The Bushmead Housing Association was formed in 1991 and it has since undergone various change processes. Today, the entity is becoming more focused on playing an important role within the community and has as such redesigned its business model. Its emphasis falls on the provision of high quality service which help the population, but also they strive to do so in a manner that is sustainable from the business standpoint. In this order of ideas, the company has established the following strategic objectives:
Corporate Management
Strategic objectives
The Bushmead Housing Association was formed in 1991 and it has since undergone various change processes. Today, the entity is becoming more focused on playing an important role within the community and has as such redesigned its business model. Its emphasis falls on the provision of high quality service which help the population, but also they strive to do so in a manner that is sustainable from the business standpoint. In this order of ideas, the company has established the following strategic objectives:
An increase in the levels of operational efficiency
The provision of high quality services for the population in need of housing
The continued growth and development of the firm.
Operational efficiency
The operational efficiency targeted would revolve around the maximization of the beneficial results, concomitantly with a minimization of the resources utilized. The company aims to increase the number of people served by 10 per cent in the following year, and it hopes to do this within the same resources available, rather than engage new ones.
2. High quality services
When the Bushmead Housing Association entered the non-profit sector, it did so in an effort to help the populations in need. Today, it restates this commitment and strives to provide help at the utmost highest standards of quality.
In attaining its objectives then, the non-for profit housing entity would strive to serve the needs of its various stakeholder categories. Emphasis would be placed on the creation of a favorable working environment which supports the personal and professional development of the individuals; the provision of good housing spaces and the adjacent assistance to those who need it or the overall commitment to operate in a socially and environmentally responsible manner.
3. Growth and development
As it has been mentioned so far, the organization is committed to sustained growth and development in an effort to provide high quality products and services. Still, in order to ensure that the quality of its services increases, the company must also develop itself. At this level, some specific targets include the following:
An increase in the funds available by 10 per cent annually through the diversification of the sources of income
An increase of 10 per cent in the properties owned and operated, and last
The gradual renovation of 50 per cent of the properties owned so far in order to align them with modern day living standards and requirements.
All these three sets of objectives are crucial for the company, and it is difficult to prioritize one over the other. Still, the basis for attaining them is represented by sustainable growth and development.
2. Critical success factors
As the company has set out its objectives, it is now important to identify the activities which need to be completed in order to ensure that these objectives are attained. The lines below pin point to these activities to be undertaken by the firm:
1. Sustainable growth and development
The identification of the current needs of the served population
The alignment of the services offered with the needs forwarded
The consultation of various stakeholder categories and the integration of their input
The commitment to operating in a socially and environmentally responsible manner
The completing of various studies on the impact of the organizational operations on various individuals, groups as well as environments
The preservation of the initial purpose and the completion of the critical planning activities
The investment in the skills of the people and the retention of the staffs which are most valuable for the firm (Panettieri, 2011).
2. High quality of services
The research of the current needs of the people living in the BHA facilities
Alignment of the needs identified with the services provided, within the imposed resource constraints
The introduction of the employees in the change processes through their involvement and the usage of their input
The review of the changes implemented so far in terms of quality improvement and the assessment of their costs and results
The prioritization of the change processes developed and proposed based on their resource sustainability (Marquis, 2006)
The review of the needs, wants and inputs of other categories of stakeholders, such as the employees or the general public, in order to identify new opportunities for development.
3. Operational efficiency
The integration of technologies to support all organizational operations and processes
The provision of training programs focused on operational efficiency
The usage of the available resources in a responsible manner
An increase in the awareness of managers and employees on operational efficiency
The tracking of the operations completed, the resources consumed and the results obtained (Goodway, 2012).
3. Key performance indicators
As the Bushmead Housing Association implements the above mentioned steps, it would be expected to register the first results. Still, the actual success of the strategies implemented would be assessed through the lenses of the KPIs below:
1. Sustainable growth and development
The population is better satisfied with the quality of the services provided by BHA
The services offered are better aligned with those expected by the population
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