Much debate is raging about social housing in the UK, sparked by announcements of major housing benefit reforms.

Last week, for example, prime minister David Cameron announced plans to replace lifelong council house tenancies with five or ten-year contracts. This marks the most radical reform to social housing since the 1970s, when Margaret Thatcher introduced the ‘right to buy’ scheme.

Yet it is important the headlines are firmly put in context.  Yes, we are facing major reform and yes, it will have a big impact, but there are practical things that we can do and do now. The public sector needs to do more to engage with the private rented sector (PRS), for example.

There is undoubtedly a need to halt spiralling housing benefit costs.  It is also clear that the number of people needing social housing and housing benefit shows little sign of falling.

In this context, it would be easy to misinterpret any constructive action.  But the reality is we have to think about the people in most need and the volume of that need.

It is entirely logical that once a family has been able to make positive changes to their lives and their circumstances as a result of having a stable home and benefit support, they enable other people the chance to reap the same rewards and make the same positive changes.

Of course, the impact of necessary change will be serious, for councils and tenants. But we have to manage the situation we find ourselves in as intelligently as possible.

The private rented sector (PRS) has always played a significant role as a long term supplier for local authorities, helping them alleviate housing shortages within restrictive budgets and reduced traditional affordable social housing supply.

But with the advent of these changes it is clear that the PRS is here to stay, representing a practical, affordable means to supply housing which goes beyond six-month Assured Shorthold Tenancies, homeless prevention and temporary housing.

So, there is even greater reason for local government to engage fully with the private sector and to forge long-term partnerships.  The private sector now represents the only viable means to meet housing demand and this can be achieved through consistent, long term management planning.

I have no doubt that the PRS will be a long term feature of allocation policies and housing supply plans.

So what can be done now and what immediate practical steps we can take?

First, we should review all avenues of private housing supply and carry out up to date research on the market

Then, we must review the efficiencies of existing housing services. This includes housing advice, assessment, homeless prevention, landlord incentive schemes, temporary housing providers, voluntary agencies and other council departments, such as social services, education and health.

We need to make sure families and individuals do not fall between gaps and that value for money is achieved for every pound spent on all these services.

Third, we have to identify the number of single people in the private rented sector who will be in need of assistance as their rent reduces.

Fourth, consult with landlords now to encourage partnerships, understand their financial pressures and work together to find solutions.

And finally, understand where people will be able to afford to live and create strategic plans for providing adequate housing.

Clearly, sub-regional working has to be the most productive and efficient way forward to ensure that the movement of families is understood and well managed.

However, the old days of unsigned ‘Inter-Borough Agreements’ should not be the starting point for the next five years. I suggest a pan-London approach to fully understand the effect on communities and markets. Perhaps there is a role for the Mayor of London’s office here?

I have no doubt the challenge presented by these imminent changes can be met; but only if we start working collaboratively now.

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John Taylor is chief executive of housing consultant Orchard & Shipman

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