Recent news of the social unrest in cities across England made many think of the 1981 troubles. "This is where I came in," I thought to myself - but these events feel very different: there is more criminality and less social unrest; there are now many gangs, and the use of social networking and mobile phones. Communities are more complex and diverse, and the average age of those involved is much younger. What is the same is the strong feeling of an alienated minority who feel no constraints.
At the 1981 National Housing Federation conference, Gurbux Singh - who then worked for the Commission for Racial Equality - challenged the sector to provide a positive response to the troubles. He pointed out, quite correctly, that some housing associations were guilty of direct or indirect discrimination. The sector rose to this challenge and produced the first race and housing report, which I helped to write. Many housing associations took the lead in addressing the issues that had caused the unrest, and changing their own behaviours.
Today, the sector faces a similar challenge where a number of our customers and future customers feel totally alienated from society, with no hope of employment and little acceptance of what we regard as social norms. These troubles are a reminder that part of our role is to work with people and communities to address the deep rooted issues that led to these troubles.
Another issue that is as topical today as it was in my early career is recession. Three years ago there were many predictions that housing associations would fail. I'm not aware of any housing association that went under and the reason is quite simple: our core business has a very strong financial foundation.
Over the years the nature of our capital funding has changed. Mixed funding was first introduced in 1988. For years housing associations had benefited from the luxury of almost 100% capital funding for development work. Everyone said it wouldn't work, but it did - strong leadership meant we could adapt and change so that we could continue to provide for those in need.
Now, in 2011, we are facing the challenges of yet another new funding system. I have witnessed again the creativity of the sector in putting together bids to ensure that we continue to develop new homes. This creativity has been at the heart of our success over the years.
But my lasting concerns about the sector is that some fail to see how for 40 years we have been an anchor point for most communities. We genuinely believe that people should be given opportunities to improve their lives and that communities are at the heart of all that we do. It is these values that inspired the pioneers of the sector, and it is these values that we should follow today.
When I started my career in 1976, one of my first jobs was to re-house an African-Caribbean couple who were living in squalid accommodation in the heart of Leicester. I managed to find them a modernised two-bedroom flat with all internal amenities and central heating.
Unfortunately a few months later the husband died. When I visited his widow she gave me a toolbox. I asked her why she had done this, and she said that he had left it to me to thank me for enabling him to die with dignity. I still have that toolbox; it reminds me of why we are here, it reminds me of what we do, and it reminds me of our values.
As I started out, I did not expect that one day I would be responsible for a company shortlisted for a cupcake of the year award. Why do we make cupcakes? It is part of a social enterprise that gives employment opportunities to homeless people. If homeless people can find work then they have more of a chance of moving into permanent homes.
So when reflecting on the sector, my response is simple. It's about both cupcakes and toolboxes. It's about innovation and values. At the end, as at the beginning, all we have is our values.
Tom Murtha is chief executive of Midland Heart housing and regeneration group
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