The ongoing drive for efficiency in the sector, and the perceived need to streamline the way social housing operates, has led to calls from Government for rationalisation in the number of housing providers, and for the possibility of mergers and acquisitions to be considered as a serious option.
This half-day seminar is designed for Chief Executives, Directors and Board Members to examine the implications of pursuing, or not pursuing, a path to merger. Each session will include discussion with delegates, to allow those attending to gain practical advice and information pertinent to their own organisation and circumstances.
|9:00||Registration and Refreshments|
Tom Miskell, Chair, Northern Housing Consortium
|9:30||Mergers and Partnerships – Role of the Board
Mark Davies, Director, Integer Advisory
A Provider’s Board should be central to the consideration and completion of any merger or partnership activity; starting with establishing the parameters within which any merger opportunity is either pursued or evaluated and continuing through the scoping of due diligence and adoption of the business for merger.
This session will explore the role of the Board and the relationship between the Executive and the Board in the context of the delivery of successful mergers and partnerships
|10:00||Experiences from merger – what to consider
Steve Close, Group Chief Executive, Together Housing Group
Together has grown as a Group and comprises six subsidiary landlords, including stock transfers, a large traditional housing association and a PFI partner. In this session, Steve will cover the practicalities of going through a merger and give delegates insight into what went well, what went not so well and highlight issues that arise in the process of merging, expected and unexpected.
Dave Pickard, Group Director of Operations, Thirteen Group
After the legal merger has taken place, there is the equally important matter of creating a coherent working organisation to maximise the opportunities for efficiency, whilst taking the staff and tenants of the newly merged landlords along.
|11:20||The regulatory position
Jonathan Walters, Deputy Director of Strategy and Performance, Homes and Communities Agency
The HCA Governance and Financial Viability Standard highlights the needs for Boards to understand and manage risks, and the Chair of its Regulation Committee is on record stating, “boards need to consider all options to drive value for money, including mergers if necessary.”
|11:50||The legal perspective
Andrew Cowans, Senior Partner, Devonshires
|12:20||Is there another way?
Paul Dolan, Johnnie Johnson Housing Trust
Many landlords feel that their heritage and culture must be protected and are concerned about the rationalisation agenda and its impact on their organisations. In this session Paul will explore how efficiencies can be created and why Johnnie Johnson Housing Trust has decided to stand alone despite a changing government agenda.
|12:50||Chair’s closing remarks|