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OUR CORE VALUES AND VISION
We are led by the following values:
- Good enough is not good enough.
- We put customers first, second and third
- Customers are empowered and influence our business.
- We want to make a difference to the communities with which we work.
- Everyone matters to us.
- We deliver on our promises.
- We encourage innovation and creativity.
- Only action will make something happen.
- We strive to meet the highest levels of accountability.
To achieve our vision we will deliver the following strategic objectives and activity:
Objective 1: To create a platform from which we can launch MHA forward to become the organisation we aspire it to be:
- Positive response to regulator
- Deliver the action plan following the Tribal governance review
- Review the NHF code of governance and take action to ensure compliance
- Develop and deliver a plan to secure accreditation against the Centre for Partnership’s Governance Standard.
- Agree and establish arrangements for our customers to be involved with the Association and for carrying out of scrutiny.
- Agree and deliver a plan to increase the capacity of our customers.
- Carry out a customer profiling exercise
- Develop and implement a revised staff structure
- Develop and implement a competency framework and a performance management framework
Objective 2: To transform MHA so that it becomes an organisation that reflects our values, desire to be excellent and the commitment to our customers:
- Develop, agree with our customers and deliver a comprehensive regime for gathering feedback
- Develop and implement a continuous improvement framework based on a plan, do, check and act cycle
- Develop and implement a Community Development Strategy
- Develop and implement a leadership programme for all our managers.
- Introduce an excellence award for staff.
Objective 3: To have a new policy framework, good streamlined processes and systems and make best use of technology which supports our desire to be excellent
- Establish a new policy and process framework involving our customers that responds to the new TSA regulatory regime and develop end to end processes for all areas of our work.
- Following a fundamental review develop and implement an Information Technology strategy.
Objective 4: To be a financially strong organisation that has a value for money ethos and this enables us to provide excellent services to our customers, maintain our stock to a good standard and develop new homes to contribute towards meeting the substantial housing needs of Bradford
- With Board members and senior managers acting as ambassadors we will start to foster a culture in which waste and inefficiency is discouraged.
- Develop and implement a template for the approval of a business case for any significant items of expenditure.
- Explore the potential for achieving efficiencies and improvements by sharing services with other providers on shared schemes.
- Examine all contracts when up for review and market test to ensure that we are getting value for money.
- We will procure major contracts in maintenance and development using creative partnering arrangements with the objective of delivering savings and improving quality and we will involve customers both in setting these up and in monitoring the effectiveness of the arrangements.
Our Vision is to strive for excellence in every facet of our business
By March 2015 we will meet the following measures:
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consistently 90% or more of our customers tell us that they are satisfied with the services that they receive from us;
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consistently 90% or more of our customers tell us that they genuinely feel that they are important to us;
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consistently 90% or more of our customers feel that we listen to them and they can influence our business;
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consistently we are top quartile performers as compared with our peers with regards to our core KPIs and in providing value for money; and
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consistently 90% or more of our staff tell us that they are positive about working at Manningham.
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