Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?

Manville, Graham, Greatbanks, Richard, Wainwright, Thomas and Broad, Martin (2016) Visual performance management in housing associations: a crisis of legitimation or the shape of things to come? Public Money & Management, 36 (2), 105-112. (doi:10.1080/09540962.2016.1118933).

Abstract

Housing Associations in the United Kingdom (UK) are undergoing significant reform, potentially facing a crisis of legitimation with respect to their values. Mullins (2010, p3) argues that Housing Associations “are a distant uncle of the Third Sector” on account of their ability to generate a surplus, while privileging social over economic value creation. Such public service models have unfairly been referred to as profits in disguise, nevertheless, they are regarded as a vital part of the Third Sector and fulfil an important societal responsibility for providing housing to lower income and vulnerable families and citizens. The latest reforms have heralded the introduction of private sector style competition, leading to further deregulation and limiting the availability of bank finance at fixed low interest rates, previously regarded as a necessity for investment in growth and refurbishment of housing stock. These are challenging times for Housing Associations; forcing leaders to effectively manage organisational business performance, becoming less reliant on regulatory bodies for guidance and legitimation.

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