advantages governments could obtain through encouraging many more transfers of council estates to community housing associations.

Repair and maintenance play a key role in housing management and tenant satisfaction. In the UK, local authority housing departments have traditionally had these services carried out in‐house by local authority building services departments. For more than a decade, such departments have been under pressure to improve their efficiency and effectiveness from public policy initiatives such as compulsory competitive tendering and, more recently, best value. Within some authorities the transfer of housing stock from local authority control to housing associations with non‐profit‐making status is also adding to pressure for quality improvement by raising tenant expectations. Presents a case study of a total quality management initiative implemented within a local authority in Scotland facing precisely these pressures. The success of the quality improvement programme is examined, comparing the perceptions of the tenants and employees with key performance indicators. The pressures to succeed are high since, following an initial five‐year period of grace, the contract for the delivery of building services will only be renewed if the newly‐appointed housing association is satisfied with the efficiency and effectiveness of services delivered. The findings highlight the importance of managing the quality chain across organisational boundaries.