The housing data dilemma: how do we solve it?

Earlier in March, we took a deeper look at the data issues within the UK housing industry at a business roundtable. We were able to draw on our own experiences delivering change for good within the sector, sharing valuable insights with attendees into the data dilemma.

The housing sector deals with vast amounts of data, from tenant details right through to finances and services. So, effective data collection, storage and usage are all essential for both strategic and operational decision-making.

Over the years, our work with many local authorities to transform existing processes and systems has revealed recurring challenges. During transformation, problems with data collection and handling can be intensified if proper governance, ownership and culture are not established. Treating data as a strategic asset that underpins services reduces barriers to change and transformation. Subsequently, organisations must not see data management as the sole responsibility of the IT department.

The biggest problem across organisations is over reliance on outdated, legacy systems. These can have a huge impact on the overall quality of data because they often rely on fragmented, inconsistent and manually inputted information.

When this data is scattered, incomplete or duplicated, it makes it difficult for employees to have a holistic overview of a tenant or property. This leads to low trust and important issues can be missed. Legacy systems might also limit interoperability. They make it increasingly difficult for housing providers to collect and share data with local councils, central government and other partners.

There is no quick fix for this, and the process of updating these systems and streamlining data needs to be managed carefully. For example, organisations that deploy digital transformation projects, moving information from an older system to a modern one, can often inadvertently create fragmented datasets. By “moving the mess” will lead to poor adoption, unreliable reporting and slower benefits realisation.

For this reason, when completing a change project, data governance and ownership need to be agreed from the outset. Clear roles and accountability need to be defined, otherwise data becomes less of an organisational priority. This often impacts both quality and value. Collaboration between teams, open communication and upskilling employees are all essential when deploying a new data strategy. Practical action is required to embed the new strategy effectively across the organisation.

From the discussions at the roundtable, it became clear that by setting clear data ownership, investing in modern systems, and upskilling teams, data can become a reliable asset for insight, decision-making and improving services for tenants. Data must be accessible, understandable and relevant to operational decisions, not hidden behind reporting layers.

When data is managed well, organisations can act earlier to support vulnerable tenants. This enables more effective planning for future demand and improves operational performance with confidence. It also helps organisations meet regulatory expectations with robust evidence and strengthen tenant relationships through greater accuracy and reliability. When data is managed poorly, however, even the best‑designed change can quickly stall.

Ultimately, lasting change within housing relies on more than just systems, but people too. In fact, tenants, employees, and third parties all play a role in shaping and capturing data. Putting the right processes in place ensures that technology does not become a barrier to decision-making.

It’s important for leaders to equip teams with the skills and confidence to work with data. Housing providers can create data practices that are embraced and sustained long after a data change project ends by putting people at the heart of transformation.

Read the full report from the Data Dilemma Roundtable here.