Leading Managing & Developing People Exam Case Study
2020 2021 Session
Leading ‘Welcome Housing Association’ from Good to Greatness
The Welcome Housing Association (WHA) is the largest provider of sheltered housing
in Thewallshire. Their name came about because of their unique role in supporting
people in a county which has, throughout history, been a ‘gateway’ for migrants
coming to live and work in the area and hence the desire to ‘welcome’ people into
the area. It also reflects their core belief that decent affordable housing is the
gateway to a good quality of life for people on below average incomes, in essence,
‘welcoming’ them into a better life.
In early 2018, WHA had re-evaluated their vision, and set a new direction. They now
aimed to become the best performing housing provider in Thewallshire and with a
focus on older people’s housing. Underpinning the organisational strategy was a
cultural vision, known as “Welcome to Greatness.” This aimed to support local
communities to thrive, by creating a dynamic culture where the organisation had a
great reputation for great people consistently delivering great services.
One of the issues for WHA was becoming the change in demographics as a result of
inward migration. As a result of the wider demographic and the dropping house
prices locally a large amount of the inward migration was older people with specific
housing requirements that were in particularly short supply and thus applying
pressure to the system. Also, the falling property prices aligned to significant job
losses meant that WHA had had to lower their rents in order to avoid many of their
tenants falling into arrears and as such there was starting to be much less cash in the
system.
Arya Dinkley, Chief Executive, recognised that to achieve these ambitions the
organisation was going to have to change. First they needed to develop the
leadership skills and management competency throughout WHA, to ensure
consistency of leadership practice. All managers – including the top team – needed
to be much better at engaging their staff teams and to play their part in opening up
internal communication so that everyone could work together to be more customer
focused.
Managers had traditionally identified very closely with their team or function. They
were experts in their function, delivering high quality work at an operational level.
However, this meant they did not work collaboratively across the organisation with
other managers or consider the impact their work may have on other areas of the
This study source was downloaded by 100000840304359 from CourseHero.com on 07-18-2022 14:55:53 GMT -05:00
https://www.coursehero.com/file/102395258/LMDP-Case-Study-2020-2021-Case-Study-Only-3pdf/
2020 2021 Session
Leading ‘Welcome Housing Association’ from Good to Greatness
The Welcome Housing Association (WHA) is the largest provider of sheltered housing
in Thewallshire. Their name came about because of their unique role in supporting
people in a county which has, throughout history, been a ‘gateway’ for migrants
coming to live and work in the area and hence the desire to ‘welcome’ people into
the area. It also reflects their core belief that decent affordable housing is the
gateway to a good quality of life for people on below average incomes, in essence,
‘welcoming’ them into a better life.
In early 2018, WHA had re-evaluated their vision, and set a new direction. They now
aimed to become the best performing housing provider in Thewallshire and with a
focus on older people’s housing. Underpinning the organisational strategy was a
cultural vision, known as “Welcome to Greatness.” This aimed to support local
communities to thrive, by creating a dynamic culture where the organisation had a
great reputation for great people consistently delivering great services.
One of the issues for WHA was becoming the change in demographics as a result of
inward migration. As a result of the wider demographic and the dropping house
prices locally a large amount of the inward migration was older people with specific
housing requirements that were in particularly short supply and thus applying
pressure to the system. Also, the falling property prices aligned to significant job
losses meant that WHA had had to lower their rents in order to avoid many of their
tenants falling into arrears and as such there was starting to be much less cash in the
system.
Arya Dinkley, Chief Executive, recognised that to achieve these ambitions the
organisation was going to have to change. First they needed to develop the
leadership skills and management competency throughout WHA, to ensure
consistency of leadership practice. All managers – including the top team – needed
to be much better at engaging their staff teams and to play their part in opening up
internal communication so that everyone could work together to be more customer
focused.
Managers had traditionally identified very closely with their team or function. They
were experts in their function, delivering high quality work at an operational level.
However, this meant they did not work collaboratively across the organisation with
other managers or consider the impact their work may have on other areas of the
This study source was downloaded by 100000840304359 from CourseHero.com on 07-18-2022 14:55:53 GMT -05:00
https://www.coursehero.com/file/102395258/LMDP-Case-Study-2020-2021-Case-Study-Only-3pdf/
