About Mirus

Our Core Values ››

Our Aims

Our Standards ››

Organisational Structure ››

Our Aims
If we are to continue to be a successful organisation, it is vital that we all work to clear objectives. For individual staff, this process is developed through the implementation of our Annual Review system.

For the organisation as a whole, these individual contributions are linked to our Strategic Aims and through performance monitoring we will judge how well we are doing in achieving our overall mission.

As an organisation we have identified a number of key aims to enable us to work towards our overall mission statement. The development of these aims comes as a result of working with Trustees and staff and reflects those areas of our business which we recognise must be addressed.

We are conscious of the need to be a service user led organisation but we know that the systems we have in place are not sufficiently developed to enable us to use this information to inform our aims. For this reason we will be specifically targeting resources and energy into developing the way we consult with and listen to the views of those people who use our service. This area of work is an integral part of our strategic aims.

These aims are set out below and each year we will identify specific objectives we need to achieve for them. This detail forms part of our annual business plan and performance review system.

Strategy
Knowing where we are going and developing clear priorities.

Culture & Values
Developing an organisation that understands, values and develops its staff and the people they support.

Outcomes
Being able to demonstrate what difference our support makes in the lives of people and how we develop staff to do this.

Sustainability
Ensuring that the organisation is viable and capable of responding to the changing environment within which we operate.

If our Corporate Plan is to succeed it is vital to ensure that our people strategies are aligned with the organisational strategies and that the organisation takes account of people as contributors to our success. We must ensure that the supply of people in terms of numbers, knowledge, skills, attitudes and values is matched with demand and that a process exists by which people considerations are raised early in our strategy setting. To achieve this we need; 

• Effective resourcing to ensure the provision of enough people in the right places with the right skills to deliver.
• People are rewarded and recognised in a motivational way.
• Employee commitment is secured in a well managed and equitable employee relations environment.
• Training and Development is available to satisfy the needs of the organisations and the individual.

The key aims of our Financial Strategy are to ensure the ongoing viability of the organisation, effective use of resources and systems which develop the independence of the people we support. This becomes ever more challenging in the current funding climate. We believe that the process of delegated budgets leads to more effective use of resources by bringing the decision making as close as possible to where it has an impact. To achieve this we need: 

• Robust financial recording and monitoring systems so as to enable us to demonstrate clear accountability.
• Systems which support people to learn new skills and develop independence and autonomy.
• Continuous evaluation of the effectiveness of the deployment of our finances.

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