Phrases like ‘perfect storm’, ‘unprecedented’ and ‘unchartered territory’, while cliched, still seem appropriate when applied to the social housing sector.

It’s no surprise that many colleagues are experiencing a sense of overwhelm. In some cases, this feeling can drive unhelpful responses such as an overfocus on minutiae or on one area at the expense of others.

The challenges we must consider seems to cover all aspects of our environment and all operating models in the sector. For example, the increasing demand for services from a growing population amplified by the cost-of-living crisis makes it harder for existing residents and people in need of social housing. Then there is the impact of those cost pressures on development, repairs and maintenance and each organisation’s own staff base.

These pressures come at a time where underinvestment in new homes (partly due to cost pressures) have led to a need to focus more on customers and the quality of services (a fact that has increased media and political interest.) Yet this presents its own challenges around staff shortages in repairs and maintenance. This is partially due to increased demand not being met by supply, Brexit, and wages in the logistics sector often being higher.

There has also been a necessary increase in regulation. This allows colleagues to rebuild trust in social housing services and address those areas where services have fallen short of the expected standards. But this has further exacerbate the pressure on boards, who must pay attention to multiple factors at once. There is a risk of focus is switching back and forth to the issues brought up in the latest headlines. This list could go on for much longer than could be contained in a single blog post.

And as a result, members of audit and risk committees as well as the wider board could spend an almost infinite amount of time horizon scanning, trying to work out the ‘unknown unknowns’ and attempting to benchmark these various risks and challenges. But we do not have an infinite amount of time. It can sometimes feel like we have no time at all.

Audit and Risk 2023 will give us a chance to explore those areas that are already on our radar. For example consumer regulation, financial forecasting, and health and safety. But it also allows us to turn our attention to those that typically get less, such as sustainability and the use of data.

Hearing from specialists on each topic as well as having the opportunity to listen to colleagues in the sector, both in sessions and while networking, will help attendees challenge their thinking on risk and prioritise discussions for the future. At a time where it’s hard to hear the signal above the noise, the conference will help us find the headspace to refocus on the key issues and leave knowing how to plan for the year ahead.

I know I’m looking forward to hearing how colleagues are tackling on some of the above challenges. I hope everyone has a chance to build on their existing knowledge and feel better equipped going forwards. There often feels like too many risks in social housing right now, but we have the talent to overcome them. It’s just a question of finding the right focus.