The social housing sector has rarely faced such a challenging operating environment Building safety, consumer standards, regulatory upheaval, rising costs, economic uncertainties, data challenges, tough investment trade-offs  – you name it…. and who knows what might come next?

There are already plenty of plates that need spinning – meaningful resident involvement, strategy, scrutiny, compliance, assurance, risk management, safety, financial control, business planning…the list goes on.

Now ‘Awaab’s law’, proactive regulation and inspection,  raised Ombudsman expectations and the glare of media scrutiny  are presenting boards with yet more challenges and responsibilities.

Expectations on board members are high, demands on time are increasing,  How can Executive teams, governance support, and board members themselves, maximise their effectiveness to deliver expectations, be fully informed on the key issues, and focus on the priorities?

The return of our popular series of training sessions, updated for 2026,  will help guide you through the maze. The sessions offer a comprehensive guide to good governance in the face of a fast-changing social housing world, and pose the critical questions.

• Are your governance arrangements fit for purpose?
• Are boards well informed, skilled and knowledgeable about your organisation and what’s going on in the  sector and the wider world?
• Does the Board define the organisational culture – and check it’s being acted out in practice?
• Do the Board (and Executive) demonstrate the right relationships and behaviours? are there transparent, honest conversations between board members and with the executive team?
• And how challenging are board meetings? Do members look at the right things? Are they too operational? Are there dominant personalities, indecisive debates, unclear decisions, too many committees…?
• How much do boards really understand about the day to day ‘customer experience’?
• How are the views of residents sought and how do they influence decision making?
• Has the governance structure an appropriate mix of skills. Are there desired skills missing?
• How do boards make sure that the diversity of residents is fully recognised and reflected in the service offered?
• How do they hear the views of staff beyond the top team?
• For executive teams and senior managers, supporting boards and committees, and providing the information they need in the form that best suits them, is a constant balancing act. Too much information or too little? Too many meetings and committees or too few?.

Whether you are a board member needing to know where to focus your attention, or an executive team wondering how best to meet the needs – and expectations – of your board, you need to be on top of your brief.

These lively, interactive, half-day practical sessions will highlight the key points of good governance and prompt your thinking on how your organisation can deliver the best in governance, as well as meeting the new consumer challenges.

Key themes include:

• What’s the purpose of governance: what should a board do?
• How to listen to the resident voice in governance – and act on it
• What does the Regulator expect, and how should you be responding to the new regime?
• What should a board do, and what shouldn’t it do?
• What’s the best governance structure and framework for your organisation?
• How can you maximise the effectiveness of the board as a team?
• Setting the culture
• Achieving openness and honesty in behaviours
• Optimising the Board /Executive relationship
• Beyond the boardroom – what should happen between meetings?
• The scrutiny role: overseeing performance
• How to gain assurance, minimise risk, and ensure compliance
• How do you attract and retain high quality board members with the right skills?
• What does a good board meeting look like?.

Who should attend?

• Chairs and non-executive directors
• Chief executives
• Executive teams
• Governance teams
• Company secretaries.

The sessions will be presented by Peter Walters, former housing association chief executive, chair and non-executive director of housing organisations, an expert on governance and working with boards, and author of HQN’s new Guide to Good Governance, which will be made available to delegates taking part.

If you are unable to attend an event or public training course, please let us know in writing (email is fine) at least 48 hours before. Please email [email protected] Otherwise, a cancellation fee of £60 plus VAT will be chargeable. If you are using a package place to attend and do not inform us within the agreed time frame, then a place will be taken to cover your non-attendance. Cancellations must be made in writing, and will be acknowledged by HQN Limited.