annual conference and social housing...
TRANSCRIPT
Annual Conference and Social Housing Exhibition
18 – 20 September 2013
www.housing.org.uk
www.housing.org.uk
SP10: Governance and leadership
Speakers: Ian Simpson Chair, Sadeh Lok Housing Group Sheron Carter Chief Executive, Gateway Housing Chair: Carol Matthews Chief Executive, Riverside Group
From Survival to Revival 2010- 2013
Formed in 1988, a BME RP based in Huddersfield
Housing stock - 1200
Turnover £5m
Headcount 148 (2010) 27 (2013)
Operating Margin >30%
Annual surplus/ (deficit)
2009 £176k 2010 £ 83k 2011 (£2m) 2012 £345k 2013 £297k
Operating surplus 11% (2010) 34% (2013)
Meets decent homes standard, IIP Gold, Customer Service Excellence.
Ambitious growth through diverse activity Poor financial information, insufficient internal controls External auditors threaten to quit Complex group accounts Misuse of overdraft facility Delayed payments of NI, VAT and to creditors Ineffective risk management New office block in Lincoln! Little customer influence Onerous demand placed on Secretariat Confrontational approach to Regulator Downgrade in Regulatory Judgement. (2010)
Nat Fed Code of Governance
Payment of non Executives, ceased
'Living will‘
Listen to stakeholders
Healthy challenge of new Executive team
Open culture and communication
Committed team
Organisational Improvement Plan
Corporate Strategy
De-mergers
Treasury management
Internal and external audit
Improved KPIs
Regulatory Judgement upgraded (2013)
Guard against CEO fiefdom
Speed of decision making
Robust due diligence
Culture of organisations
Financial capacity
Value Adding for our customers
Value the core business
Be lucky
From Survival to Revival 2010- 2013
Governance & Leadership
Defining Challenges to Build Stronger
Businesses
Sheron Carter, CE of Gateway HA and
former CE of Arhag HA
The Case Study – Arhag HA
Audit Commission Inspection – concerns regarding the allocation of housing to employees (Breach of Sch 1)
Audit Commission follow up visit raised suspicion that documents had been altered since first visit.
Housing Corporation instigated statutory Inquiry and placed Arhag in supervision – governance, management and service delivery
Inspection Report – poor with uncertain prospects for improvement
Evidence emerged indicating funds had been misappropriated
Chief Executive and Finance Director dismissed
May
2005
Oct
2005
Dec
2005
Mar
2006
Apr
2006
Aug
2006
Overcoming the Crisis
• New Board and SMT
• Building trust and
confidence with
stakeholders
• Investment in service
improvement
• Robust controls
• Empowering staff to
become gatekeepers
• Zero tolerance of poor
performance
Building Resilience
Curiosity
Culture
Competence
Competence
• Board recruitment aligned to risk profile
• Induction and training
• Annual board appraisal
• Flexible terms of office
• Board & SMT briefings on risks and
exposures
• CPD - financial competence and risk
awareness
Curiosity
Board
SMT
Advisers Stake-holders
Triangulate Assurance Use two or more sources to check veracity of what being told
Culture
• Board and Executive working as equal
partners
• Board willingness to ask difficult questions
– SMT willingness to respond openly and
positively
• Insist on honesty and openness
• Deliver what promised
• Manage the politics
Gateway’s Cultural Vision
Great Services Great People Great
Reputation
• 100%
satisfaction
always
• Operationally
excellent with
great systems
• Great place to
work where
excellence is
rewarded
• Inspiring and
motivational
leadership and
management
• A culture of
great
communication
• Best Homes
• Best Services
• Inspirational
Impact in
Communities
• Great Place to
Work
Top Tips
• Recruitment, retention and succession linked to changing risk profile
Competence
• Develop a healthy curiosity, seeking verification from more than one source
Curiosity
• Have a clear cultural vision and make sure it becomes part of the Association’s DNA
Culture
Annual Conference and Social Housing Exhibition
18 – 20 September 2013
www.housing.org.uk