OUT OF a recognition of the need to offer improved customer service and to fully integrate three former organisations which now fall within its portfolio, the National Housing Development Corporation (NHDC) has undertaken a Strategic Planning Process aimed at transforming the corporation into one of unquestionable integrity, transparency, efficiency and accountability.
Among the goals of the new process is to provide services that meet and exceed the expectations of the NHDC's customers, with the overall projections being targeted as part of the Government's Public Sector Modernisation vision. That vision calls for "An open and impartial public service, which puts the public interest first and in which valued and respected professionals deliver high quality services efficiently and effectively."
In developing the Strategic Plan covering the period 2003-2007, the NHDC has as its main thrust, a mission to contribute to an improved quality of life for all Jamaicans through the social transformation to be attained from the provision of good quality and affordable shelter solutions with security of tenure. This the Corporation intends to deliver through the combined application of a dedicated and competent team in tandem with appropriate technology and innovations and in partnerships with communities and various other groups within the society.
In outlining details of the Strategic Planning Process, Milverton Reynolds, Managing Director of the NHDC, indicated that the board, management and staff of the organisation had combined to identify five main strategic objectives which needed to be achieved over the next three to five years. These included designing, implementing and delivering more affordable solutions to the NHDC's target market; to have in place a team of skilled and empowered individuals striving for excellence; to achieve effective, open and honest communication; to have team members fully adhering to the NHDC's core values of integrity, caring, accountability, respect and excellence; and to achieve sustainable financial viability for the organisation.
IMPLEMENTATION PROGRAMME
So far, the NHDC agreed to an eight-month Implementation Programme to set the foundation for the transformation. Among the anticipated outputs of the programme are the following:
A Ministry of Finance-approved organisational structure being put in place to support the new NHDC mission, including the various posts, job requirements and applicable numbers.
The realisation of a management team and supporting skilled and empowered individuals capable of effectively taking the NHDC towards its vision, mission and goals.
The re-engineering of the organisation's customer service and support systems to improve efficiency, along with securing improvements in management information systems to allow for strict adherence to statutory and fiduciary requirement and quicker response to customer needs.
Implementation of a performance management system, which measures, monitors and implements staff and organisational performances.
Core values being practised by all.
Realising effective internal and external communication programmes.
Among the projected value to be obtained from the pending transformation within the NHDC are improved public image and trust by the general public and among the organisation's staff; improved output and the closing gap between the demand and supply of shelter solutions; increased accountability to the government and people of Jamaica; and an estimated saving of at least $120 million annually in the NHDC's operations.
With Cabinet approval, the NHDC Board has also contracted the services of Growth Facilitators, who will act as facilitators during the implementation programme.
A Steering Committee has been appointed by the NHDC Board to guide and support the implementation and, where necessary, to take some decisions on behalf of the Board. The committee is comprised of Chairman Norman McDonald; Permanent Secretary in the Ministry of Water and Housing and NHDC Board member, Genefa Hibbert, the Managing Director, Milverton Reynolds; and Board member, Garfield Knight.
CONSULTATIONS
To date overall consultations have been held with the Minister of Water & Housing, the NHDC's management team, union delegates and staff, along with the provident societies for the housing sites, to sensitise them on the process, timetable and the desired output from the intervention.
The first major goal of the restructuring programme, that of establishing a management team capable of efficiently taking NHDC towards its vision, mission and goals, is expected to be realised by October 1, 2003, when the individuals are slated to be in place. They are scheduled to participate in a Leadership Development Programme shortly thereafter.
