Author(s)

P. Bolan

Abstract

Despite two decades of privatisation policies, the Social Housing Sector remains a substantial (23%) proportion of the UK's total stock. During this period many public landlords experimented with different forms of management relationships with their tenants. Many sought more efficient and responsive means of delivering services. They often developed decentralised structures and consultative 'customer care' approaches. A few tried more radical approaches and enabled forms of power sharing and self-management to evolve. They treated tenants as co-partners in producing better services. A ten year research study, using 40 participant observers as diary holders, tracked the practices and processes involved. The findings were encouraging, supporting

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