Seeing beyond the boardroom on a study visit to Ongo
27 April 2026
As a board member, I see outcomes. As a tenant, I experience services.
As a trainee board member on Ongo, I’m used to seeing things at a strategic level: outcomes, performance indicators, and assurances that services are working as intended.
As a tenant, my instinct is different. I want to understand how decisions translate into action, and whether services work as they were designed to. I wasn’t sure how easy it would be to hold both perspectives at once. This study visit, organised by PlaceShapers as part of its Learning Programme, gave me the opportunity to do exactly that, and to see what sits between strategy and lived experience.
The day was varied and insightful. We began at the Attis Arena, where we learned about Ongo’s partnerships with organisations including Scunthorpe United F.C., and their contribution to community wellbeing. We then travelled through a number of estates before stopping at the ARC, one of Ongo’s community hubs, where we met staff and gained a better understanding of how different teams contribute to the organisation’s mission. At Ongo House, we toured the offices and workspaces, gaining insight into the day-to-day environment behind service delivery. Conversations with colleagues from other housing associations and Ongo staff added further perspective on what effective housing support looks like in practice.
PlaceShapers study visit
What stood out most were the people behind the work. Hearing first-hand stories from staff who had once been tenants, including experiences of homelessness or unemployment, brought a completely different depth to my understanding. These weren’t just professional roles; they were lived journeys that now shape how services are delivered. It also highlighted how much context is often missing from formal settings. Roles such as social value or community engagement are most impactful when grounded in genuine understanding of tenant needs.
As a board member, I see outcomes. As a tenant, I experience services. This visit helped me understand what happens in between. I saw the work behind the scenes — the coordination, creativity, and effort involved in delivering services beyond housing, from financial and employment support to mental health and domestic abuse services. While I knew these existed, I hadn’t fully appreciated how they operate in practice or the commitment required to deliver them effectively. It also offered a different perspective on working relationships. The dynamic between colleagues, and across leadership, reflected a shared purpose not always visible in formal governance settings.
From my experience in Community Voice, I knew that Ongo listens to its tenants. This visit reinforced that this is not just a statement, but something embedded in how the organisation operates. Feedback, scrutiny, and tenant perspectives clearly influence decision-making, shaping policies and improving services to reflect real needs. This was a meaningful experience, not just in what I learned, but in how I now see the organisation. It helped bridge the gap between my roles by showing how they connect. I now better understand how strategy translates into action, contributing to something bigger: not just providing housing, but creating sustainable, supportive communities.
Ongo’s approach goes beyond building properties; it is about creating homes, opportunities, and long-term social value. It is an organisation that adapts and evolves to meet the changing needs of its tenants and communities. For me, this visit was a reminder that the most valuable insights often sit outside formal settings: in conversations, lived experiences, and the day-to-day work that doesn’t always make it into reports. I’m grateful to PlaceShapers for creating the space to see that more clearly.