Search results

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

The purpose of this paper is to analyse the risk management process conducted by some private and not‐for‐profit affordable housing providers in South East Queensland, and draw conclusions about the relationship between risk assessments/responses and past experiences.

In‐depth interviews of selected non‐government housing providers have been conducted to facilitate an understanding of their approach to risk assessment in developing and in managing affordable housing projects. Qualitative data are analysed using thematic analysis to find emerging themes suggested by interview participants.

The paper finds that informal risk management process is used as part of normal business process in accordance with industry standards. Many interviewees agree that the recognition of financial risk and the fear of community rejection of such housing projects have restrained them from committing to such investment projects. The levels of acceptance of risk are not always consistent across housing providers which create opportunities to conduct multi‐stakeholder partnership to reduce overall risk.

The paper has implications for developers or investors who seek to include affordable housing as part of their portfolio. However, data collected in the study are a cross‐section of interviews that will not include the impact on recent tax incentives offers by the Australian Commonwealth Government.

The study suggests that implementing improvements to the risk mitigation and management framework may assist in promoting the supply of affordable housing by non‐government providers.

The focus of the study is the interaction between partnerships and risk management in development and management of affordable rental housing.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

This paper aims to explore an approach in which asset management strategies of housing associations are largely determined at neighbourhood level and in which the development of the market value is one of the key criteria.

The paper discusses the characteristics of the existing asset management models and their drawbacks. It describes area‐based policies, and it argues how the neighbourhood level can be incorporated in asset management and why this also helps to solve some of the drawbacks of the portfolio‐based models derived from strategic business planning. This approach is illustrated with the practice of housing association Stadgenoot.

It is argued that asset management based on value creation at neighbourhood level has significant advantages above the “traditional” business planning approach and suggests some further directions for elaboration of this approach.

This approach enables housing associations to improve their asset management strategies.

The paper presents a new view on asset management in response to traditional, top‐down, rational planning models.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces.

A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing.

There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter‐organisational and cross‐sector collaboration, but further research is required to develop a clearer picture of the nature of the leadership challenge within this sector.

The paper is only seen as a first stage as it attempts to draw from what has been already published. The paper develops the own research agenda for a second phase of empirical research in order to continue the debate further.

The paper adds to the discussion and debate around leadership in general but more crucially brings to the surface a number of questions not posed previously that involve the starting‐point for detailed empirical research. Relevant case examples exist within the National Health Service and education, but social housing has remained immune from this up until now.

In the trend of mergers and growth of housing associations in the UK for providing more efficient and diversified services, the purpose of this paper is to develop an effective management model for planning and implementation of drastic, transformational changes to their organisational structures and operations, through two international organisational contexts in the social housing sector.

Multiple‐case study methodology was used to examine the change policies and approaches in five major housing organisations experiencing rapid growth, including four housing associations in the UK and the Hong Kong Housing Authority, in order to verify the theoretical total change management framework, which are developed from organisational change management and project management theories.

Organisational change management measures alone cannot fully explain all the successful cases. They should be applied along with project management approaches to plan and implement governance changes to ensure successful growth of housing associations. A total change management approach should be adopted, with changes focused on organisational competencies, a clear relationship of the main board and its regional members, a wider resident involvement and a variety of partnerships, as well as implementation measures focused on allocation of sufficient resources for project management steering, monitoring of organisational performance, and bottom‐up staff involvement.

The total change management framework is developed based on five major cases. It forms the baseline on which further research can build to develop effective change management measures in many other social housing organisation settings.

A total change management approach should be adopted to plan and steer changes to governance structures and operations in large housing associations.

This study contributes to change management for successful growth of housing organisations through development of a unique total change management model to facilitate mergers and growth.

Privatisation of services from the public sector is topical currently mainly because of the potential savings and efficiency to be gained. In the aspect of property management, the Hong Kong Housing Authority owns more than 600,000 units of public housing flats and the requirement for good and efficient property management services is enormous. The current policy of privatising these services to the private management agents has proved to be a correct direction in terms of retaining the growth of the public sector, and also improving the level of services to the tenants. While the privatisation scheme might bring in more opportunities for growth of the property management companies in the private sector, it is more important for the government to forge a proper transitional arrangement to switch to full private management in order not to endanger the already low morale in the public sector.