david mullins, university of birmingham conference of the isles, derry november 2013
TRANSCRIPT
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‘We Shall Overcome’: Realising the Power of Housing through Good Governance
David Mullins, University of BirminghamConference of the Isles, Derry November 2013
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Why Good Governance Matters
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Governance and Historic Mission
Source: Non-Profit Housing Organisations in Ireland , North and South
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Facing the Future: Building Confidence in Good Governance
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
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What is Governance?
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Governance and Hybridity
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
PrivateHousing associations – “hybrid bodies”
• Voluntary governing bodies – community links
• Taking decisions in the public interest
• Borrowing from ‘private’ lending institutions
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Corporate Governance
“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)
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Principles of Good Governance 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
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International Research on Corporate Governance
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
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Northern Ireland : Evolving Context
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
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Previous Studies
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.
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Independent Study of Housing Association Governing
Arrangements in Northern Ireland
Peter Shanks –University of UlsterDavid Mullins – University of
Birmingham
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Aims and Objectives
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
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Methods
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)
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Participative Approach: Forums to Review Findings – Spring & Autumn 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.
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Themes from Scoping Interviews
Overarching Themes Regulation Social Housing
Reform Programme Independence Voluntarism versus
Professionalism Attitudes to
governance Accountability to
tenants
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Themes from Scoping Interviews
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
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Themes from Scoping Interviews
Other related themes
Trust and ethics
Opportunities for Mutual Learning
Training and Development
March on Washington for Jobs and Freedom,"
August 1963Photograph by Abbie Rowe
National Park Service Photograph
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Through Good Governance …. ‘we shall overcome’…..
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