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NIFHA | About | NIFHA Corporate Plan 2015-2018

NIFHA Corporate Plan 2015-2018

Corporate Plan 2015-2018

NIFHA Logo from 08 in JPEG format LI

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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