RSUA met today with Katrina Smyth, Executive Director of Development and Asset Management at Woven Housing Association. Katrina was joined by Special Projects Coordinator and RSUA member Robin Bigger.
The meeting focused on Woven’s investment and development plans, current procurement approach and its efforts towards improving the energy efficiency of its stock.
Current portfolio
Woven manages around 3,000 properties, ranging from small developments to large-scale regeneration projects.
Over the past year, it has delivered more than 200 new homes, including 180 social homes and 20 affordable homes through Co-Ownership.
The association is currently progressing a further 300–400 properties, with the aim of maintaining a similar level of delivery.
Changing housing needs
In 2024, Woven launched its Corporate Strategy 2024–2027, setting out its strategic direction for the coming years. Its Development and Asset Management Strategy is currently under development.
The association highlighted that changing tenant demographics are influencing future development priorities, with increasing demand for apartments driven by a growing number of single-person households, alongside an ageing population requiring homes that can better meet changing needs over time.
Financial pressures
Woven highlighted that rising construction costs continue to place pressure on development budgets, while its rental income has not increased at the same pace.
The association also noted that the Department for Communities’ (DfC) December 2025 decision to reduce the average Housing Association Grant rate for new social housing starts from 54% to 46% of total scheme costs has created further financial pressures.
Procurement approach
Around 70% of Woven’s development programme is delivered through Design and Build procurement.
The remainder is primarily delivered through off-the-shelf acquisitions, where completed or near-completed homes are purchased from developers, and planning gain, where affordable homes are secured as part of wider private housing developments.
Woven said it considers Design and Build to provide it with greater control than more traditional procurement approaches, although it acknowledged that the model can be more vulnerable to fluctuations in construction costs.
Opportunities for innovation
The association advised that its current procurement framework is due to be renewed in the near future.
RSUA highlighted concerns from members that it can be difficult for smaller architectural practices to secure opportunities without existing relationships with housing associations.
Woven noted that architects can currently bid to act as an Employer’s Agent, providing opportunities to influence projects from the outset and helping to ensure that the original design brief and quality aspirations are fully realised.
The association also explained that its relatively new procurement team is keen to explore opportunities for innovation and collaboration, including procuring outside established frameworks where appropriate to attract new architectural talent.
RSUA agreed to share its position paper on public design competitions, once finalised, to help inform Woven’s future approach.
Energy efficiency
Woven advised that its housing stock is relatively young and generally performs well in terms of energy efficiency.
The association is undertaking an internal review using five years of stock performance data and other operational information to help shape future investment in energy efficiency improvements.
Woven also confirmed that a number of Passivhaus developments are currently progressing through its development pipeline.
Further engagement
If you have any questions or comments about this meeting, please contact Curtis Large, RSUA Policy and Public Affairs Officer, at curtis@rsua.org.uk
