Strategic risk management perceptions and practices in the community housing industry. National Housing Conference 2015
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1 Strategic risk management perceptions and practices in the community housing industry National Housing Conference 05
2 Why focus on strategic risk The future looks different What if...
3 Why focus on strategic risk Do you aspire to increase the number of tenancies your organisation manages within the next years? (Answered: 64) Growth 60 Diversification Yes No Not sure Registered Social Landlord (Scotland) Community Housing Provider Tier 3 Community Housing Provider Tier Community Housing Provider Tier Expectations Investors, government Operational risk Structures Reputation Relevance
4 Project methodology Literature review Online survey Interviews with informed stakeholders
5 Emerging Risks Which of the risks identified in your risk management plan or register fo you see as the most critical (high impact and high probability) risks for your oranisation? (Answered: 7 Tier and Tier CHPs; 8 RSLs) 53% Development risks 33% Financial risks Information technology Governance risks Changes to government Business continuity Asset management risks Partnership risks Human resources Reputational risks Competition risks Registration requirements and obligations Future risks Geographical and environmental risks % % 6% 4% 7% % % % % 6% % 7% % 6% % 7% 8% 35% 39% 59% 7% 53% 59% 7% Community Housing Providers (Tiers and only) Registered Social Landlords (Scotland) New business risks - finance and development Multi jurisdictional more risks identified; change in government Scotland financial; high risk clients Difficult to manage External policies because we have no or little control. Scotland - Rent collection; arrears and debt; competition; demand for repairs Cultural competence risks Other risks 6% 0% 0% 40% 60% 80%
6 Forward planning N/A Up to months How far forward has your organisation planned for risk? (Answered: 58) years 3-5 years 5+ years Community Housing Provider Tier Community Housing Provider Tier Community Housing Provider Tier 3 Registered Social Landlord (Scotland) To what extent do you agree or disagree that risk management in your organisation considers relevant factors in the external operating environment? (Answered: 57) Community Housing Provider Tier Community Housing Provider Tier Community Housing Provider Tier 3 Registered Social Landlord (Scotland) Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don't know / Not sure Monitoring and review of strategic risks is a regular activity. Circa 50% reported that their risk management plan is reviewed annually Just over 50% of the CHPs had sought advice from external consultants as part of the process of reviewing their risk management plans. Most providers were planning between one and five years forward. We are in a much better place than we were a few years ago. We have developed and evolved our approach to risk and deepened our understanding as we (staff and Board) have progressed. We still have some way to go in getting this more broadly understood and lived with across all layers of the business. 0% 0% 40% 60% 80% 00%
7 Using strategic risk management To what extent do you agree or disagree that risk management in your organisation is used to help decision makers make informed choices and prioritise actions? (Answered: 57) Community Housing Provider Tier Community Housing Provider Tier Community Housing Provider Tier Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Don't know / Not sure Regular risk reporting Risk assessments of new business Nothing significant at a strategic or operational level can proceed without an assessment of risk, particularly on the development side, where it is carried out in parallel with financial and development appraisals. Challenge - Staff buy in, making risk real Registered Social Landlord (Scotland) 8 9 0% 0% 40% 60% 80% 00%
8 What did we find? Stewardship Decision making practices Risk inherent in the business model
9 Stewardship Importance of the Board Risk and value creation Structure versus purpose
10 Decision making practices Importance of information Scenario planning Readiness
11 Risk inherent in the business model Hybrid organisations Cross subsidies Partnership with government
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