North Wingfield Road social housing complex.

  On the top floor of their building, where green trees peeked through houses that covered one of Sheffield's seven hills, a farewell party was held. It marked the end of an 11-year journey for Miranda Plowden, the business director of South Yorkshire Housing Association (SYHA). During this heartfelt and humble gathering, Juliann Hall, her close friend, teammate, and co-director of Care, Health, and Wellbeing, shared Miranda's story and her visionary approach to cultivating a unique "culture" within SYHA. However, this was not your typical notion of culture.   Miranda envisioned A Culture of Joy and Right to Beauty, encompassing every decision and detail at SYHA. This culture went beyond their housing schemes and influenced their daily work environment and attitudes. It stemmed from a people-first approach, firmly believing that happy and compassionate employees would naturally deliver homes that inspire happiness.       The Culture and Residents’ Health and Wellbeing   SYHA is keen to spreading joy and promoting the right for everyone to experience beauty in their housing schemes. Their strategic plan focuses on providing affordable homes where residents feel happy, healthy, and proud. This is exemplified in the elegant and modern design of their properties, such as the recent North Wingfield Road social housing complex and the Wikihouse project.   The culture of promoting beauty extends beyond housing schemes to the surrounding landscapes for residents to have beautiful views and shared spaces. SYHA actively participates in creating vibrant meadow-like landscapes in urban areas, which serve as habitats for pollinators and require less maintenance. Through careful selection of plant species, they demonstrate how urban spaces can be transformed into visually appealing and environmentally friendly areas.   The culture of joy also encompasses care for residents' health and well-being, which is evident in various initiatives. For instance, they care to conduct co-design focus groups with residents to update design briefs for future projects. They maintain good communication channels through their customer experience team. Workshops with customers are held to continuously improve their services.   An interesting insight from one of SYHA's co-production workshops is the residents' dislike of jargon. They find terms like "fuel poverty" aggressive and prefer simple language that allows them to understand and feel in control of their decisions without being stigmatized. Similarly, the term "heat pump" can cause frustration, as residents desire clear and accessible language.   SYHA's Livewell department is dedicated to supporting residents' health and well-being. They provide mental health and wellbeing support and assistance in overcoming daily challenges, regardless of whether someone is a SYHA customer or not. They also have staff members focused on helping individuals find employment and integrate naturally into the community.       A unique work Culture, deviating from usual corporate work style   As an architect, I cannot overlook how SYHA implemented their culture of joy and right to beauty in the workplace as well as in their homes and services. Working closely with the interior designer, they ensured that every detail reflects this culture. Miranda's quote describes it best:   “People expect Google to have beautiful offices, but not a charitable organisation in Sheffield. The feedback from our teams shows that design and beauty in places where they are least expected can have a positive effect on wellbeing and make people feel valued. At South Yorkshire Housing Association, we believe that everyone has a right to beauty and joy, especially people who didn’t expect to experience either.”    As cited in SYHA’s interior designer: 93ft website  (accessed on 17/07/2023)   What amazed me was SYHA's boundary-less workplace. There were no individual offices, walls, or closed doors between departments and team members. They have a bookable rooms for meetings and workshops with teams and residents. If you just want to disconnect in peace, there is a room for prayer and meditation regardless of your belief. During her speech at the farewell party, Miranda emphasized the importance of maintaining the joy at work, smiling at one another, opening doors for one another and caring for both colleagues and customers. It's the small gestures that make a lasting impact.   At SYHA, everyone, from newcomers like myself to the CEO Tony Stacey, worked together in the same open space without assigned desks. On my first day, I sat at one of the long tables alongside Miranda (the business director), Natalie (the team's head), and my new colleagues. On the same table on the next day I sat with other directors and team leads and was able to schedule an interview with them within minutes. This setup promotes collaboration and easy access to discussions. It also harnesses a sense of collaboration and support beyond hierarchies. Being physically present in this open environment allowed me actively to engage in conversations, observe ongoing discussions, and receive immediate responses to my inquiries. What better setting could I had for my Transdisciplinarity based research?       SYHA’s Culture and my Research Secondment   Understanding SYHA's core values and culture assured me that I am in a fitting workplace aligned with my research. Their belief in enabling individuals to settle into a welcoming home, live well, and achieve their full potential resonated deeply with the core motivation behind my research on Health and Wellbeing. My study aims to incorporate Life Cycle Costing into the design stages to prioritize the health and well-being of residents. Working in an environment that not only embraced meaningful slogans but also genuinely believed in and implemented them proved to be an invaluable experience for me.   As part of my Marie-Curie research project, I embarked on a three-month secondment with SYHA's Development and Asset Management team, under the guidance of Natalie Newman, the head of the team, who served as my secondment supervisor. Throughout our discussions, she openly shared her opinions, provided critiques, offered feedback, and provided guidance in approaching individuals and gathering necessary data. Likewise, my regular supervisor, Matteo Martini, supported, encouraged, and ensured my seamless integration within SYHA.   The knowledge and insights I gained during these three months at SYHA would have taken years to acquire independently. The colleagues at SYHA, with whom I discussed my topic, showed great enthusiasm and generously answered any doubts I had. They also expressed their willingness to continue supporting my research even after the end of the secondment.   By the end of secondment and being part of an association working hard to realize this culture, I felt hopeful and now eagerly look forward to contributing to the day when the belief in the Right to Beauty and Joy becomes the normal for all humans and for the betterment of our planet.       More interesting readings: How SYHA started and the influence of Cathy Come Home movie SYHA’s history and the founders mission and vision. A beautiful low-maintenance landscapes of Pictorial meadows. How did SYHA communicate their business purpose through their workplace design. 93ft sharing SYHA's interior design.    

It's been a few months now since I completed my secondment with South Yorkshire Housing Association (SYHA) and writing this post is more difficult than I expected. However, before I continue, I need to clarify some of the key terms mentioned so far. Firstly, a secondment is a defined period of time during which an employee is sent to another organisation to gain experience, increase the workforce or share knowledge (Cambridge, n.d.). A housing association is broadly defined as a society, trust or company that provides, builds, improves or manages housing, or facilitates or promotes the construction of housing, and operates on a not-for-profit basis (HMSO, 1985). Its role has recently expanded to include other social services that focus on vulnerable at-risk groups. Against this background, my work at SYHA has been to research and identify the process of developing sustainable social housing and to participate in real projects to measure housing sustainability and to work with housing associations. Background. The story of South Yorkshire Housing Association begins when founder John Belcher set up Sheffield Family Housing Association to help young homeless families after watching the BBC drama 'Cathy Come Home' in 1972. Almost 50 years later, South Yorkshire Housing Association still builds and manages a range of services, including social housing, affordable rented housing, shared ownership housing and other social support services (SYHA, 2021a). In recent years, SYHA has changed its business model to the concept of "The business is more than housing", focusing on and prioritising other important challenges such as the wellbeing and social needs of its tenants and environmental challenges, in particular climate change, energy efficiency and carbon emissions (SYHA, 2021b). Unlike the conventional 'departmental organisational structure' that follows a strict service typology or structures tailored to role descriptions. SYHA has a unique and dynamic organisational structure guided by the principles of goal setting and services defined as continuous strengthening of resources and improvement of staff performance (SYHA, 2021b, Jacobides, 2007). According to SYHA's latest annual report, total assets owned, managed or under construction amount to more than 6,000 housing units. These include flats, terraced houses, detached houses, semi-detached houses and residential communities (SYHA, 2021c). From strategic plan to theory. Housing is a big part of the climate change problem, accounting for 27 per cent of UK carbon emissions and consuming up to 30 per cent of inland generated energy (DBEIS, 2020). In response, SYHA has developed a strategic plan to achieve the UK's 2050 zero carbon target and help mitigate the impact of climate change on people's health, wellbeing and access to housing (SYHA, 2020). The strategic plan is to (1) identify and calculate the current carbon footprint (2) improve the management of asset data, (3) identify the necessary behavioural changes and engage with end users to reduce their impact on the natural and built environment (read Andreas Panagidis post on participation in planning), (4) improve the energy efficiency of existing homes and tackle fuel poverty (read Tijn Croon post on energy poverty), (5) build new homes to high environmental standards and develop future-proof changes to our current design standard, as well as test new approaches, (6) reduce fossil fuel use across all business areas, (7) update the business plan to respond to various challenges. From theory to practice. In analysing several projects, I have found that SYHA has successfully translated strategic plans into practical guidelines for 'best practice', creating several award-winning projects such as the North Wingfield social housing complex. The guidelines include: (1) Spatial requirements by creating a meeting point between building regulations and actual needs and recognising the different lifestyle preferences of end users, (2) The design of residential neighbourhoods taking into account cultural and natural elements, (3) The connectivity and accessibility of projects and maximising the use of existing infrastructure without depleting resources, (4) Sustainable landscaping and drainage to reduce the impact of artificial landscapes and integrate native components into projects, (5) Modern construction methods that enable safe and fast construction with minimal waste generation.. From practice to research. The main aim of the secondment is to engage the researcher in real projects to measure environmental sustainability and develop a framework for affordable, low-carbon homes. To achieve this goal, I was expected to (1) conduct quantitative and qualitative research and engage with local and international partners and stakeholders, and (2) accurately record and analyse data to provide useful insights for other academics, funders, policy makers and practitioners. I used a variety of research methods such as systematic content analysis, informal interviews and observation. The data collected was analysed from an intervention research perspective. From research to practice. The outcome of the secondment was the development of an online platform that overcomes the challenges and risks identified in the analysis; the platform includes, among other functions, the following. (1) Sustainability practices, by clarifying the principles, tools and structure of environmental sustainability that enhance the existing SYHA project flow chart and overall development processes. (2) Reduce misunderstandings about sustainability and social housing by creating a top-down glossary of terminologies that unifies the language within housing association practices. From SYHA to RE-DWELL. At the end of the secondment, I was able to list and explain the processes used by SYHA and other housing associations in the UK to develop sustainable social housing. The process is complicated and requires extensive analysis of building regulations, policy development and project flow charts. More importantly, I have tested and validated my research gaps to ultimately create valid research questions that respond to real-life challenges. The analysis of SYAH practices provided valuable input for my PhD thesis and helped in the selection of exploratory case studies. All in all, the secondment was an important tool that RE-DWELL used to guide and support my research project. Acknowledgement. The three months I spent at SYHA provided me with great theoretical data, but what was really interesting was meeting the people of SYHA. I received tremendous support from all the team members, and so I have to thank everyone at SYHA and especially Jon Walker, Natalie Newman, Eira Capelan and Robert Milne.     References CAMBRIDGE n.d. Secondment definition In: UNIVERSITY, C. (ed.) Cambridge dictionary. United Kingdom.   DBEIS 2020. Energy Consumption in the UK (ECUK) 1970 to 2019 In: (ONS), O. O. N. S. (ed.) National Statistics. London: Department for Business, Energy & Industrial Strategy.   HMSO 1985. The Housing Associations Act 1985: Chapter 69. London: Her Majesty's Stationery Office.   JACOBIDES, M. G. 2007. The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18, 455-477.   SYHA. 2020. Our Strategic Plan 2020-2023 [Online]. UK: South Yorkshire Housing Association. Available: https://www.syha.co.uk/who-we-are/what-we-do/our-strategic-plan/ [Accessed 2021].   SYHA. 2021a. Our history [Online]. UK. Available: https://www.syha.co.uk/who-we-are/our-history/ [Accessed].   SYHA. 2021b. Our purpose [Online]. UK: South Yorkshire Housing Association. Available: https://www.syha.co.uk/who-we-are/what-we-do/our-purpose/ [Accessed].   SYHA. 2021c. Who we are [Online]. UK: South Yorkshire Housing Association. Available: https://www.syha.co.uk/who-we-are/ [Accessed].

Case study analysis. These are the three most confusing words – at least for me. Although being an architect has taught me the meaning and principles of case study selection and analysis, I still face difficulties with grasping the true benefits of the case study, specifically from the social sciences point of view. Therefore, in this blog post, I aim to clarify what the case study is, the history of the case study, and the different methodologies for investigating the case study.   The ‘case study’ as a case study ‘There are two ways to learn about a subject: One may study many examples at once, focussing on a few dimensions, or one may study particular examples in greater depth.’ Gerring, 2016   Let’s start with the basics and ask, ‘How does one define case study?’ Let’s break this concept up into its relevant pieces. Firstly, case means, ‘A particular situation or example of something.’ This situation may be comprised of states or state-like entities (regions or municipalities), organisations (firms or schools), social groups (race or age), events (revolutions or crises), or individuals (a biography or profile). Secondly, study, means, ‘The activity of examining a subject in detail to discover new information.’ By merging both of these meanings, a broad definition of case study is reached: A comprehensive investigation of a particular case (or cases) within a specific context, both of which are determined by the investigation interests (Gerring, 2016). When investigating the meaning of a case study, several associated terminologies arise, such as argument, observation and sample. An argument denotes the focal point of study and is defined as the theory, proposition or hypothesis driving the analysis. As observations govern the behaviour and use of variables in a case study, an observation can be said to define the strict boundaries of the units of analysis. Lastly, a sample is the data that are subject to analysis, which can either be singular or a collection of data (Gerring, 2016).   The origin of the case study The debate around the origin of the case study continues. One school of thought suggests that the case study as a form of research is an ancient concept and has been used throughout recorded history. Another theory states that the case study as a method of education was invented in the 1880s by Christopher Columbus Langdell, who was the Dean of Harvard Law School between 1870 and 1895. Yet another group suggests that the case study as a methodology originated from French economist, engineer and sociologist Pierre Guillaume Frédéric Le Play around 1829, when he used this methodology to test his theories before publication. I am sure you have noticed the differences within these groups: the case study as a form of research; the case study as a method of education; and the case study as a methodology (Harrison et al., 2017). Even though there are different uses for case studies in these designations, all of these groups agree that, by the mid-to-late nineteenth century, case studies had become the norm as teaching tools for developing new theories and hypotheses. By the start of the twentieth century, industrialists began looking at using the case study to develop their own theories on efficiency, manufacturing, supply lines and so forth (Carter, 2018, Gerring, 2016, Harvard, 2016). Despite the different opinions on its origin, the use of the case study spiked in the 1970s and has only continued to grow since (figure 1). This is mainly because of the increase in attention to its approaches, including the development of several new approaches. This is in conjunction with a noticeable increase in the use of case studies in publications, both in the social and applied sciences, as case study research is considered a primary methodology in testing and proving new theories and hypotheses (Gerring, 2016).   The types Case study as a form of research has many different forms, with each dictating different approaches and deploying different instruments. Discussing all of the types would result in a very dense list, so the main four types are discussed below (Harrison et al., 2017): -  Descriptive (illustrative) case study: used to examine a familiar case in order to help others understand it. Its primary method is the description of the variables. -  Exploratory case study: used to identify research questions within real-life contexts and situations. It is often deployed before large-scale investigations, making it is very popular in the social sciences, particularly political science. -  Cumulative case study: used to gather information on the topic at hand at different times. This type is widely used for qualitative research. -  Critical instance case study: used to determine the causes and consequences of an event, and investigates one or more phenomena. A critical instance case study can also be used to test a universal assertion.   So far! In summary, it is safe to say that the case study is a method of analysis that is no longer confined to just developing theories and hypotheses. It is a technique of research that also makes a case for coming up with solutions for given problems. It is worth noting that, unlike most of the statistically-based studies, the main goal of creating a case study is to look for some new variables while you are conducting research. Simply put, the case study looks to the characteristics of the past and present to make sense of the future. Choosing which case study to analyse is usually the most important and difficult task in this research process. Therefore, a systematic framework that defines the research problems, questions and objectives needs to be created so as to make it easier to find the relevant case study that can address the research needs of the project.   References CARTER, A. 2018. The History of the Case Study – Why It’s Important [Online]. Available: https://www.improveyourwebcontent.com/the-history-of-the-case-study-why-its-important/ [Accessed]. GERRING, J. 2016. Case study research: Principles and practices, Cambridge University Press. HARRISON, H., BIRKS, M., FRANKLIN, R. & MILLS, J. Case study research: Foundations and methodological orientations.  Forum Qualitative Sozialforschung/Forum: Qualitative Social Research, 2017. HARVARD. 2016. The Case Study Teaching Method [Online]. Harvard Law school Available: https://casestudies.law.harvard.edu/the-case-study-teaching-method/ [Accessed].