Understanding leadership, strategy and organisational dynamics in the not-for-profit housing sector

This AHURI study provides an ‘insider’ perspective using surveys and interviews with 14 CEOs on how the organisations are responding to their opportunities and responsibilities as growing providers of a range of affordable housing options. The research investigated how organisations develop a social enterprise model, ‘reconciling social mission with commercial practice through what is sometimes called organisational hybridity’.

It found that “future development of the sector in Australia will remain dependent upon: longer-term certainty of government policy settings; funding to support a pipeline of housing production; an inter-governmental policy framework; governments co-funding arrangements to attract a predictable stream of private finance; and increasing interaction between governments and the not-for-profit housing sector.”

Understanding_leadership_strategy_and_organisational_dynamics_in_the_not-for-profit_housing_sector.pdf

This report will soon be followed by the release of Understanding decision making in the not-for-profit housing sector: longitudinal and comparative components

Both reports are also the focus of an AHURI seminar in Sydney on 13 May 2014

http://www.cvent.com/events/the-community-housing-industry-maximising-opportunities/event-summary-2d2fb7f667444f6ea1655e314b1d4b60.aspx

Research