How do board directors of social housing providers ‘future-proof’ their decision-making capabilities in an ever changing landscape? A study of northern England housing associations/social housing providers

Hatcher, Cara Jayne (2020) How do board directors of social housing providers ‘future-proof’ their decision-making capabilities in an ever changing landscape? A study of northern England housing associations/social housing providers. Doctoral thesis, Northumbria University.

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Abstract

The aim of this thesis was to determine the role of the board of directors of housing associations/social housing providers in decision-making and future proofing issues in the changing landscape. In 2015, the Government decided to impose rent reductions on the social rented sector and under the Welfare and Reform Act 2016 these were implemented. The thesis drew on a pre research field observation of a housing association board and unstructured interviews with board members in housing associations/social housing providers in the region of Northern England together with input from a former RICS President and current CEO of a housing association in the South of England. The work offers a number of recommendations around how housing associations/social housing providers can (as required) future-proof their provision whilst balancing the financial and social needs of their hybrid organisations. With the growing pressure on social housing providers, there was an awareness that these decisions impact on the core values of the social housing provider. The results showed a relationship between culture, decision-making, finance and funding and social. The social care and the customer (tenant) are at the heart of these housing associations/social housing providers even in the difficult changing landscape, however tough decisions have been made in an effort to safeguard the organisation. The thesis contributes to a wider academic and professional review of the hybrid nature of housing associations/social housing by determining whether there was a need to future-proof. Hybridity is slippery in its design and execution. Therefore it is recommended that, amongst other things, housing associations/social housing providers should regularly review their cultural working practices; make decisions around staffing, working practices and streamlining efficiencies in order to safeguard the organisation; explore other finance opportunities; and, include tenant empowerment in their decision making. These recommendations will be of assistance to the professional bodies such as the Royal Institution of Chartered Surveyors (RICS), Chartered Institute of Housing (CIH) and the National Housing Federation (NHF).

Item Type: Thesis (Doctoral)
Uncontrolled Keywords: Governance, Hybridity, Third Sector, Social, Enterprise, Organisational Culture
Subjects: K900 Others in Architecture, Building and Planning
N100 Business studies
N200 Management studies
Department: Faculties > Business and Law > Newcastle Business School
University Services > Graduate School > Professional Doctorate
Depositing User: John Coen
Date Deposited: 23 Oct 2020 07:35
Last Modified: 23 Oct 2020 08:00
URI: http://nrl.northumbria.ac.uk/id/eprint/44578

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