This publication looks at cases where risks have materialised. The presenting symptoms vary, although behind them all lie failures of governance. In some cases, financial weaknesses have been the main symptom of problems. In others, we see poor services to residents as the issue.

Or there may simply be Board level personality conflicts, which divert the association from its real business. Complacency and failure to challenge decisions often feature. Whatever the symptom, it has lead to the organisation concerned going under Housing Corporation supervision.

It has undoubtedly become harder to run a top-performing housing association. The demands of regulation and inspection have increased. The need for annual efficiency savings and continuous improvement have brought new pressures. Tenants and residents have, quite rightly, come to expect good homes and services, and opportunities for participation.

Competition for development funding has become more intense. And the wider business environment has become more challenging in many ways. All this means that housing association Boards and senior staff must work ever harder to lead their organisations effectively.

This book is firstly the story of how these 19 problems arose, itself instructive enough. They form a set of cautionary tales for readers, who should reflect carefully on how they could prevent similar events arising at their own housing associations.

But the stories go on to describe how the problems were resolved – each one has a positive ending, in the sense that public funds and tenants are ultimately protected. There are lessons here too about how to achieve successful change in failing organisations.

In the great majority of the cases described, appointees have acted as crucial agents of change – in only two of the 19 were appointments not made. The appointees have given huge amounts of time and expertise to the organisations, unpaid, and have helped to secure positive outcomes in every case.

They have been instrumental in taking tough decisions, often involving the departure of unwilling Board members and executives from the associations. And where necessary, they have helped to steer failing organisations into merger or group structure arrangements, where the capacity to deal with longer term problems exists.

Housing Corporation
enquiries@housingcorp.gsx.gov.uk

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/07/2006

James Tickell and Nigel Phethean of Campbell Tickell

research

Urban Policy > Housing

Housing policy, Housing management