Social landlords take their cues on governance from the Regulator of Social Housing. The consequences of not meeting the Regulator’s tests are serious and in some cases existentially so: it is for good reason that the G1 standard is not one organisations feel comfortable slipping below. Its hard enough keeping to that standard, so its not often that people question whether that is “good enough”? But at a time when the Government has a strong growth agenda (and is exhorting regulators to support and not obstruct that aim), when the external environment is changing rapidly and unpredictably, and when the need for innovation across the sector is becoming more evident is the way we do things now good enough or not?

This session will explore and challenge current governance practices by Registered Social Landlords, while offering some helpful hints about different approaches.

1. To identify the changed environment within which governance takes place, including the regulatory landscape, changing customer expectations and financial stresses.

2. Highlight challenges with the current approaches to governance by Housing Providers.

3. To explore how alternative approaches to governance might assist - particularly with the management of innovation.

About our speakers:
David Procter is now into his sixth decade in housing and has a distinguished career including as CEO and a non-executive director (NED), including as Chair.
Matthew Gardiner is also a former CEO and NED and is now and Associate Director at DIN, supporting Boards and Executive teams in strategy development and risk management.

Who should attend: This session is for anyone with a role or interest in governance. It will be particularly relevant for current Board members or those seeking a NED role as well as Executives and colleagues in governance teams across the sector. Additionally, it may spark the interest of innovators and intrapreneurs trying to garner Board sponsorship for major change.

Governance in challenging times - For Board Members