DOCSLIB.ORG

Nhg-Corporate-Strategy-2019-24.Pdf

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Nhg-Corporate-Strategy-2019-24.Pdf Chief executive’s introduction In April 2018, Notting Hill Housing and to a renewed focus on listening to residents, challenge, and we Genesis Housing Association merged to transparency, health and elected representatives will continue to work 2019 – 2024 create Notting Hill Genesis. This is our first safety, and scrutiny of and colleagues. hard to provide more corporate strategy as a joint entity and sets the social housing sector. affordable housing Most of our residents, as alongside government, out how, together, we will be able to do We spoke to a wide well as those who want local authorities and Corporate Strategy more for our residents and make a bigger range of stakeholders as to live in our homes and private developers. difference for those in housing need. we prepared to merge. use our services, want Their feedback has easier and more reliable Ideally we would like We are planning ahead helped to shape the services. They want a much greater supply over the next five years strategic priorities set out online access through of low-rent, secure and beyond, but our in this document, and their phones and other homes, accessible to “...do more immediate focus is on is reflected in particular mobile devices so that all who need them. successfully integrating in the promises that they can manage their We will protect what ...make a bigger our two organisations we have made both to housing needs just as we have and strive to difference” and strengthening our our residents and our they do their shopping produce additional financial position, at the colleagues. and social lives. We are social homes each year. same time as continuing working to deliver that. to deliver a good service Notting Hill Genesis is Nearly one year on to all our residents resident focused. We The housing market is from our merger, I am and supporting our value our roots and not working properly; confident that Notting colleagues. remain close to our the majority of lower- Hill Genesis has communities. We are income families and emerged as a stronger The external on the side of those many younger people organisation with a environment remains we house, and those in our communities are greater capacity to live uncertain. The full who need our services. unable to afford a home up to our mission and effects of the decision Our staff are motivated of their own. deliver our vision – to to leave the European to provide a caring, be the best housing Union are still to be compassionate, personal Although we cannot association in London. determined, while the and localised service. All meet the increasing Grenfell Tower tragedy of us, from board to the levels of need on and the subsequent front line, spend time our own, we are Social Housing Green in our communities, well equipped to rise Kate Davies page Paper have rightly led working with and to today’s housing Chief executive 1 Who are we? Providing homes for 1960s when our legacy more than 50 years organisations were established by local 2019 – 2024 Our legacy people who shared organisations – a similar vision – to Notting Hill Housing house west London’s and Genesis Housing working poor, providing Corporate Strategy Association – them with a home announced their from which to build intention to merge in themselves and their July 2017 and formally families a secure future. amalgamated to become Notting Hill Genesis Now we are one of in April 2018. We felt the largest housing that our similarities in associations in London terms of size and scope and the south-east, alongside our shared providing over 60,000 history and social homes. purpose made us a great match. Despite our size, we recognise each resident best – whether that’s accommodation and with a clear social Notting Hill Genesis as an individual. Our online or face-to-face. commercial properties. purpose means that works in the services are people- we can plan to reinvest community, providing centred and delivered More than half our We employ more surpluses to build homes for lower- at a local level. We homes are general than 2,000 people, around 20,000 new income households strive to be the best we needs properties, most of whom work homes over a 10-year in and around can, and are committed charged at social or at the heart of our period in places where London. This is our to working with our affordable rent levels. In communities, building people want to live and primary purpose and residents to ensure addition, we offer extra relationships with do our bit to tackle the everything else we do that everyone has a care and supported residents that go housing crisis. supports that aim. safe, secure and good accommodation for beyond bricks and quality home, and older people, as well mortar. We are a new access to high standard as temporary housing, organisation, but our services delivered in shared ownership, Combining a page roots reach back to the the way that suits them market rent, student commercial outlook 2 Along with the value for money is Our mission, commitments set out critical to this. in our staff promise, 2019 – 2024 our values help to guide Our social purpose vision and values our people and inform their behaviours and Our social purpose is as decision-making. important to us today Corporate Strategy They underpin the as when our parent successful delivery of organisations were our strategic objectives formed in the 1960s. As We aim to Based in the by supporting a Notting Hill Genesis, resident-focused we can do more. be the best community, service and helping housing we provide us to work together It’s increasingly successfully as one difficult to produce association homes for organisation. social and affordable housing with limited in London. lower- It is important that we government grants, but challenge and support by continuing to use income each other, and tackle surpluses generated households problems head-on so by our commercial that we can perform activities to plough in and better. back into our core social purpose, we can around The drive for profit is ensure we create the London. important to us, not right mix of Notting for its own sake, but Hill Genesis homes so we can continue – and contribute to to invest in our social addressing the housing purpose by providing crisis in and around more homes for people London. in housing need. Ensuring that each Our colleagues Our Our Our page values visio n missio n area of our business have always been gets results and delivers at the heart of our 3 communities, and we to regular business our people in creating want our merger to planning, performance our new organisation, enhance those links. monitoring and including building new Whether it’s supporting decision-making. teams and developing residents to claim the Understanding and new ways of working. correct benefits, getting achieving value for As part of this, we involved in community money is fundamental have reviewed the 2019 – 2024 events, or just being to the success of our relative performance there for a resident business and should be of similar business to talk to in times of evident in everything streams across our two need, our relationship we do. legacy organisations to Corporate Strategy with those in our identify where we can homes goes beyond A key advantage of be more competitive bricks and mortar. our merger is that we and cost-effective. That relationship has will be able, over time, always been important to reduce operating As we continue to bring for our colleagues and costs and maximise our two organisations residents and it will surpluses so that together, we will take remain so in Notting we can secure new more opportunities Hill Genesis. investment on good to raise standards, do terms and invest in more and increase Many of our new and existing efficiency. shareholders have been homes, at the same involved with us for time as providing a Risk management years, even decades, better service for our and we want to ensure residents. We have a robust that their shared and fit-for-purpose traditions and values, Over the last year, governance framework, which go back more colleagues have which creates a strong than 50 years, continue been working hard control environment. to influence how we to integrate our This ensures we can work in the future. businesses and manage risk effectively structures and to align and respond to Value for money systems and processes. changes in the external The focus has been environment as and We take a value-for- on driving greater when necessary. money approach to efficiency and value all our activities and for money, as well as page ensure that it is central on actively engaging 4 Our strategic priorities 2019 – 2024 Our strategy outlines what our new organisation Within each of these Although we made now we need to focus plans to achieve over the next five years and how themes, our immediate significant headway in on the introduction we will live up to our mission and deliver our focus will be on our first year, progress of the most effective Corporate Strategy vision. It is supported by our staff and resident effectively combining has been slower than structures, systems and promises, several other detailed documents, a our legacy organisations we hoped and could processes to enable our suite of measures and performance indicators, as part of an ambitious, mean we do not realise businesses to deliver our and our integration programme and governance challenging and complex all the benefits until year new operating model framework.
Load more

Recommended publications
  • Housing Association Residents Extend Rent and Service Charge Strikes Date: 1St June 2021
    Release: Immediate Release Subject: Housing Association Residents Extend Rent and Service Charge Strikes Date: 1st June 2021 A group of tenants and residents are to begin a coordinated rent and service charge strike from Thursday 1st July 2021 in protest over various landlords’ failings, and because of the extreme barriers they have faced when trying to engage their landlords to resolve their issues. Within a week of launching the support group, membership had grown to fifty. Complaints from the group range from incorrect service charge statements, insufficient information about the service charges, disrepairs relating to their homes or estates, and failures to make reasonable adjustments for those with disabilities. The tenants and residents within the coordinating group all reside in housing association properties. Attempts to address the issues directly with their landlords, and in some cases through other routes have been futile. One member of the group commented: “I am in despair as to how to stop these atrocious companies any other way. We’ve experienced diabolical rip-offs, incompetence and lies. They have damaged our lives for years and years. Many thousands of tenants across the sector experience endless failed attempts to get their problem sorted out. We are ground down. “I honestly can't see how anything other than withholding money is going to stop them. Even when the Social Housing White Paper is made law, I don’t believe that there is any other way to hold these massive, powerful corporations to account” Councillors and members of Parliament complain that they experience the same difficulties as tenants and residents when trying to engage with the associations, or are misled about the work done to address issues.
    [Show full text]
  • The Housing Quality Network Annual Conference 2020: Back from the Brink Thursday 16 July
    The Housing Quality Network annual conference 2020: Back from the brink Thursday 16 July Working out how the housing sector can bounce back from COVID-19? Worrying what the economic impact will be for our organisations, residents and communities? Wondering if we can make the world a better place once the dust has settled? Seeking clarity amidst the confusion? At a time when there are no simple answers to life’s big questions, HQN’s first virtual annual conference will provide the accurate information and expert guidance you need to make informed decisions for the future – direct from the decision makers. This year’s conference couldn’t be better timed as the housing sector seeks certainty on how to emerge from the COVID-19 crisis in a way that balances the health and wellbeing of employees, residents and our communities with the viability of organisations. 09:45 Registration director at Altair International (Africa) 10:20 Welcome and introduction Alistair McIntosh, CEO, HQN 11:30 Interval 10:30 KEYNOTE: International voices: 11:35 Breakouts: How housing providers from different parts of the world have responded to Care and repair the challenges posed by COVID-19 How well did the housing sector and other momentous events respond to the COVID-19 crisis? Jo Miller, Chief Executive, Hutt Can we be proud of the frontline City Council (New Zealand), help and support we offered our Wendy Hayhurst, Chief residents? We celebrate those that Executive, Community Housing made a difference while Industry Association (Australia), highlighting some key lessons to Henk Korevaar, Co-Founder, be learned and future CorpoNet (Netherlands), opportunities.
    [Show full text]
  • Annual Report and Financial Statements 2020 - 2021 at a Glance
    Annual report and financial statements 2020 - 2021 At a glance G1/V2 Regulatory rating £144.7m 1,631 Surplus before tax FTE staff A- (stable) S&P rating £923.3m 3,822 A (stable) Available liquidity Homes let Fitch rating 779 947 1,342 Plots acquired Starts on site Homes completed 66,537 17,402 £21bn Properties owned Unencumbered Value of properties or managed properties Board, Executive Directors and Advisers Contents Board Executive Board Strategic report Ian Ellis Kate Davies (Chair) Paul Phillips Welcome from the Chair 1 Fred Angole Andy Belton Chief Executive’s introduction 3 (appointed 20 August 2020) Katie Bond Strategic context 4 Stephen Bitti Carl Byrne Jenny Buck Where we work 9 (resigned 15 September 2020) Elly Hoult (appointed 30 April 2020) Key performance indicators 10 Elaine Bucknor John Hughes Chief Financial Officer's report 11 Linde Carr Vipul Thacker Kate Davies (Chief Executive) Mark Vaughan Governance Jane Hollinshead Jeremy Stibbe (resigned 31 May 2020) The Board and Committees 23 Bruce Mew The Executive Board 25 Arike Oke Company Secretary (appointed 17 December 2020) Andrew Nankivell Statement of Board’s responsibilities 28 Alex Phillips (Senior Independent Director) Financial Paul Phillips statements (Chief Financial Officer) Richard Powell Independent auditor's report to the members 33 Statement of comprehensive income 41 Registered office and head office Registrations Statement of changes in reserves 42 Bruce Kenrick House Registered Society Number: 7746 Statement of financial position 44 2 Killick Street Registered Provider Number: 4880 London N1 9FL A charity exempt from registration. Statement of cash flow 45 Regulated by the Regulator of Social Housing.
    [Show full text]
  • 2018/19 Annual Report and Financial Statements Around £105.3M 24.7% £20Bn Surplus Operating 64,000 Before Tax Margin Properties Owned Or Managed
    2018/19 Annual report and financial statements around £105.3m 24.7% £20bn Surplus Operating 64,000 before tax margin Properties owned or managed Value of properties Available 2,031 liquidity Homes £775m completed Unencumbered 16,000 properties 2018 /19 Annual report & financial statements Contents Introduction 1 Strategic report 3 Governance 20 Independent auditors’ report to the members 30 Financial statements 38 Consolidated and NHG statement of comprehensive income for the year ended 31 March 2019 39 Statement of changes in reserves 40 Consolidated and NHG statement of financial position as at 31 March 2019 42 Consolidated statement of cash flows for the year ended 31 March 2019 43 Notes to the financial statements for the year ended 31 March 2019 44 Registered office Registrations Independent Principal Principal and head office auditors solicitors bankers Bruce Kenrick House Registered Society Number: BDO LLP Devonshires Solicitors LLP Barclays Bank PLC 2 Killick Street 7746 Statutory Auditors 30 Finsbury Circus Business Banking London N1 9FL Registered Provider Number: 55 Baker Street London Floor 28 Tel: 020 3815 0000 4880 London EC2M 7DT 1 Churchill Place www.nhggroup.org.uk A charity exempt from W1U 7EU London 2018 registration. Regulated by the E14 5HP /19 Regulator of Social Housing. Annual report & financial statements Introduction Mildmay, London Borough of Hackney 2018 /19 Annual Strategic report Financial statements Notes to the financial statements report & 1 financial Introduction Governance Independent auditors’ report statements Chair’s welcome I am pleased to introduce the 2018/19 annual new homes and started over 1,000 homes on I am delighted with the way in which the board report and financial statements, our first since site.
    [Show full text]
  • Annual Report 2017/18
    Annual report 2017/18 Foreword During the year, EastendHomes has continued Earlier this year EastendHomes worked It’s a pleasure to welcome to explore ways to provide new, desperately closely with our regulator, the Regulator of you to the Annual Report for needed, genuinely affordable homes for local Social Housing, who conducted an ‘In Depth people. This year we have added a small Assessment’ (IDA), which looked in detail at 2017/18. I hope that you number of new homes to our housing stock, how we are run, with a particular focus on will find it to be an interesting the first properties we have acquired in Bow governance and financial viability. All housing (though close to our existing Mile End estates). associations are required to undergo an IDA Contents and informative read. The Board is currently working on ambitious approximately every three years, and I am plans to introduce many more new homes in pleased to report that following the review, Introduction 4 It has been a busy year, understandably the borough. A priority of the Board is that there was no change to our rating and we overshadowed by the horrors of the tragic fire wherever possible these new homes should be were found to be compliant with both our Community events 6 at Grenfell Tower. Subsequently Government let at genuinely affordable social rents. governance and our financial viability. Performance 8 and all housing providers have been reviewing 2017 also saw the start of our new repairs and Finally, I would like to thank all my fellow everything they do to make sure that all maintenance contract, led by Morgan Sindall Board Members for their hard work during this Repairs 12 tenants’ homes and buildings are as safe as Property Services.
    [Show full text]
  • Final Programme Admission Particulars (NHG)
    PROGRAMME ADMISSION PARTICULARS NOTTING HILL GENESIS (incorporated in England with limited liability under the Co-operative and Community Benefit Societies Act 2014 with registration number 7746 and registered with the Regulator of Social Housing under the Housing and Regeneration Act 2008, as amended by the Localism Act 2011, with number 4880) £2,000,000,000 SECURED NOTE PROGRAMME Under this £2,000,000,000 Secured Note Programme (the Programme), Notting Hill Genesis (the Issuer) may from time to time issue Notes (the Notes) as agreed between the Issuer and the relevant Dealer (as defined below). The maximum aggregate principal amount of all Notes from time to time outstanding under the Programme will not exceed £2,000,000,000, subject to increase as described herein. The Notes may be issued on a continuing basis to one or more of the Dealers specified under "Overview of the Programme" and any additional Dealer appointed under the Programme from time to time by the Issuer (each a Dealer and together the Dealers), which appointment may be for a specific issue or on an ongoing basis. References in these Programme Admission Particulars to the relevant Dealer shall, in the case of an issue of Notes being (or intended to be) subscribed for by more than one Dealer, be to all Dealers agreeing to subscribe for such Notes. An investment in Notes issued under the Programme involves certain risks. For a discussion of these risks see "Risk Factors" below. Application has been made to the London Stock Exchange plc (the London Stock Exchange) for Notes issued under the Programme during the period of 12 months from the date of these Programme Admission Particulars to be admitted to trading on the London Stock Exchange's International Securities Market (the ISM).
    [Show full text]
  • Developing the Homes and Creating the Places That London Needs
    DEVELOPING THE HOMES AND CREATING THE PLACES THAT LONDON NEEDS FINAL RESULTS 31 MARCH 2019 DEVELOPING THE HOMES AND CREATING THE PLACES THAT LONDON NEEDS 1 OUR INVESTMENT CASE Proven Market Strong Knowledge strategy opportunity partnerships and experience Focused on London with an Chronic shortage of homes A respected partner to our A highly motivated team increasing commitment to in London and strong build stakeholders, encouraging with extensive experience the delivery of build to rent to rent investor demand new opportunities to work of planning and complex homes together construction in London Substantial Reduced Quality Growing pipeline risk and service business Development pipeline Forward funded build to Delivering quality homes Ability and desire to of 4,900 homes rent transactions reducing to a diverse customer increase output to meet representing £1.6 billion debt and improving risk mix with a 99 per cent significant housing need of future revenue profile recommendation rate in in London 2018 1 2 OUR BUSINESS MODEL OUR KEY RESOURCES AND RELATIONSHIPS RESOURCES RELATIONSHIPS Land Our people Land owners Our customers Knowledge Respected brand Local authorities Build to rent investors Construction expertise Strong balance sheet Housing associations Supply chain WHAT WE DO AND HOW WE CREATE VALUE LAND PLANNING DESIGN CONSTRUCTION SALES ACQUISITION Buying the right Using our Developments that Controlling the Reducing risk, land in the right knowledge to work fit in with local process with driving capital locations across with partners and communities and in-house expertise returns and London optimise policy meet the needs to deliver a quality delivering compliant schemes of customers product excellent customer on programme service 3 AMBITION AND STRATEGY OUR AMBITION There is a chronic shortage of new homes in London.
    [Show full text]
  • Annual Report 2019/20 [Pdf]
    Annual Report 2019-20 www.eastendhomes.net Contents Annual Introduction 3 Performance 4 Report Keeping Estates Clean 7 2019-20 Repairs 8 Refurbishing Homes and New Homes 9 Governance and Viability 10 Local Offers 11 Value for Money 13 Summary Accounts 14 Foreword Dear Residents, As I write, we are approaching the end of an unprecedented summer which has caused major 2019/20 was my final full year on the Board of upheaval for both EastendHomes and our residents. EastendHomes, and my second as Chair. Much has Reluctantly we had to close our offices to the public changed in the past nine years as we have built new for a period, and many staff have been homeworking homes, continued to refurbish the homes and estates – although our dedicated estate services staff have which we took over from Tower Hamlets Council, continued on the frontline, keeping estates clean and moved to a new head office in 2014. This period under new Covid-safe arrangements. I know that has also thrown up its share of challenges, including there have been impacts on some services such as changing Government policies, the Brexit referendum non-emergency repairs during this period and am in 2016, and of course the tragedy at Grenfell Tower. grateful for the way in which residents have responded One thing which has not changed is the commitment to this disruption. We also saw many examples of of our Board to our preferred, and increasingly unique, the community spirit for which the East End is rightly model of providing our services from local offices known, as residents helped each other and looked out based on our estates.
    [Show full text]
  • Name Job Title Company Name Arnold Tarling Director @Arnold Tarling FRICS Andrew Buckels Consultant 3C Consultants Colin Sales M
    Name Job Title Company Name Arnold Tarling Director @Arnold Tarling FRICS Andrew Buckels Consultant 3C Consultants Colin Sales Managing Director 3C Consultants Alex Ziff CEO 3dc Stephanie Lovegrove Barrister 4-5 Gray's Inn Square Dr Shaun Lundy Technical Director 4site Consulting Rob Cox Manager 7video Simon Wilderspin Manager 7video Pete Sims Managing Director 7video Peter Sims Managing Director 7video Jane Clarges Area Manager A2 Dominion Group Asif Khan Asset Information Manager A2 Dominion Group Iva Todorova Assistant Director Finance A2 Dominion Group Gary Bellenger Assistant Director Property Services A2 Dominion Group Hayley Morgan Business Partner A2 Dominion Group Ian Cox Chair A2 Dominion Group Darrell Mercer Chief Executive A2 Dominion Group David Lingeman Director Property Services A2 Dominion Group Steve Michaux Director Residential Services A2 Dominion Group Diana Summerhill Head Capital Finance A2 Dominion Group Ken James Head Leasehold A2 Dominion Group Ken James Head Leasehold A2 Dominion Group Morrison Nicki Head Lettings & Resales A2 Dominion Group Sarita Gregory-Brook Head Neighbourhood (South East) A2 Dominion Group Susan Slade Head Service Charge & Project A2 Dominion Group Steve Hornblow Head Special Projects A2 Dominion Group Julio Lawson Leasehold Coordinator A2 Dominion Group Linda Rana Leasehold Coordinator A2 Dominion Group Akin Akinbolagum Leasehold Property Manager A2 Dominion Group Sofia Cabral Leasehold Property Manager A2 Dominion Group Ashleigh Codd Leasehold Property Manager A2 Dominion Group Robert Dalmadge
    [Show full text]
  • Notting Hill Genesis Annual Standards Report 2020
    Annual Standards Report 2019 20 Notting Hill Genesis 2 Annual standards report 2020 Contents Introduction 3 Supporting residents 6 in their homes Our services 10 Resident involvement 15 www.nhg.org.uk Notting Hill Genesis 3 Annual standards report 2020 Introduction Carl Byrne Group Director of Housing a single point of contact, to engagement, with more introduce a fully self-service residents than ever before, digital platform and to improve from a range of diverse major parts of our organisation communities, influencing such as repairs and service decisions and the way we charges. The promise also deliver our services. A vibrant sets out our commitment for resident involvement network residents to play a greater role will be key to making positive in scrutinising and influence changes and groups such as Welcome to our 2020 Annual our work. the Resident Voices group will Standards Report. In a very help us make this a reality. eventful and challenging year As you will see from this our focus has been on raising report, we have started Whatever the year ahead holds, the level of service we provide positively in making we look forward to building to our residents. Two years improvements in these areas stronger relationships with our have now passed since Notting and at the same time know residents and making it easier Hill Genesis was formed with we have a long way to go. for them to get the services the vision of becoming the they need when they need it. I best housing association in There are tough challenges hope you enjoy this report.
    [Show full text]
  • Housing Association Contact Information
    TELEPHONE HOUSING ASSOCIATION NAME E-MAIL NUMBER A2Dominion Group 0208 825 1000 [email protected] Anchor Hanover 0808 102 4070 [email protected] Arhag Housing Association 0207 424 7370 [email protected] CATALYST HOUSING LTD 0300 456 2099 Central and Cecil 020 7922 5301 [email protected] Centrepoint 0800 587 5158 [email protected] Christian Union Almshouses 020 7603 4332 [email protected] (Harrison Housing) Church Army (Portman Trust) 0203 959 1444 [email protected] Clarion Housing Group (Circle & 0300 500 8000 Affinity Sutton) business-development@dimensions- Dimensions (UK) Limited 0300 303 9001 uk.org Dolphin Living 020 7113 3340 [email protected] Haig Housing Trust 0208 685 5777 [email protected] Housing for Women 020 7501 6120 [email protected] jLiving - Jewish Community 020 8381 4901 [email protected] Housing Association London & Quadrant Housing 0300 456 9998 Trust Look Ahead 0333 010 4600 [email protected] Metropolitan Thames Valley 020 3535 3535 [email protected] Network Homes 0300 373 3000 [email protected] Notting Hill Genesis 020 3815 0000 [email protected] Notting Hill Genesis 033 3000 3000 [email protected] Octavia Housing 0208 354 5500 [email protected] 0300 123 9966 or One Housing [email protected] 020 8821 5300 Optivo(Viridian/AmacusHorizon 0800 121 6060 [email protected] ) Servite 0800 022 4040 or Peabody [email protected] 020 7021 4444 Pocket 020 7291
    [Show full text]
  • NHG Value for Money Strategy 2019-24
    Notting Hill Genesis Value for Money Strategy 2019-2024 1.0 Introduction Notting Hill Genesis exists to provide good quality homes for those who could not otherwise afford them, and we aim to be the best housing association in London, based in the community, to provide homes for lower income households in and around London. The new joint Corporate Strategy has five core themes as follows:- Our residents – to provide services and support that our residents need Our homes – places where our residents want to live Providing more new homes - new homes for lower-income households Our people - supporting our colleagues to provide the best service possible Our financial strength - ensuring a robust financial foundation to support investment and growth Within the Corporate Strategy each of the above Corporate Objectives is accompanied by a definition and/or an explanation of how it supports the Corporate Strategy. We are developing metrics so that we can report how we are performing against each objective. This Value for Money (VFM) Strategy provides the Board with a framework that ensures that, in meeting the Corporate Objectives, VFM is delivered strategically across the organisation. 2.0 Objectives of our VFM Strategy Our VFM strategy will ensure that we: Develop and refine other strategies which have VFM implications Explain our VFM approach to our residents, staff and stakeholders Support VFM activities Ensure VFM is delivered consistency and effectively across the organisation Set VFM targets 3.0 What does VFM mean to Notting Hill Genesis? 3.1 VFM is achieved when there is an optimal balance between low costs, high productivity and successful outcomes.
    [Show full text]