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AHB transfers: what have we learnt?
As consolidation becomes a Government priority in Ireland, recent mergers highlight the importance of due diligence, clear governance and early stakeholder engagement
GROWTH
Kathleen McKillion
Senior Associate Consultant, Campbell Tickell
Kathleen McKillion
Senior Associate Consultant, Campbell Tickell
Issue 85 | September 2026
There have been several important lessons from Campbell Tickell’s recent experience of managing the transfer of housing assets and responsibilities between housing associations in Ireland. Unlike in the UK, mergers and acquisitions remain a relatively new area of activity for the Irish AHB sector.
Consolidation of the AHB sector is an Irish Government priority, reflected in the National Housing Plan and the Approved Housing Body Strategic Forum report published at the end of 2025.
It is hoped the lessons from this project will contribute to future policy development and help to inform best practice. For many of the stakeholders involved, this was their first experience of this type of transfer.
Lessons learnt
- Due diligence proved to be one of the most significant challenges, particularly in relation to title issues.
- A comprehensive early review of title documentation is necessary, firstly to confirm AHB ownership of the properties to be transferred.
- A robust business case is critical to demonstrate the strategic fit between AHBs, setting out the business benefits and the benefits for tenants.
- Project management is crucial to ensure the programme allows sufficient time for planning and progress, while avoiding unnecessary delay or drift. In this project, weekly Joint Executive Team meetings and regular meetings of a Joint Board Working Group, made up of representatives from each board and supported by advisers and executives, helped maintain momentum.
- Stakeholder communication and consultation should begin at the earliest opportunity and continue throughout the project lifecycle. Each stakeholder has a clear role to play:
- Clear communication supports informed decision making for AHB boards when key decisions are being made and resolutions agreed.
- Meaningful tenant and employee consultation and engagement should sit at the centre of the process. For staff, this should go beyond the minimum 30-day consultation required to align with the TUPE process.
- The Approved Housing Bodies Regulatory Authority needs to be notified of the intention to merge and must give consent to the transfer. The Charities Regulator should also be notified of the intention to wind up the transferring AHB, reflecting the charitable status of AHBs in Ireland.
- Local authorities should be informed of the transfer at an early stage, allowing time to gather any title and loan documentation they hold and to grant consent to the transfer. This project demonstrated excellent partnership working with the local authorities involved.
- This project trialled a new path with the Housing Finance Agency, the key lender in Ireland, in facilitating the approval and novation of loans from one AHB to another.
- A comprehensive risk register should be maintained throughout the project, reviewed regularly and updated to reflect changing circumstances.
- IT planning and execution require particular attention, especially where systems and data need to be migrated safely and efficiently.
- An integration plan should be prepared, covering the relevant legal, regulatory and financial requirements, statutory consents and ICT tasks required for Day One integration. It should also include repairs, stock condition surveys, statutory compliance checks and housing management tasks.
Looking ahead
Looking ahead, if successful transfers and consolidation in the sector are to be realised, meaningful Government intervention will be needed through a dedicated consolidation fund. Fewer than a handful of AHBs have the resources required to actively engage with others seeking an orderly way forward. Targeted support would strengthen the long-term sustainability of the sector and help ensure the continued provision of quality social housing services for current and future generations.
“If successful transfers and consolidation in the sector are to be realised, meaningful Government intervention will be needed through a dedicated consolidation fund.”
To discuss this article further, or to talk about your organisation’s needs, please contact Kathleen McKillion or David Williams
