- Subject
- Case · Housing association
- For
- anyone facing a similar choice
- Status
- final
Crisis meetings. A five-year course.
Nine months of interim leadership at a housing association: finances in order, a recovery plan and a new course.
The question on the table
The chief executive left unexpectedly, in the middle of a difficult period. The regulator had concerns about the finances, maintenance was behind and the management team was mostly in crisis meetings. The supervisory board wanted someone who would bring calm within fourteen days.
What we did
- 1
Weeks 1 and 2
Getting to know the management team, tenants' association and works council. Listen first, no big decisions.
- 2
First month
Finances and maintenance planning fully mapped out. A 100-day plan with three priorities.
- 3
Months 3 to 6
Recovery plan agreed with the regulator. The crisis meeting became a normal weekly management meeting.
- 4
Months 7 to 9
New five-year course drawn up with tenants and staff. Handover to the permanent executive.
How the organisation changed
| From | To |
|---|---|
| Crisis meetings every day | One fixed management meeting a week |
| Maintenance 14 months behind | Maintenance on schedule |
| Concerns at the regulator | Agreed recovery plan, on schedule |
A year later
On the return day we looked together at what had stuck.
- 100%
- of the recovery plan carried out
- 3
- priorities, no more
- 1
- permanent successor, well settled in
Appendix A · Invitation
A first conversation costs you an hour. Nothing else.
We come to you, or you come to our office on Voorbeeldstraat. You outline the situation. After an hour you know whether we can help, and what that would look like.