Organisations must be seen to be viable, properly governed and properly managed.  Key to achieving this is a working partnership between the management team and a strong and independent board plus a shared understanding of and commitment to the association's core values and beliefs.

Controlling complex organisations demands a balance of skills and perspectives.  Currently, voluntary boards operate in an increasingly diverse environment and need ways of working which are appropriate to a growing and developing social housing sector.  They need to demonstrate focused leadership, effective risk management and a commitment to improve services within available resources.  At the same time, they need to reflect the communities in which they work, both in the composition of the board and in an understanding of how to deliver sustainable regeneration to those communities.

One of the Housing Corporation's objectives for 2001-2004 is to review and modernise its policies on governance and regulation.  The National Housing Federation's Code of Governance was revised in the year 2000; it is endorsed by the Corporation and has made an important contribution to the debate, raising issues of recruitment and on going training of board members and the need for regular assessment and monitoring of performance.

The seminar continues the debate, examining some examples of good and different practice emerging from research around governance issues.  It will be relevant to all those working on or with Boards in whatever capacity.

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