Time for change: When should your housing association consider a rebrand?

Whether the result of a merger, change of focus, or the simple need for a refresh, social landlords aren’t unfamiliar with the world of rebranding. But when is the right time for your housing association to get a new lick of paint? 

There has been a lot of transformation across the housing industry of late. Restructures, mergers, acquisitions and a multitude of sweeping reforms have all created pressure to recalibrate and re-evaluate our focus. 

When it comes to organisational transformation, how these changes are presented can be key to how they are received, understood and ultimately embraced or challenged. 

One way to communicate these changes is to undergo a rebrand. For most housing associations, rebranding is not something they need to consider; but for a small minority, a slight identity refresh or complete brand overhaul might be what they need. 

Reasons for change 

There are many reasons why a housing association might decide to initiate a rebrand, from a change in leadership, a merger with another organisation, or even a public relations crisis. It could even be as simple as an organisation wanting to update its visual presence with a fresh new look to keep up with the times. 

An effective rebrand not only repositions a housing provider within its current market, but also creates the space for growth and fresh opportunity. 

To create a successful outcome, though, a housing association must take its customers and stakeholders with it, and the vision and strategy for this needs careful consideration. 

If an organisation does not manage a major change or a shift effectively, it can take it in the opposite direction, sometimes with dire consequences. This is why some housing organisations decide to use a professional rebranding service when going through a major transformation. 

Vision and strategy 

With so many housing associations currently facing public scrutiny while simultaneously managing a multitude of additional pressures, it is arguably more important than ever to ensure those who have a stake in the services and strategic direction of a housing organisation are on board with any big changes. 

It is also crucial to address any fears or negative perceptions about the upcoming changes from team members, service users and other stakeholders by providing clarity and underpinning the intended positive outcomes. 

It can be a tricky task to ensure everyone is aligned with a housing association’s new vision, so getting these people involved early on is essential. Facilitating a smooth transition period will help, whilst also clearly identifying and promoting the main focal points for the rebrand. 

Customer and stakeholder focus groups can be an effective way to gain a comprehensive understanding of current market perceptions and to identify what is and isn’t working, as well as what drives the organisation and their community of people’s core purpose and values. 

Case study: Salvation Army Homes 

Salvation Army Homes (SAH) has recently undergone a rebrand as part of its new corporate strategy. Previously known as the Salvation Army Housing Association (SAHA), the organisation has undergone several effective transformations over recent decades, which has helped the provider to retain its appeal to customers and stakeholders. 

SAH made the latest upgrades after successfully regaining its compliance status with the Regulator last year. The rebrand has included reframing its mission statement to ‘Safe Homes, Transforming Lives’, as well as updating the company logo, website and digital presence.

SAH's new chief executive, Lynne Shea (pictured, right), who joined the organisation in April, has been a central force in driving the organisations’ commitment to its new vision and direction, and has been working with The Salvation Army commissioner Paul Main in keeping the company brand focused and centred on its residents.

Its growth strategy is set to involve strategic stock transfers, acquisitions and investments into the provider’s existing homes, with the aim of increasing capacity to help and improve the quality of their homes, so they can support more people.

Together, the organisation believes these changes underpin a commitment to providing homes for people who need shelter, but who also need support to make positive changes to their lives and empower people to live independently. 

“Our recent rebranding reflects our dedication to being more responsive, inclusive, and community focused,” Lynne says, speaking to Unlocked. “This year sees us launch our new corporate strategy and a refreshed mission focusing on the core issues important to residents. 

“We are committed to being more than just a housing association; we are offering a space for people to call home and support for those who need it. 

“Strengthening our ties to our parent organisation helps us fulfil this commitment effectively.” 

She adds: “Through this rebranding, we aim to engage more effectively with our communities and those who live in them.” 

Case study: Ark 

Scottish Housing Association Ark has also undergone a rebrand. Formerly known as Ark Housing Association, the Scotland-based provider offers care, support and housing for adults with complex and enduring needs along with their families, as well as general needs housing. 

To ensure its five-year business plan captured the voices of its residents, the organisation asked 600 of its tenants to share what they felt was most important to them in their life at Ark. Their responses shaped the provider’s five-year vision, mission and values back in 2020, and sought to identify the challenges and opportunities they collectively faced, then and in the future. 

“Ark is a complex organisation that impacts the lives of many people including our tenants, supported people and our employees – Ark’s community,” explains chief executive Bobby Duffy to Unlocked. 

“We wanted to recognise the complexities of Ark and highlight our community within a modern, vibrant, and future-focused brand.” 

On the reasons for the rebrand, Bobby says: “We were at the height of COVID and believed it would give our community hope and confidence that Ark would prevail and deliver a business plan focused upon the priorities our community told us was important to them.  

“We have since refreshed the business plan and have created a Corporate Strategy 2023-2026; however, the core messaging and priorities of our community remains at the centre of the new strategy. 

He adds: “Our mission to ‘create the best possible customer outcomes through our highly skilled people, the provision of high-quality affordable homes and excellent care’ is what continues to drive all our efforts forward.”

The decision 

Whatever your reasons for considering a rebrand, clearly defining your vision, involving key participants in the early decision-making stages and clarifying your desired outcomes will all help to bring your tenants, team and stakeholders along with you on your new journey.  This, in turn, will help to embed your organisation’s new brand and assist in creating a smooth and successful transition. 

There are indeed perils to watch out for along the way, but when done right, rebranding can breathe new life into your organisation and your employees – which can only be a good thing for tenants.

Image credits: Shutterstock AI/Salvation Army Homes