www.citizenhousing.org.uk

A growing business, a delivery focused business, a sustainable business.

BUSINESS STRATEGY 2017- 2021

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Our purpose is to provide homes that are a foundation for life.

Great homes give young people like Alma, from Birmingham, the opportunity to have a great childhood.

OUR PURPOSE

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Our values underpin the way wedeliver our work.

OURVALUES

• We are willing to take on the tough stuff

• We challenge ourselves

• We don’t give up

WE ARE BRAVE

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By upgrading outdated residential schemes, older customers like Brenda, can look forward to retirement in energy efficient and secure homes.

• We find solutions

• We aren’t afraid to try things out

• We keep learning and improving

WE ARE AMBITIOUS

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Through our contractor Bouygues, Mohammad secured an apprenticeship. Bouygues are working with us on our regeneration project, Pappenham Green in Canley, Coventry.

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Gurpreet is one of many of our valued employees who has developed their career with our support.

• We take responsibility

• We are realistic• People trust us

to do what we

WE ARE HONEST

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Our colleagues truly commit themselves to engaging with our communities, like Kevin, our Director of Regeneration Services.

WE ARE CITIZENS

• We are committed to our people and places

• We believe everyone has something to give

• We encourage every person to be the best they can be

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OUROBJECTIVES

To succeed over the next five years, everything we do will be focused on

three strategic objectives.

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Citizen has been a significant developer of new homes for many years. Changes in funding over the last few years have presented challenges but also opportunities to expand our development activity, and this is our ambition. Similarly, growth has come through other housing associations joining us. We will continue to explore opportunities to do this where it is right for us, and right for any new entrants.

Key work we will undertake • Publish a development strategy with clear objectives for return on investment in 2017.• Develop our approach to voluntary right to buy by the end of 2017.• Publish a new strategy for growing

our maintenance service and other services during 2018.

Our key success measures 1. Be responsible for the creation of 500 mixed tenure homes each year from 2019.2. By 2019, have in place, through a dedicated treasury vehicle, long- term investment funding to provide new homes and regeneration of existing estates.

A GROWING BUSINESS

Signature New Homes - giving young couples like Hannah and Scott the opportunity to afford a home of their own in Worcestershire.

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A DELIVERY - FOCUSED BUSINESSWe will deliver the most efficient and effective services we can. In line with our values these services need to add value and be valued. Whether it is performance improvements in our landlord services, our mixed tenure development programme or our corporate support services, everything we do will have a focus on delivery that balances quality, quantity and value.

Key work we will undertake

• Publish our digital strategy, outlining how we will make better use of technology to enhance and speed-up customer experience in 2017.

• Introduce our housing operations strategy, to deliver unified delivery mechanisms for housing services and redesign service provision to meet the challenges faced by the business, over the life of the business strategy.

• Carry out an evaluation of all service costs over the life of the business strategy.

• By 2019, have a centralised approach for the setting andrecovery of rents and service charges.

Our key success measures

1. We will achieve top quartile performance levels on voids, rent arrears and right first time services using 2016 performance amongst our peers as a benchmark.

2. We will have an agreed and sustainable model of service delivery with demonstrable value for money outcomes to our customers.

3. 80 per cent of our services by volume will be available digitally.

4. Our services will be cost effective and efficient when compared to our peers, with no service costing more than the national average.

Working with our regional partners, we can deliver cost effective accommodation for disabled customers, like Peter in Hereford.

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As a charitable housing organisation, we have a duty to ensure that our charitable assets are protected in the short and long-term. Our risk appetite, long-term financial strategy and our investment decisions will reflect this duty and also the importance of retaining the confidence of our regulators, stakeholders and funders. We exist to provide high quality homes and services to people who cannot afford them elsewhere, whether that is our traditional social housing offering or shared ownership, intermediate rent or even market rent. Given the shortage of affordable housing and the financial environment we operate in, it makes business sense to invest in our homes and make our relationships with customers sustainable.

Key work we will undertake• By April 2018, conclude arrangements for revised governance structures that simplify our approach to decision making.

• By March 2018, have clear plans for extracting added value from our contracts, partnerships and relationships.

• By March 2019, have in place a strategy for maintenance, disposal or refurbishment of underperforming assets and those which present opportunities to generate greater income.

Our key success measures1 Achieve an improved operating margin of 28 per cent to allow for investment in homes and services.

2. Reduce tenancy failure (evictions and abandonments) by at least 10 per cent from 2016/17 levels.

3. All new contracts with a total value of over £250k will deliver meaningful and clearly evidenced added value, that supports business objectives and locally identified priorities.

4. 15 per cent of all added value job and training opportunities created by our contracts will be filled by Citizen customers.

5. We will see improvements in staff engagement surveys each time they are completed.

6. Have annually reviewed our asset plans to ensure we have plans to address poorly performing stock with a return on investment below £15k.

A SUSTAINABLE BUSINESS

Energy advice, in people’s homes, can help them to sustain their tenancy.

Citizen 4040 Lakeside Solihull Parkway Birmingham Business Park B37 7YN

www.citizenhousing.org.uk