Introduction to CHC conference
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Transcript of Introduction to CHC conference
- 1. Policy Progress 2008Nick Bennett and Ian Williams Community Housing Governance Conference
2. Context 2007
- Challenges
- NAW election campaign
- New WAG
- New National Assembly Powers
- CSR
- Further HST ballots
- PR Campaign
3. National Council Priorities for 07/08
- Social Housing Grant
- 30m extra Social Housing Grant (SHG)
- Supporting People
- To increase by 26m by 2010/11
- Better Regulation
- The Essex Review
4. Priorities for 2008
- Ensuring that we are all equipped for the regulatory reviews outcome
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- The need to focus on Governance so that we are fit to face the future
- That we build on our improving relationship with local government pre- and post election-
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- We need to measure our economic and social impact- so we know what difference we are making under a new regulatory regime
- That we welcome new members and maintain unity as we develop as a movement
5. The changing face of the sector
- Homes owned
2003 63,527 2004 72,113 2005 73,262 2006 74,174 2007 75,032 2008 98,230 2009 115,500? 2010 124,500? 6. The changing face of the sector
- Staff employed
7,000+? 2010 6,000+? 2009 5,000 2008 4,054 2007 3,935 2006 7. Lets look to the future with renewed confidence
- We are hungry for change, and we are ready to believe again Barack Obama 27/01/08
8. The Review of Regulation Adolygu Rheoleiddio Sue Essex 9. Review of Governance Adolygiad Llywodraethu Paul Griffiths Public Services Consultant Ymgynghorydd Gwasanaeth Cyhoeddus 10. Context of Review
- A higher political priority for affordable housing
- The case for more focussed external regulation the Essex Review
- The need for external confidence in self-regulation
11. Review Method
- Short and sharp - 2 months, 30 days
- A study of 3 Associations
- Interview of at least one member of most other boards
- Learning from this Conference
12. Board Membership Tenant Members
- Committed and well supported
- Provide the essential citizen focus housing
- associations can be the beacon of Welsh
- public services
- Need to be rooted in a well supported network
- of groups and panels
- Can be recruited where the roots are strong
- and well nourished advantage of a
- community basis?
13. Board Membership Professional Members
- A reasonable balance of skills and expertise
- Widespread commitment and motivation
- Open recruitment is bearing fruit
- Open recruitment is consistent with pro-active marketing of opportunities
- The tap on the shoulder and ratification by shareholders is not legitimate!?
14. Board Membership Partnership Members
- Appointments based on members position within local authority or health organisation
- Can provide valuable links and relationship building with partners
- Only succeeds on the basis of shared investment in partnership working
- Personalities matter
15. Do Boards Make a Difference? Strategic Direction
- A Clear Diversity of Strategy community basis, market led, extra care/residential care, special needs, homelessness, working with private landlords, developing home ownership, community regeneration.
- Whose strategy? evidence of Boards providing initiative and a brake
- Significance of Away- Days
16. Do Boards Make a Difference? Challenging Performance
- Regular performance reporting
- How well is information presented and used?
- Some evidence of performance monitoring changing practice
- Support and Challenge, Critical Friend
- Is there enough grit in the system?
17. Do Boards make a Difference? Financial Management
- Significance of specialist board members
- Significance of internal and external auditors to support boards
- The check of the lenders
- The importance of the non-specialist
- The biggest risk to reputations?
18. Do Boards Make a Difference? Setting the tone, values, culture
- Boards do not manage staff
- Boards appoint the chief executive
- Can boards develop some relationship with staff, sufficient to influence attitudes?
19. Do Boards Make a Difference? Developing Partnerships
- Responding to housing needs, meeting care needs, giving confidence and skills tocommunities all require effective partnerships.
- Are the Board the outward face of the Association making the external and political relationships?
- Is partnership what the chief executive does?
20. A New Model of Self Regulation?
- WAG sets out clear expectations of Boards on the self-assessment of performance and the evaluation of developments
- The Boards create procedures and implement them in meeting WAG expectations
21. A New Model of Self Regulation?
- The external regulator monitors the process of self regulation and the results
- External appraisal is risk based focussing on lapses in process and declared gaps in performance
- External appraisal has a focus on the big picture the synergies and viability of medium and long term development plans
22. Learning from each other
- Despite CHC Conferences, Boards are not good at learning from each other?
- We get comparative information from our chief executive
- Competition gets in the way of shared learning
- Shared learning takes too much time
- What potential for the Steve Cranston web-based conversations? could you provide another beacon for Welsh public services?
23. Giving the public confidence
- The public do not understand what RSL Boards are?
- Does this matter?
- It does, if you want to self regulate the use of public money in achieving public goals
- How can Boards have a more transparent public profile?