Creating a culture of excellenceMartin Armstrong
The ‘Old’ GHA Scotland’s largest RSL, paralysed by controversy and a stalled Second Stage  Transfer programme Lacking cl...
‘Journey To Excellence’ Customer first’ focus at heart of  GHA Performance and accountability  drive across whole organi...
‘Journey To Excellence’ 3 shared values and 5 Big Aims Organisational restructure  strengthens and expands frontline  de...
The journey continues New three-year corporate strategy endorsed by all key partners Awarded 2011 Scottish award for Bus...
2011 - delivering excellence Best-ever tenant satisfaction figures, up from 67% to 83% Rent arrears fall from £10.4M in ...
The next 3 years Completion of tenant promises A further £240 million of  investment Move from ‘Better homes’ to  ‘bett...
Don’t just take our word…….“I was astounded by the journey you have made since I last visited. You   have clearly worked ...
Creating a culture of excellenceMartin Armstrong
The ‘Old’ GHA Scotland’s largest RSL, paralysed by controversy and a stalled Second Stage  Transfer programme Lacking cl...
‘Journey To Excellence’ Customer first’ focus at heart of  GHA Performance and accountability  drive across whole organi...
‘Journey To Excellence’ 3 shared values and 5 Big Aims Organisational restructure  strengthens and expands frontline  de...
The journey continues New three-year corporate strategy endorsed by all key partners Awarded 2011 Scottish award for Bus...
2011 - delivering excellence Best-ever tenant satisfaction figures, up from 67% to 83% Rent arrears fall from £10.4M in ...
The next 3 years Completion of tenant promises A further £240 million of  investment Move from ‘Better homes’ to  ‘bett...
Don’t just take our word…….“I was astounded by the journey you have made since I last visited. You   have clearly worked ...
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Gha martin presentation

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Gha martin presentation

  1. 1. Creating a culture of excellenceMartin Armstrong
  2. 2. The ‘Old’ GHA Scotland’s largest RSL, paralysed by controversy and a stalled Second Stage Transfer programme Lacking clear purpose and direction as a temporary organisation set up to dismantle itself Comprising 63 Local Housing Organisations, either confused about their relationship with their ‘parent’ body - or desperate to leave 63 conflicting cultures, brands and agendas Business performance that did not compare favourably Headlines then were :- “performance in collecting rent is poor and worsening”. “performance in letting empty houses is poor, but there has been some improvement…”Better homes, better lives, better Glasgow a
  3. 3. ‘Journey To Excellence’ Customer first’ focus at heart of GHA Performance and accountability drive across whole organisation Clear, consistent quality frameworks that ensure staff have tools to deliver ‘Common System, Common Sense’ Self-assessment BESTs Continuous external assessment that creates a confident, can-do culture Innovative service deliveryBetter homes, better lives, better Glasgow a
  4. 4. ‘Journey To Excellence’ 3 shared values and 5 Big Aims Organisational restructure strengthens and expands frontline delivery Governance overhaul puts communities at heart of local decision-making Strong investment in our people – the GHA Academy Deeper integration and better alignment with city-wide frameworksBetter homes, better lives, better Glasgow a
  5. 5. The journey continues New three-year corporate strategy endorsed by all key partners Awarded 2011 Scottish award for Business Excellence (EFQM) Secured new-build programme Second Stage Transfer programme (20,000 houses) completed Invested over £1bn in modernising and a further £240m scheduled Lowther Homes established (providing options for mid and full market) Providing specialist housing services to other RSLs Significant improvements in employee satisfaction One of only 38 companies in the world to win The Sword of HonourBetter homes, better lives, better Glasgow a
  6. 6. 2011 - delivering excellence Best-ever tenant satisfaction figures, up from 67% to 83% Rent arrears fall from £10.4M in 2007 to £5.95M Top quartile performance (letting is best in class) Lets within four weeks increase from 49% to 81% Sickness absence reduced to 3.3% from a peak of over 6.95% 1,000 new build houses for social rent by this year Over 700 jobs, training places and apprenticeships created in 2010/11 Deprivation reducing in Glasgow Improved performance - with reduced headcount of 200Better homes, better lives, better Glasgow a
  7. 7. The next 3 years Completion of tenant promises A further £240 million of investment Move from ‘Better homes’ to ‘better lives’ Diversification and commercialisation Local leadership in neighbourhood management Creating 1000 jobs, training places or apprenticeships Digital inclusion for customers by 2013 Protect customers from welfare changesBetter homes, better lives, better Glasgow a
  8. 8. Don’t just take our word…….“I was astounded by the journey you have made since I last visited. You have clearly worked hard to turn the organisation around and have achieved much as a result” – IIP Report “The service demonstrated that it had made considerable progress in the past 12 months” – CSE assessor “GHA is the jewel in the crown” – Alex Neil, Scottish Housing Minister “Inspirational leadership is clearly evident in the organisation at a number of levels” – Quality Scotland Assessor “GHA is like a stick of rock, it doesn’t matter where you cut it the message is the same, One GHA” – Quality Scotland Assessor Better homes, better lives, better Glasgow a
  9. 9. Creating a culture of excellenceMartin Armstrong
  10. 10. The ‘Old’ GHA Scotland’s largest RSL, paralysed by controversy and a stalled Second Stage Transfer programme Lacking clear purpose and direction as a temporary organisation set up to dismantle itself Comprising 63 Local Housing Organisations, either confused about their relationship with their ‘parent’ body - or desperate to leave 63 conflicting cultures, brands and agendas Business performance that did not compare favourably Headlines then were :- “performance in collecting rent is poor and worsening”. “performance in letting empty houses is poor, but there has been some improvement…”Better homes, better lives, better Glasgow a
  11. 11. ‘Journey To Excellence’ Customer first’ focus at heart of GHA Performance and accountability drive across whole organisation Clear, consistent quality frameworks that ensure staff have tools to deliver ‘Common System, Common Sense’ Self-assessment BESTs Continuous external assessment that creates a confident, can-do culture Innovative service deliveryBetter homes, better lives, better Glasgow a
  12. 12. ‘Journey To Excellence’ 3 shared values and 5 Big Aims Organisational restructure strengthens and expands frontline delivery Governance overhaul puts communities at heart of local decision-making Strong investment in our people – the GHA Academy Deeper integration and better alignment with city-wide frameworksBetter homes, better lives, better Glasgow a
  13. 13. The journey continues New three-year corporate strategy endorsed by all key partners Awarded 2011 Scottish award for Business Excellence (EFQM) Secured new-build programme Second Stage Transfer programme (20,000 houses) completed Invested over £1bn in modernising and a further £240m scheduled Lowther Homes established (providing options for mid and full market) Providing specialist housing services to other RSLs Significant improvements in employee satisfaction One of only 38 companies in the world to win The Sword of HonourBetter homes, better lives, better Glasgow a
  14. 14. 2011 - delivering excellence Best-ever tenant satisfaction figures, up from 67% to 83% Rent arrears fall from £10.4M in 2007 to £5.95M Top quartile performance (letting is best in class) Lets within four weeks increase from 49% to 81% Sickness absence reduced to 3.3% from a peak of over 6.95% 1,000 new build houses for social rent by this year Over 700 jobs, training places and apprenticeships created in 2010/11 Deprivation reducing in Glasgow Improved performance - with reduced headcount of 200Better homes, better lives, better Glasgow a
  15. 15. The next 3 years Completion of tenant promises A further £240 million of investment Move from ‘Better homes’ to ‘better lives’ Diversification and commercialisation Local leadership in neighbourhood management Creating 1000 jobs, training places or apprenticeships Digital inclusion for customers by 2013 Protect customers from welfare changesBetter homes, better lives, better Glasgow a
  16. 16. Don’t just take our word…….“I was astounded by the journey you have made since I last visited. You have clearly worked hard to turn the organisation around and have achieved much as a result” – IIP Report “The service demonstrated that it had made considerable progress in the past 12 months” – CSE assessor “GHA is the jewel in the crown” – Alex Neil, Scottish Housing Minister “Inspirational leadership is clearly evident in the organisation at a number of levels” – Quality Scotland Assessor “GHA is like a stick of rock, it doesn’t matter where you cut it the message is the same, One GHA” – Quality Scotland Assessor Better homes, better lives, better Glasgow a
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