Mr. Conor Skehan:

I thank the Cathaoirleach and members of the joint committee for the invitation. I was appointed chairperson of the Housing Agency in 2013. The agency has 64 staff and an annual budget of €114 million. It deals with a very wide range of issues, detailed descriptions of which I have provided in an attachment to my statement. We deal with housing supply services, support local authorities in housing management, conduct research, support approved housing bodies, operate the regional and national mortgage-to-rent schemes, co-ordinate national housing policy for people with disabilities, provide procurement advice and support for local authorities and approved housing bodies, operate the pyrite remediation scheme, regulate approved housing bodies and provide advice on a wide range of issues, including policy development, technical advice and project management.

We have been very vigorous and very active. I have given members an attachment showing the extent of that work.

In my role as chairman, I lead a team, the board, which sets the strategy and oversees the implementation of the agency's activities. These roles are guided by our published vision, mission and values. Identified as our core values are independent influence, quality expertise, innovation, a focus on solutions, a respected reputation and collaboration. They are outlined in detail in the attachment. One of my roles as chairman is to meet the Minister periodically to discuss our performance. It is my practice at such meetings to advise the Minister on housing issues and priorities. I usually do this the first time I meet a new Minister. I have given a typical briefing in appendix 4.

Since I took up my role, the agency has expanded in scope and scale considerably. An attachment sets out how much it has grown. I notified the Minister in 2016 that I would not be available for re-appointment because of my belief that the continued expansion of the agency would demand a chairman with deeper skills in financial and human resources management than I possess. To this end, I instigated and implemented a succession programme that resulted in the Public Appointments Service identifying and recommending replacements, who proved to be unavailable when offered the position. As a result, I agreed in December 2017 to continue in the role until a replacement could be appointed. The Minister assures me the appointment process is proceeding as quickly as possible.

On homelessness and my recent comments in the media on this matter, I draw members' attention to the fact that, prior to stepping down as chairman, I agreed to give one press exit interview. It took place on 2 December, lasted for about two hours and covered the topic of what I had learned in the past five years. Once it emerged that I was not going to be stepping down, I let the journalists know. The Irish Timessubsequently published six articles based on my interview over a period of two weeks. They covered the matters that I understand this committee wishes to discuss. The matters, as I understand them, are my reported views on the following aspects of homelessness: that there are too many homelessness charities; that homelessness is normal; that people may be gaming the system; that there is a need for vigilance regarding housing numbers; that homelessness is a result of affordability; that attention to vacancies and arrears should be given higher priority; and that housing behaviour among millennials is affecting supply. I am happy to discuss these and any other topics I am directed to discuss by the Chairman and other members of the committee.