Our Statement

Our regulation, commitment, and governance

Who we are

Brighter Futures Housing Association Ltd is a Registered Society under the Co-operative and Community Benefit Societies Act 2014.

We are regulated by The Regulator of Social Housing (RSH); The Financial Conduct Authority (FCA) and have adopted the National Housing Federation (NHF) Code of Governance and Model Rules.

Our Board of Management oversee the strategy, direction, and management of the organisation, with clear lines of accountability. 

Established over 45 years ago in Stoke-on-Trent specifically to support people with multiple and complex needs, we have a wealth of experience and knowledge in the sector.

We are committed to try to end homelessness demonstrated by our CEO who chairs the Homelessness Reduction Board for Stoke-on-Trent and is vice Chair for the Homelessness Forum, and we are an original member of the National Homes for Cathy Group working with partners i.e. Homeless link and Crisis, and we sit on the NHF’s National Health and Housing Forum sharing good practice and learning. 

Our quality management, environmental management and health and safety arrangements are all accredited with the relevant ISO standards, including ISO 9001 and we are a member of the Housing Quality Network Health and Safety Group.    

All data relating to our services are stored in compliance with the Data Protection Act 2018 and General Data Protection Regulation (GDPR) 2018. Our Confidentiality and Data Protection policy is supported by our Data Retention Policy, Safeguarding, Code of Conduct and Contracts of Employment.

We operate ‘safer recruitment’ with checks on ‘right to work’, references and DBS. Employees have a mandatory induction and refresher training every 2 years. Our IT systems are all managed by an external company, Central Network Technologies  who are accredited to the ISO 27001 standard for Information Security Management system.  

We monitor services in accordance with the relevant key performance indicators (KPI’s) provided and the outcomes set out in Performance Management Frameworks and we work to finalise these during mobilisation periods. We normally propose that these targets are reviewed at quarterly review meetings and annually, with a view that the targets and outcomes may change from any proposed model of working.  

Our Operational Managers co-ordinate the completion of performance monitoring documentation or software in agreement with the contractor, to allow us to monitor indicators, targets and results.  

To demonstrate continuous improvement we continue to develop and review our services, informed by our current experience and knowledge, including the recommendations from insight reviews by Expert Citizens, and we continue to seek feedback from customers to ensure that our services remains flexible and responsive to the needs and aspirations of our customers.


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