Key takeaways from Housing Week:
1. We need to try harder to find areas of certainty
With political ups and downs and the funding landscape seeming so unpredictable, to continue making headway towards building targets organisations need to individually examine where they can find “pockets” of certainty through other income streams, ideally over 2- 4 year periods.
2. Board assurance is key
All teams need to do what they can to make board confident to commit to plans. This can take the form of stress testing, building flexibility into plans, reviewing 5-year forecasts and exit strategies or ensuring an in-depth understanding of financial options.
3. Technical skills are in short supply
Spanning planning departments, on-site and in-house, an increasing level of technical capability is now required to really grasp decarbonisation, ESG and other pressures.
4. Commercial decision-making is essential
Whilst focused on their core purpose, housing associations must feel confident making decisions on a commercial basis – ranging from restructures and mergers to investments and asset management. Customers remain at the heart of those decisions and will be better served by strategic plans that take commercial drivers into account.