Post on 05-Jul-2020
David Mullins, University of Birmingham Conference of the Isles, Derry November 2013
Source: Non-Profit Housing Organisations in Ireland , North and South
I doubt whether transferring significant numbers of stock is doable. I don’t think they have the financial resources or strength of governance, but they could prove us wrong’
Donald Hoodless –quoted
in Inside Housing Nov 20 2013
Beyond a centralised model of governing Towards model based on ‘active citizen’, participation and partnership
Globalisation
“Hollowing out of the State” (Rhodes,
1997)
Concerns around ‘democratic deficit’
Hybrid mixing of state, market and
community governance forms ▪ Networks ▪ Hierarchies ▪ Markets
Public Third
Private
Housing associations – “hybrid bodies” •Voluntary governing bodies – community links •Taking decisions in the public interest •Borrowing from ‘private’ lending institutions
“the system by which companies are run” (Cadbury Report, 1992)
• “Giving overall direction to the
enterprise, ensuring the internal accountability of management to the board, and with meeting the requirements of external accountability and regulation” (Greer and Hoggett, 1997)
• Concerns the board of directors and relations with executive but is distinct from management
• Since the 1990s, HAs have embraced what has been described as a ‘whole new science’ of corporate governance (McDermont 2010)
Cadbury 1992 Greenbury 1995; Nolan 1996 Hampel 1998; Turnbull 1999; Higgs 2003 Smith 2003; UK Corporate
Governance Code 2010 NICVA 2008 NHF 2010
Probity Loyalty & Conflicts of Interest Remuneration & Personal
Benefit Integrity & Honesty, Bribery Respect Size & structure Succession & Recruitment Leadership &Skills Objectivity Openness & Accountabilities
Paradox Partnering or Control? Conformance or
Performance? Representation of Interests
or Professional skills? Business Efficiency or
Community Accountability Central Control or Local
Autonomy in Groups Evolution to Fit Context
and Purpose
Social Housing Reform Programme
NIHE Future Structures
Regulation and Inspection.
NIAO & DSD reports
Reductions in HAG Procurement Mergers and partnership
working New forms of financing Welfare Reform
Mackay, C., Dawson, H. and Williamson, A. (1999) Training and Development Needs of Board Members of Housing Associations in Northern Ireland: a report of a research project. University of Ulster, Centre for Voluntary Action Studies: Coleraine.
Mullins, D., Rhodes, M, L., & Williamson, A (2003). Non-Profit Housing organisations in Ireland, North and South. Belfast: NIHE.
Independent Study of Housing Association Governing Arrangements in
Northern Ireland
Peter Shanks –University of Ulster David Mullins – University of Birmingham
Independent Study undertaken with HA Sector in NI Incorporate learning on corporate governance in housing and other third sector
fields in UK and internationally
Summarise key conclusions on what defines ‘good governance’ in the context of NI housing sector;
Update knowledge on profile of board membership, and size and operation of boards (including the roles of chairs & committees) – last NI Survey 1999
Recruitment and selection of new committee members
Debate on board member payment;
Decision making and dealing with dissension and conflict
Reflect on the evidence and promote debate in sector to improve performance– share good practice and get the Structures Right to Face the Future
International Literature review Scoping stakeholder interviews Surveys of housing association chief executives
and governing body members Case Studies
Issues Papers (Spring/Summer 2014) Debate and engagement of key stakeholders Final Report (November/December 2014)
Forum 1 Who Governs? –composition of boards, mix, skills,
representativeness, recruitment and succession implications and training needs;
Forum 2 How do we Govern? –board decision processes, relations between executive and non-executive directors, CEO/Chair axis, conformance or performance?, external accountabilities to government, funders and residents and communities;
Forum 3 What do we govern? key functions of boards and sub-committees, financial compliance, new development, housing management and community and resident relationships;
Forum 4 Where do we go next? – distil recommendations and engage with stakeholders to improve future governance performance.
Overarching Themes Regulation Social Housing Reform
Programme Independence Voluntarism versus
Professionalism Attitudes to
governance Accountability to
tenants
Operational Themes Dynamics and Operation of
the Board Group Structures
Recruitment, renewal and retention
Composition Skills and Diversity
Role of the Chair & Sub-committees
Remuneration Approaches to risk taking Board member appraisals
Other related themes Trust and ethics
Opportunities for
Mutual Learning
Training and Development
March on Washington for Jobs and Freedom," August 1963
Photograph by Abbie Rowe National Park Service Photograph
Social divisions and gaps in welfare
net
Skill up for social enterprise model
Respond to public scrutiny and control
Maintain independence
Provide Confidence to Private Funders
Meaningful Community & Tenant
Engagement
Effective management of hybrid businesses
From Conformance to Performance
Derry wins City of Culture