Developing strategy in a voluntary housing organisation and registered social landlord. Some lessons from experience
| DOI | 10.1177/014473940002000204 |
| Published date | 01 September 2000 |
| Date | 01 September 2000 |
| Author | Roger Hawkins |
Teaching Public Administration, Autumn 2000, Volume
XX;
No.2,
pp.34-45
DEVELOPING
STRATEGY
IN
A
VOLUNTARY
HOUSING
ORGANISATION
AND
REGISTERED
SOCIAL
LANDLORD.
Introduction
SOME
LESSONS
FROM
EXPERIENCE.
ROGER HAWKINS
Sheffield Hallam University
A lot
of
corporate energy is focused on selecting the right business strategy, the
right geographical locations to operate, the most lucrative market segments and
the appropriate mix
of
products, services and price. These are not easy tasks for
any organisation and, it may
be
suggested, there is little guidance for those
setting out to develop a strategy for the first time. Too often, the literature draws
insufficient linkages between the development
of
the strategies themselves and
the related internal processes that need to be adopted by those charged with the
task
of
delivering a particular policy. This is just as true in the not-for-profit
sector as in public sector management
or
commerce, but there are differences.
The primary difference is the involvement
of
volunteers in policy making.
Where a Registered Social Landlord (RSL)
is
concerned such involvement is
not an option;
it
is compulsory. The Housing Corporation, the quango charged
with responsibility for regulating the voluntary housing movement, makes the
development and control
of
policy one
of
the primary tasks
of
a RSL board.
A number
of
authors have emphasised the importance
of
involving in the
development
of
strategy those who will be responsible for making it work.
Unfortunately, in many organisations this does not happen in practice. De Wit
& Meyer (1998, p5) define the strategic process as 'The manner in which
strategies come about
...
the how, who and when
of
strategy
..
'.
It
is the who,
followed by the how,
of
the process that is so vital to the success
of
a strategy.
When discussing the process
of
developing strategy I do not refer only to the
development
of
the principal or overarching strategy. The same processes also
apply to the development
of
the various supporting strategies that underpin the
overall strategy, for example human resources, finance, marketing and the
several other strands
of
activity that form the plans and programmes that will
achieve the goals and objectives
of
the organisation.
In
seeking to demonstrate
the importance
of
the internal strategy process I am able to draw upon
substantial experience gained in one voluntary organisation over the last six
years. Besides enabling me to take part in the strategy process, this experience
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