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NIFHA | About | NIFHA Corporate Plan 2015-2018

NIFHA Corporate Plan 2015-2018

Corporate Plan 2015-2018

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Our Aim

In three years’ time we will have helped shape the operating environment to enable housing associations to flourish, whatever their size and type; be the leading independent advocate on housing and related issues; and be regarded by members as a highly effective representative body.


Enable the delivery of great homes and places

  • Make the case for adequate long-term capital funding for new homes
  • Champion high-quality, accessible homes and neighbourhoods
  • Support the sector’s development of a mixed tenure offer
  • Map out the potential of, and influence, land release and planning policy
  • Help build public and local authority support for new homebuilding
  • Educate partners on the life-cycle benefits of high-quality homes

Promote health, wellbeing, and inclusion

  • With partners, support members to help customers flourish
  • Influence welfare reform and support members to mitigate impacts
  • Help develop and promote sector’s role health, care & support
  • Facilitate customers’ financial and digital inclusion
  • Equip members to further engage customers in shaping services
  • Make the case for adequate care and support revenue funding
  • Promote work to help ‘Build United Communities’
  • Support regeneration in disadvantaged areas
  • Demonstrate the sector’s impact

Support resilient businesses

  • Develop a vision for the future of housing associations
  • Promote housing associations as dynamic social enterprises
  • Be a valued and trusted partner of government
  • Improve political interest in – and support for – housing
  • Support the further strengthening of sector governance
  • Encourage members to think and act innovatively
  • Work for a new, enabling regulatory settlement
  • Make the case for revenue funding that protects services, including continued autonomy in setting rents
  • Promote the effectiveness of housing associations
  • Support members in recruiting high quality board members
  • Understand European opportunities and implications
  • Develop new partnership and funding opportunities for sector
  • Facilitate the development and exchange of good practice
  • Influence social housing reforms to enable sector to do more

Run an effective, efficient federation

  • Operate according to the principles of good governance
  • Engage closely with members in all we do
  • Manage our assets and resources efficiently
  • Increase proportion of ‘earned income’ beyond affiliation fees
  • Develop our business model in light of sector consolidation
  • Provide timely and useful information to members
  • Develop the capability of our staff and value their contribution
  • Prioritise transparency and accountability

Our shared voice

  • Enable the delivery of great homes – ‘We deliver homes people can afford’
  • Promote health, wellbeing, and inclusion – ‘We invest in people & communities’
  • Support resilient businesses – ‘We are in it for the long-term’

How we will work:

  • Make the case for housing associations and raise their profile
  • Extensive member engagement underpins all we do
  • Develop productive relationships with elected representatives at all levels

At the end of three years:

  • Our members are delivering a greater number and variety of homes; innovative and sustainable care and support services; and a range of wider community services
  • Housing associations have exemplary governance and are managing risks in an enabling regulatory environment
  • Decision makers recognise and act upon the value of housing associations
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