Strategic objectives and growth strategy for Bushmead Housing Association

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.

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

Investments are increased by 20 per cent in development projects

The organizational stakeholders are more involved in decision making.

2. Service quality

The stakeholders participate more in the decision making process and more input is collected

The feedback retrieved from the population served is superior and the perceptions of the Bushmead Housing Association have improved

Decisions are made in an integrated manner, with focus on the input provided by various stakeholder categories.

3. Operational efficiency

The company is able to provide housing services to more individuals, within the same resource constraints (10 per cent increase in the number of the people served)

The staff redundancies are eliminated

Technologies are more numerous and better used

The staffs are better skilled and the number of training programs has increased by 10 per cent.

References:

Campbell, a., Whitehead, J., 2010, How to test your decision making instincts, McKinsey Quarterly

Marquis, H., 2006, 6 steps improved service quality, ITSM Watch, http://www.itsmwatch.com/itil/article.php/11700_3629661_2/6-Steps-Improved-Service-Quality.htm last accessed on February 16, 2012

Panettieri, J., 2011, the 7 steps to building a sustainable growth business, MSP Mentor, http://www.mspmentor.net/2011/05/03/the-7-steps-to-building-a-sustainable-growth-business / last accessed on February 16, 2012

2012, Ten steps to operational efficiency, Goodway, http://www.goodway.com/learning-center/operations-management/ten-steps-operational-efficiency last accessed on February 16, 2012