One Manchester launched in 2015 with a five-year plan that was built around seven key strategies (full details of which are further down this page). These strategies have allowed us to achieve so much as an organisation that we have been able to rationalise them down to five in this, the final year of the five year plan.
2020 has turned out to be a bit different to previous years with unexpected challenges facing both One Manchester and the rest of the country and world. With this in mind, we have refocused our corporate priorities for 2020-2021:
These consolidated priorities will allow us to focus on the key work that will have the most impact on our customers, communities and colleagues at this time, whilst providing the firm foundation to support our next five-year plan. More information on the priorities is available here.
Priority 1 - Strategic Positioning.
For One Manchester and our customers to have a voice in, and a share of, Greater Manchester’s growth and success.
We need to be able to represent the diverse needs of our customers and communities, so that they benefit from this exciting time for the region. To do this, we need to involve ourselves in the conversations that are happening right now across the region, planning for the future.
The changes represent an opportunity to truly establish ourselves and tell people who we are, what we can do and what we stand for. We’re much more than just a housing provider; we are here to improve the places where people live and work. We’re helping people into work; to set up businesses; to manage their money and improve their general wellbeing and we are working with partners to do all of this.
We want everyone who comes into contact with us to know the full range of services and support that we can offer to them.
Priority 1 - Strategic Positioning. For One Manchester and our customers to have a voice in, and a share of, Greater Manchester’s growth and success.
Priority 2 - Transforming Services for Customers.
To deliver modern and efficient services for our customers in the way they want and expect them to be delivered.
We’ve been working hard to understand how customers want to access our services and how they would like those services delivered.
Our customers value their relationship with us and sometimes they need to speak to someone on the phone, or even face to face. We will continue to review and improve how we deliver this in the most efficient and cost-effective way. This may mean doing things a little differently, such as working with others to deliver services from shared locations which are accessible locally, thereby sharing the costs.
Better use of technology and online services will help us keep pace and offer alternatives for the increasing number of people who prefer to talk to us in this way. Using business information and data will also help us identify and target those who are most in need of our services.
Online services offer a level of convenience and instant availability not always possible with other communication channels. Customers can have access to their information such as rent statements, they can make a rent payment or report a repair at a time that suits them, including outside office hours.
They can also access information about our full range of services, for example landlord services and support with training, jobs, money advice and community events.
Improving services using technology will give our customers more choice and will also give staff more time to focus on those who need more intensive support.
Priority 2 - Transforming Services for Customers. To deliver modern and efficient services for our customers in the way they want and expect them to be delivered.
Priority 3 - Place
Invest in people and manage our neighbourhoods effectively, so that they develop, grow and thrive.
Place management means looking after the interests of the whole area, not just the areas where we have houses. Our places and neighbourhoods differ in terms of opportunity, quality, value and facilities.
We need to be smarter and more joined up in all we do; whether that’s building new homes, investing in our neighbourhoods, property or providing services to customers.
We’re working with partners to decide on what’s needed most, what will work best, where we allocate time and money and how we maximise our impact to help places and residents grow and thrive.
To do this we need to share our thinking with others so we can come up with the innovative projects and partnerships to make a real difference.
Priority 3 - Place. Invest in people and manage our neighbourhoods effectively, so that they develop, grow and thrive.
Priority 4 - Thriving Communities
Link together our knowledge and skills with those of our communities and partners, in new and imaginative ways, to improve opportunities for our customers.
We have strong links with our communities, local businesses and social organisations. Between us, we have an abundance of knowledge and ideas, which we can use to shape what we do and how we do it.
With increasing financial constrictions, there is a need for creativity and imagination to find new ways of working. Working together, we can pool together money, skills and resources to continue to help neighbourhoods thrive. In some cases, One Manchester will be central and sometimes we will simply connect people, places and organisations with each another for mutually beneficial opportunities.
We want to support individuals and communities to help themselves; getting more local people involved, providing them with new skills and creating a sense of ownership and community. This will ensure that projects have long term sustainability. It also means we can help more people, support more projects and create an environment where everyone has the opportunity to flourish.
With ongoing monitoring and measurement, we can learn what works and what doesn’t, investing money wisely and investing in good ideas that benefit as many people as possible. To read our full social investment strategy, please click here.
Priority 4 - Thriving Communities. Link our knowledge and skills with those of our communities and partners, in new and imaginative ways, to improve opportunities for our customers.
Priority 5 - Growth
To provide good quality homes that are affordable for customers to rent or to buy.
The region has plans to build 10,000 new homes a year and we’ve also made a commitment to build new homes. We need to make sure our growth plans align with the city’s and that we build them in locations that are sound financial investments for us and deliver maximum benefit for our communities.
With government subsidies now limited, we need to become more self-sufficient. Government funds are now aimed at supporting schemes for home ownership, so we need to widen the range of homes we offer to include homes for sale as well as rental properties. We need to offer homes at private rented sector rates and provide shared ownership schemes, so that we generate our own income. Profits we generate will then fund our existing homes, as well as allowing us to continue to invest in providing support and services for our communities.
We know that in some of our areas the standard of private rented sector homes is poor, so we will look to provide a management offer for these properties to make sure that the quality of homes for our residents is improved.
We also need to look for new opportunities to generate income, such as offering high quality services for external contracts. Some of the services we deliver for our communities can be offered to others at commercial rates e.g. our grounds maintenance service.
Priority 5 - Growth. To provide good quality homes that are affordable for customers to rent or to buy.
Priority 6 - Organisational Capacity
Ongoing investment in our people and systems to ensure they are fit for purpose to deliver on our promises.
We will continue to upskill our staff at all levels and put in place the right company structure, so that we are equipped to deal with the challenges we face in our sector and to deliver on our mission and strategies in line with our company values.
We need to ensure that we have the right people with the right skills, in the right place at the right time and that we protect the skills and knowledge within the business. We also need to make sure we attract and keep the best talent.
Delivering our strategic plan will create opportunities for people and we’ll help them to make the most of those opportunities by providing training and development.
We also need to ensure that our processes and systems are fit for purpose in the modern world and enable staff to do their jobs efficiently; streamlining processes to save time and reduce admin and paperwork where possible. This will allow them to spend more time providing the best possible support and service for our customers.
Priority 6 - Organisational Capacity. Ongoing investment in our people and systems to ensure they are fit for purpose to deliver on our promises.
Priority 7 - Financial Resilience
To maximise and protect incomes, opportunities and choices for our customers and communities.
We want to ensure that our customers can afford the best quality of life, so we will invest in services that provide customers with the support, knowledge, skills and advice they need to manage their finances in the best way possible.
We want to build on the established services and also use data and intelligence to form new partnerships and approaches to support our customers through the financial challenges that they face.
Priority 7 - Financial Resilience. To maximise and protect incomes, opportunities and choices for our customers and communities