A family living in a Respond home at Griffin Point, Dublin
Beyond tenancy management
As Respond has grown, its housing management style has evolved from traditional landlord into a tenant-centred model
GROWTH
Aoiffe Watters
Chief Executive, Respond
Aoiffe Watters
Chief Executive, Respond
Issue 85 | September 2026
For decades, housing management in Ireland largely centred on smaller estates where relationships developed organically, staff covered relatively compact areas and community issues emerged gradually over time.
Today's developments are different. Multi-storey apartment schemes, mixed-tenure neighbourhoods and developments of more than 100 homes are becoming increasingly common, particularly in our cities. They bring enormous opportunities, but they also require a different way of thinking about housing management.
At Respond, our growth over recent years has accelerated this learning. In 2025 alone, we delivered 1,466 new social and Cost Rental homes, bringing the number of tenants living in Respond homes to more than 20,000 while maintaining tenant satisfaction at 95%. We know that successful housing at scale is not simply about building more homes. It is about investing in the management, relationships and community infrastructure that enable those homes to succeed over the long term.
Our housing management model has therefore evolved from a traditional landlord approach towards a place-based, preventative and tenant-centred model that recognises housing is as much about people and communities as it is about bricks and mortar.
“We know that successful housing at scale is not simply about building more homes. It is about investing in the management, relationships and community infrastructure that enable those homes to succeed over the long term.”
number of new social and Cost Rental delivered by Respond in 2025
number of tenants living in Respond homes
Respond's has maintained tenant satisfaction at 95% as it grows
Planning before the first tenant moves in
One of the biggest changes has been recognising that housing management begins long before tenants collect their keys.
For larger developments, operational planning now sits alongside development planning. Our Tenant Experience and Asset Management teams work closely with their Development colleagues to understand how schemes will operate, identify any challenges, establish relationships with local agencies and plan the staffing, services and community infrastructure required from day one.
Respond has introduced local housing teams across many of our larger developments, bringing together tenant experience staff, caretaking services, concierge-style supports and community development professionals.
Importantly, these teams are not solely focused on tenancy enforcement or compliance. Their role is equally about building relationships, supporting communities and creating opportunities for neighbours to connect.
A shift to tenant experience
As Respond’s developments have grown in scale, so too has our understanding of what successful housing management looks like.
Respond has created a dedicated Head of Tenant Experience role, recognising that housing management is no longer solely about tenancy administration, compliance and repairs. It is about understanding the lived experience of tenants throughout their journey – from applying for a home and moving in, to building relationships, accessing services and feeling part of a community.
Success is measured by operational performance but also by whether people feel safe, connected, supported and proud of where they live.
A Respond housing officer with a young tenant
Giving tenants a stronger voice
Supporting communities also means ensuring tenants have genuine opportunities to influence the services they receive.
A dedicated Tenant Engagement resource reflects our belief that tenant engagement should be embedded within housing management rather than treated as a separate activity.
When used properly, engagement becomes an important management tool. It provides local insight, strengthens relationships and creates shared ownership of neighbourhoods. Through tenant groups, local engagement initiatives and service improvement forums, tenants increasingly help shape operational decisions and identify priorities for their communities, creating meaningful participation and partnership.
“Tenant engagement should be embedded within housing management rather than treated as a separate activity.”
Prevention through partnership
A defining feature of our evolving model is prevention.
Experience has shown that many tenancy-related issues can be avoided through early engagement. By maintaining a visible local presence and working proactively with tenants, housing teams are often able to identify emerging issues before formal intervention becomes necessary.
Respond's wider organisational structure also supports this preventative approach. Specialist support for families, early years and older people operate alongside housing management in many communities, enabling early referrals and practical assistance where appropriate.
This integrated approach recognises that tenancy sustainment is often influenced by factors extending beyond housing alone. Financial pressures, isolation, health needs or family circumstances can all affect tenancy stability. Addressing these issues early benefits both individual households and the wider community.
Innovation through evidence
Respond’s approach continues to evolve through research, innovation and continuous learning.
Our partnership with the Global Brain Health Institute in Trinity College Dublin is one example. Through the Brain Health Village initiative, we are exploring how housing design, social connection, community participation and neighbourhood environments can support cognitive health, independence and wellbeing as people age.
The learning is influencing how we think about all communities. It reinforces the importance of designing places that encourage interaction, reduce isolation and create environments where people can remain connected throughout their lives.
This commitment to evidence also extends to trauma-informed practice and implementation research. Respond is currently working with the Centre for Implementation Research at the University of Limerick to evaluate the implementation of our local housing team model across several large-scale developments.
Looking ahead
As Ireland delivers housing at greater scale and density, management models must evolve alongside construction models.
The next phase of housing delivery is not simply about creating more homes; it is about creating places where people can build stable, connected lives. That requires investment in people, evidence, partnerships and community infrastructure from the outset.
For Respond, housing management is no longer viewed as a function that begins once homes are occupied. It is planned from the earliest stages of development, shaped by tenant experience and continually refined through research and innovation. As the sector continues to scale up delivery, these investments will be just as important as the homes themselves.
“As Ireland delivers housing at greater scale and density, management models must evolve alongside construction models.”
