This course aims to provide an understanding of key issues in the broad governance of the housing system and the ramifications or current arrangements for the management of housing organisations. Specifically the course will explore the governance of social housing businesses including examining principles of transparency, accountability and regulation, and the practices of externally oriented strategic planning, networks and partnerships. This will be given a housing specific context but will relate to changes taking place in social housing delivery policy and organizations.

9 weeks of 3 hours teaching with a tutorial.

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Assessment:

This course will be assessed by both 2,500 word essay and report.

This course aims to provide an understanding of key issues in the broad governance of the housing system and the ramifications or current arrangements for the management of housing organisations. Specifically the course will explore the governance of social housing businesses including examining principles of transparency, accountability and regulation, and the practices of externally oriented strategic planning, networks and partnerships. This will be given a housing specific context but will relate to changes taking place in social housing delivery policy and organizations.

By the end of this course students will be able to:

■ Critically understand the changing governance of housing, long term policy changes and the impact of these changes on organizations;

■ Critically understand the benefits and risks of autonomy learning how to identify signs of organizational failure through examples from different sectors and understanding how good governance contributes to avoiding failure;

■ Apply principles of accountability, transparency and regulation to the housing sector.

■ Understand the landscape of housing professionals such as the roles of the Board of Directors or Management Committee and the roles and responsibilities of members of the Board or Management Committee in controlling the organization;

■ Critically understand the key dimensions of strategic management and relate housing, business and planning systems to generic strategy models;

■ Apply models and techniques to analyse and evaluate the internal and external factors affecting the strategic development of housing organizations balancing social objectives with market driven operations;

■ Apply techniques for appraising strategic options for the future shape of housing organisations and their governance;

■ Critically evaluate the importance of organisational structure and design in strategy implementation.

Students must submit at least 75% by weight of the components (including examinations) of the course's summative assessment.