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Appendix 2 The process of change

From our observations and from assessing case studies, there are key common elements in any process of improvement and development. Any attempt to redevelop tower blocks should consider this process carefully.
The common elements in such a process include:

1. The Catalyst: This is the grain of sand in the oyster shell around which a pearl begins to form. It may be an event, or a crisis or threat of some sort. It is outside the control of outside agencies what residents choose to respond to; but an attempt can be made to engineer a catalyst, for instance through aspects of a regeneration programme which need the involvement of residents.

2. Social interaction and the emergence of active individuals: The initial catalysts leads to an increase in the intensity and sense of purpose in the social relationships among residents; and the emergence of a few residents with the time, energy and commitment to play a bigger role in the life of the block. The qualities of individuals are vital, and include determination and commitment. This crucial social dynamic can only come from within the block, but it can be assisted by the steps listed above – allocations, security, community space.

3. Organisation: Residents need to develop an accountable structure through which to express their priorities and channel and co-ordinate their activity. All the usual human difficulties of stubborn disagreements, sensitive egos, and personality clashes can, of course, arise. New tenants groups can be particularly prone to such problems because the issues at stake are, literally, so close to home; and many members will have felt frustrated and powerless for a long time. In this context the more active individuals may feel very possessive of their new roles, and resentments can arise from the fact that different people invest very different levels of time and effort in the group. Good accountability mechanisms, appropriate training, outside advice, and, if it comes to it, some help with mediation are all likely to be required.
This is one step for which outside help can be important. There are various ways in which residents can organise themselves, the most common being residents or tenants associations, or tenant management organisations (TMOs). As well as local support from councils or housing associations; national organisations can provide back up and training, namely the Tenants Participation Advisory Service (TPAS), the Tenants and Residents Association of England (TAROE), the National Tenants Resource Centre at Trafford Hall, and section 16 agencies which support tenants’ groups on the road to forming TMOs.

4. Priorities: If they are to make a difference on any issue residents need to be able to agree on where to concentrate their efforts. Outside agencies seeking to support them need to accept their choice. This is a key underpinning of sustainability, since for a project to survive in the long term resident commitment is what counts (8).

5. Help from outside: Assistance is also needed in resources, advice, training, and encouragement. Residents groups need allies, they also need to see that they are not the only ones in the world doing what they are trying to do – organising a visit to another estate can inspire and increase confidence. Outside agencies must perform a balancing act – providing support, even at times showing the way, but hanging back from doing everything for the group. Handing them everything on a plate does nothing for the residents’ sense of responsibility and self-respect, and destroys the prospects for sustainability. Nothing does more for the confidence of a community group than winning its own battles. That notwithstanding, agencies should accept an obligation to take a lead from residents, and not to be obstructive (25).

6. Success: If this process unfolds and leads to a first, albeit small, success for the residents, then their confidence and ambition will swell to tackle other projects and priorities.