Southdown - driving effective governance for sustainable growth

Established in 1972, Southdown Housing Association has grown into the largest Sussex-based provider of specialist social care and supported housing.

With a turnover of £32m, Southdown is a significant player in the sector, employing around 850 people and supporting more than 11,500 individuals each year. Its purpose is to provide safe homes, help people into work, and offer compassionate care and support for adults experiencing mental health challenges, learning and physical disabilities, and homelessness.

Operating in a high-risk, low-margin sector, Southdown understands that robust governance is the cornerstone of long-term sustainability. Pauline Ford, chair of Southdown, says: "To ensure our long-term success, governance must be the very best it can be."

In 2022, GGI was appointed to carry out a formal, independent review of Southdown’s governance and the effectiveness of its board. GGI’s response to the brief impressed Pauline. She said: “GGI's focus on assurance and their ability to provide a broader perspective on governance resonated with me.”

Tailored approach

The review covered the board and its committees. It followed GGI’s methodology for board effectiveness evaluations covering document review, contextual research, interviews, focus groups and several observations. The benchmarking drew heavily on wider insight and internationally recognised standards of good practice for governance, drawing particularly on the work of South African judge Professor Mervyn King, author of the seminal King Reports on corporate governance, and GGI’s good governance outcomes framework. Alongside this, a key reference point was the National Housing Federation code of governance and GGI’s maturity matrix for housing associations.

Reflecting on the process, Pauline said: "GGI really understood us. They didn’t just follow a template—they listened, adapted, and engaged in a way that made the whole process feel dynamic and collaborative. The sessions were fun, which you can't underestimate in a transformation process."

More collaborative and focused

The review uncovered both strengths and areas for development. While Southdown met regulatory standards and had talented individuals in key roles, GGI’s findings highlighted an opportunity for the board to maximise its collaborative potential with the leadership team. The report offered clear, evidence-backed recommendations, providing a structured pathway for improvement.

"The feedback was direct and grounded in solid evidence. It gave us the framework to discuss and define our future ambitions," said Pauline. As a result, the chair and CEO decided to make strategic changes, including the introduction of a new organisational service delivery model and a reshaping of the leadership team—an area where GGI’s expertise in governance was instrumental.

Board development and strategic clarity

Post-review, GGI remained a trusted partner, helping to implement key changes and support the ongoing development of Southdown’s governance. This included a targeted board development programme, which saw GGI facilitate a series of workshops focused on governance maturity, assurance, and constructive challenge. Workshops were held with both the board and the newly constituted C-suite leadership team, culminating in collaborative sessions with both groups together.

In parallel with GGI's governance work, Southdown embarked on a comprehensive review of its Strategy 2025-30, ensuring that the new strategy reflects the evolving needs of the communities it serves and positions Southdown for sustainable growth and impact. The input and recommendations from GGI enabled the board to fully engage and drive this process, including the coproduction with clients, tenants and staff in the creation of a new purpose statement, strategic ambition, aims and objectives.

Reflecting on the journey, Pauline said: "The process was empowering. It gave us the tools to decide on our ambition, and the GGI team acted as a catalyst for change. They helped us see the art of the possible and really think about our governance journey. Their support has been invaluable as we work towards a more dynamic and effective leadership structure."