Ruth Cooke - Time for change

Late last year, I received a call from someone claiming to be a silent supporter of the work I’ve been doing to drive meaningful and positive change at GreenSquareAccord through my resident support site. They said they had long admired my efforts and shared concerns about the persistent failures at GreenSquareAccord, having heard first-hand accounts from residents in their area.

Now, I get four or five calls like this a year. Many seem to come from individuals offering mediation services to GreenSquareAccord, perhaps hoping to profit from resolving the ongoing issues. I’ve always been open to mediation—it’s GreenSquareAccord and Ruth Cooke’s team who’ve resisted. The Housing Ombudsman has suggested it. Judges have recommended it. I’ve always been willing. So, I take these calls in good faith, answering truthfully and honestly.

This particular caller, however, stood out. It felt as though they might have ties to GreenSquareAccord, sent to "test the water," so to speak. We discussed concerns at length, and I shared my perspective openly. The caller mentioned aspirations to become a local councillor for residents and claimed to have a journalistic background, making her seem credible, and she may well be. But when the conversation turned toward actionable change, she asked a critical question:

“What do you think needs to happen for GreenSquareAccord to become a better housing provider?”

I didn’t hesitate. My answer was straightforward and honest: Ruth Cooke has to go.

I believe this to be true, and I stand by it. That response seemed to deflate the caller, and the conversation quickly fizzled out. Early this year, I followed up to see if she wanted to reconnect. There’s been no response.

Reflecting on that exchange, I’ve pulled together the following blog post, titled Time for Change. It’s time to delve into why I believe Ruth Cooke’s leadership is at the heart of GreenSquareAccord’s failures—and why it’s time for new leadership to take the reins.

GreenSquareAccord continues to grapple with significant failings in its ability to provide homes that are warm, safe, dry, and affordable. The root cause of these persistent issues lies at the top. Leadership sets the tone for an organisation’s culture, behaviours, and expertise, cascading these elements through every level of management and, ultimately, impacting those on the ground. When leadership falters, it is the residents who pay the price.

The average tenure of a CEO in a not-for-profit housing association is typically five to seven years—sufficient time to implement strategic initiatives and achieve measurable outcomes. Ruth Cooke, appointed as GreenSquare's permanent CEO in May 2019 after serving as interim CEO since February 2019, her six years should have provided her with ample opportunity to address the organisation’s challenges, although she’ll use COVID as a reason to hold on to the reins I suspect. Following the 2021 merger with Accord Housing Association, which formed GreenSquareAccord, Cooke retained her position as CEO. However, her tenure has been marked by persistent and unresolved issues, including the failure to implement effective corporate strategies, streamline systems post-merger, or engage meaningfully with residents.

Attempts to engage with residents have been superficial at best. GreenSquareAccord’s roadshows, which were more heavily attended by staff than residents, have been poorly timed, often scheduled during working hours when many residents are unavailable. These events reflect a performative rather than genuine commitment to tenant engagement.

A particularly dissatisfied group within GreenSquareAccord’s tenant base is its shared ownership residents. As part-owners of their homes, they are acutely aware of the organisation’s shortcomings. Yet their voices remain unheard, fostering frustration and disillusionment within this key group.

Compounding the leadership crisis is an alarming trend of staff turnover, particularly at senior levels. The latest departures of critical figures, such as Financial Director Jo Makinson and Operations Manager Maxine Epsley, are indicative of deeper systemic issues. Meanwhile, key roles—such as the Customer Service Director—remain unfilled, further undermining stability and accountability. The prolonged struggle to recruit a Culture and People Director, even with a lucrative salary offer, underscores the organisation’s inability to foster meaningful change or attract long-term leadership talent.

Equally troubling is the prioritisation of internal cultural change over the urgent need for repairs and infrastructure improvements. Residents are crying out for immediate, tangible solutions—such as a responsive and well-resourced maintenance team. Without addressing these fundamental issues, abstract discussions about culture will fail to deliver meaningful benefits, particularly when the desired culture and behaviours are not being demonstrated or upheld at the leadership level. Dismissive attitudes, bullying, and grandstanding only serve to undermine these efforts. Any Culture and People Director worth their salt would recognise these challenges and might hesitate to take on a role where the root of the problem lies at the top. After all, as the saying goes, "we cannot make bricks without clay.”

 GreenSquareAccord’s leadership challenges have financial consequences as well. The organisation has wasted significant resources on legal fees aimed at silencing criticism, funds that could have been better spent on repairs or essential services. High senior staff turnover has further strained budgets, with repeated recruitment cycles draining time and money. At the same time, the Ruth Cooke’s near-£300,000 annual salary has become increasingly difficult to justify given the lack of tangible progress.

Other strategic missteps, such as the relocation of the head office, have added to the challenges. While relocations can sometimes improve operations, in this case, it has distanced the organisation from the very residents it serves, introducing additional costs and logistical complexities. GreenSquareAccord’s financial mismanagement has not gone unnoticed, with Moody’s recently downgrading its credit rating due to a lack of financial headroom—a reflection of wider concerns about the organisation’s fiscal health.

Perhaps the most alarming consequence of poor leadership is the sale of homes that have been neglected beyond repair. Once valuable assets, these homes now represent a tragic loss for residents and the organisation alike.

The role of the board in addressing these challenges cannot be overstated. Boards exist to provide oversight, challenge decisions, and ensure accountability at the highest level. However, Ruth Cooke’s dual role as CEO and a board member raises serious concerns. While it is not unusual for a CEO to sit on the board, her dominant and vocal presence risks silencing other board members, undermining the board’s independence and ability to hold her accountable.

Moreover, Cooke’s external commitments raise additional questions about her focus and capacity to lead GreenSquareAccord effectively. She sits on the board of the National Housing Federation (NHF), shaping national housing policies, and is a key figure in the newly formed Homes for the West Midlands Limited Liability Partnership. These roles demand significant time and energy, which inevitably detract from her responsibilities at GreenSquareAccord. The pressing challenges faced by the organisation—ranging from financial instability to inadequate resident engagement—require undivided attention and dedicated leadership.

Cooke’s influence within the NHF and the regional housing partnership may also create conflicts of interest. Decisions made in these roles could potentially impact her ability to prioritise the needs of GreenSquareAccord and its residents, further complicating her leadership.

The board must act decisively to restore trust, stability, and effectiveness. Whether by reassessing Cooke’s dual role on the board, limiting her external engagements, or exploring alternative leadership, it is time for decisive action. Residents deserve a leader who is wholly focused on improving their homes and lives. GreenSquareAccord cannot afford to remain trapped in a cycle of dysfunction, and the board has a responsibility to instigate change at the very top.

In light of these ongoing issues, the board must confront a difficult but necessary question: is it time for new leadership? GreenSquareAccord’s residents deserve nothing less than transformative change, and the time to act is now.