€¦ · Web viewProgress towards achieving the Corporate Plan Vision is monitored annually as much of the performance information is generated by the annual tenants’ survey. The

CORPORATE PLAN - 2011 T0 2016

VISION

Our Vision is simply to provide affordable homes and sustainable communities with excellent services to tenants and customers. This is our goal and everything we do is intended to bring us closer to achieving it.

What we mean by the three elements of our Vision is explained below:

Affordable Homes

Homes that are at or within rent benchmarks

Homes that are within the reach of first time buyers and local people in housing need

Homes that are efficient to heat and live in

Homes that are appropriately designed and located for people’s needs

Updated May 2015 Newydd Housing Association - Corporate Plan

Sustainable Communities

Communities that people want to live in

Communities where the quality of housing and the environment is high

Communities where everyone feels included

Communities where people feel safe

Communities that people are proud of

Excellent Customer Service

Services that meet individual needs Services that are efficient and effective Services that are improving Services that are accessible Services that delight our customers Services that support and encourage successful money management


VALUES

We are a values based and values driven organisation. Our values define our culture and shape not only what we do but also how we do things. Everything we do is scrutinised to ensure that it is consistent with our values.


Excellence through

Improving

Sustainability and

Equality through Involving

Transparency through Informing

Transparency

We are honest, open and fair in our dealings with people and partner organizations. We respect confidentiality and the need to protect sensitive data. We want people to be aware of and understand the decisions we make and are accountable for our actions. We achieve this through informing our stakeholders consistently, regularly and fully.

Sustainability and Equality

Everything we do needs to be viable in the future as well as now. To achieve this we assess the impact of our actions on communities and respect the environment to ensure there are no unintended consequences and that we are not disadvantaging any section of the community. We achieve this by involving stakeholders in our decision making.

Excellence

We aim to achieve excellence in all we do. From the strategic direction to attention to detail we aim to get it right first time. We will do what we say we will do and will acknowledge when we fail to deliver promises. We adapt and respond quickly and take every opportunity to learn from experience. In this way we are an improving organisation.


CORE OBJECTIVES In order to achieve our Vision we need to prioritise what we do. We have identified the following objectives as those that we will devote most time, resources and energy to:

a) Tackling housing need and building new homesb) Maintaining and improving homes and estatesc) Finding out and responding to what our tenants, leaseholders and other customers need and wantd) Working in partnership with our tenants, leaseholders, communities and staffe) Keeping tenants, staff and stakeholders informed about what we are doingf) Providing excellent and improving services that represent value for money and efficiencyg) Ensuring our staff are motivated and high performing and that there is a supportive environment

that promotes staff health, safety and wellbeingh) Identifying opportunities to support the local, regional and national housing movementi) Identifying ways to improve the health, education, and employment prospects of tenants and

communities within which we workj) Maximising our role as a community gatekeeper to harness resources and services that will benefit

our tenants and communities


REGULATORY COMPLIANCE

The Delivery Outcomes are set out in the Regulatory Framework for Welsh housing associations. The Boards lead a process of self assessment against the Delivery Outcomes. The Delivery Outcomes are:

Governance and Finance

1. We place the people who want to use our services at the heart of our work – putting the citizen first2. We live public sector values, by conducting our affairs with honesty and integrity, and demonstrate

good governance through our behaviour3. We make sure our purpose is clear and we achieve what we set out to do – knowing who does what

and why4. We are a financially sound and viable business5. We engage with others to enhance and maximise outcomes for our service users and the community

Landlord Services

6. We build and renovate homes to a good quality7. We let homes in a fair, transparent and effective way8. We manage our homes effectively9. We repair and maintain homes in an efficient, timely and cost effective way10. We provide fair and efficient services for owners

The Boards have reviewed the Delivery Outcomes and have concluded that their Vision and Core Objectives set out in this Corporate Plan encapsulate all the Delivery Outcomes. This is illustrated in the diagrams below.



Core Objectives from Corporate Plan

Regu

lato

ry D

eliv

ery

Out

com

es

a b c d e f g h i j

1

2

3

4

5

6

7

8

9

10


Regulatory Delivery Outcome is encapsulated within Core Objective from Corporate Plan

PERFORMANCE MONITORING

In order to track the progress of the organisation and its success in meeting targets the Boards need to ensure that the aspirations of its tenants and stakeholders are met as well as the requirements of the regulator. In addition the Boards need to ensure that the organisation is meeting its own Corporate Plan objectives.

A technique called Tenant Powered Performance has been in place since 2009 that allows tenants to identify their ideal service and then set performance measures to monitor how the extent to which services are meeting these aspirations. This work has been supplemented by a similar technique called Board Powered Performance. Both Tenant and Board Powered Performance utilise the following stages:


Specify the ideal outcome

Agree how to measure progress

Agree on the target to be aimed for

The Boards have identified their ideal outcomes for the organisation as:

o Happy customers and stakeholderso Financial viability, probity and value for moneyo Reputation for excellenceo Learning, improving and innovativeo Integrity and honestyo Strong positive cultureo Engaged with the community to add valueo Opinion shapero Adaptabilityo Inclusive

A set of performance indicators and targets are being agreed using the results from Tenant and Board Powered Performance sessions and will be used to monitor the organisation’s performance at quarterly Board meetings. In this way the Board can be assured that its performance monitoring arrangements take into account tenant aspirations as well as the Corporate Plan objectives. Progress towards achieving the Corporate Plan Vision is monitored annually as much of the performance information is generated by the annual tenants’ survey.


The Corporate Plan outcome indicators are set out in the table below:

Outcome Indicator How often

Target

Happy customers and stakeholders

General tenant satisfaction from tenants survey

Annual >90%

Tenant satisfaction with ASB service from tenants survey

Annual >70%(from ASB

satisfaction survey)

Satisfaction with maintenance from tenants survey

Annual >85%

Stakeholder satisfaction from stakeholder survey

Annual Not yet set

Satisfaction from new lettings survey Quarterly >80%Satisfaction with repairs Quarterly >95%Assessment of complaints – common themes/subject areas

Quarterly Contextual

% of new tenancies that last for more than 12 months

Quarterly >90%

New homes development and tenant satisfaction

Quarterly >95%

Care & Repair activity and satisfaction Quarterly ContextualOverdue gas services Quarterly <4Gas services overdue by more than three months

Quarterly 0

Financial Viability, Probity, Value for money

Statutory Accounts Annual Contextual

30 Year Financial Plan Annual Contextual


Regulatory Financial Judgement Annual PassBenchmarking (Housemark) Annual ContextualLegal Challenge (via Audit Committee) Quarterly ContextualInternal Audit reports (via Audit Committee)

Quarterly No “red” opinions

Management Accounts Quarterly ContextualRent loss as a result of voids Quarterly <1%Net rent arrears Quarterly <2%

Reputation for Excellence Achievement and retention of accreditations

Annual No fails

Quality of stock - Achievement of WHQS Annual 100% complianceMarketing Strategy outcomes Annual ContextualStakeholder engagement action plan Quarterly Contextual

Learning, Improving and Innovative

Workforce plan and training plan Annual Contextual

Investment in training Quarterly ContextualService delivery development ideas and outcomes


Achievement of Improvement and Development Schedule items


Integrity and Honesty Positive Internal and External Audit opinions

Annual Positive opinions

Positive Regulatory report Annual Positive reportIrregularity Reports (via Audit Committee)



Strong positive culture

Stakeholder Surveys (Tenant, Leaseholder, Staff)Response to questions on values

o Transparencyo Sustainability & Equalityo Excellence

Annual >90% agreement on openness and fair treatment &

>60% very satisfied

Corporate Plan outcomes review Annual ContextualCorporate Bonus triggered Annual Bonus earned

Engaged with community to add value

Improvement in Do you feel proud of your community? question(tenants survey)

Annual >80%

Improvement in Do you feel safe in your community? question (tenants survey)

Annual >90%

Are you involved in your community or community organisations (Do you feel part of your community) tenants survey

Annual >90%

Opinion Shaper Good practice recognition Annual ContextualBoard discussion on engagement in current sector issues and priorities


AdaptabilityReport on the introduction and success of new IT products (used in-house and sold externally)

Annual Contextual

Service improvement questions. We have introduced this/made these changes; do you think they have improved? Tenant

Annual <2% say worse


survey


Inclusive Report on services that have been altered due to customer profiling

Annual Contextual

Visibly Better Accreditation – ongoing retention of the standard and evidence of increased compliance

Annual Increasing compliance

Profiling of staff and Board and review of equality issues Annual Contextual

Equality Impact Assessments – evidence at policy review and approval Quarterly Contextual

Number of homes with new physical adaptations with evidence of tenant satisfaction

Quarterly 90% satisfaction with work completed


Performance monitoring is supplemented by information from other sources such as stakeholder surveys, tenant mystery shopping exercises etc. The diagram below illustrates how the organisation monitors its performance.


OUR SELF ASSESSMENT AGAINST THE DELIVERY OUTCOMES


We have decided to make an assessment of how we perform against the Delivery Outcomes. This assessment is made by the Boards and uses a range of evidence to support their conclusions. The Board keeps these judgements under review in the light of changing information or performance.

The Boards have established three levels of judgement:

Achieving our standardsWorking towards our standardsFalling short of our standards

The Boards’ judgements are as follows:

Delivery Outcome Board JudgementWe place the people who want to use our services at the heart of our work – putting the citizen first

Achieving our standards

We live public sector values, by conducting our affairs with honesty and integrity, and demonstrate good governance through our behaviour


We make sure our purpose is clear and we achieve what we set out to do – knowing who does what and why


We are a financially sound and viable business Achieving our standardsWe engage with others to enhance and maximise outcomes for our service users and the community

Working towards our standards

We build and renovate homes to a good quality Achieving our standardsWe let homes in a fair, transparent and effective way Working towards our standardsWe manage our homes effectively Working towards our standardsWe repair and maintain homes in an efficient, timely and cost effective way

Working towards our standards

We provide fair and efficient services for owners Working towards our standards


IMPROVEMENTS AND DEVELOPMENT SCHEDULE

As a result of our performance monitoring arrangements and self assessment against the Delivery Outcomes the Boards have identified improvement and development issues. The table below sets out the keys things we need to improve (things we are doing now but could do better) and develop (things we are not doing now but need to). The schedule which is organised by the Delivery Outcomes is a live document and is monitored and updated at each quarterly Board performance meeting.

Governance and Finance - We place the people who want to use our services at the heart of our work – putting the citizen first

What we are trying to improve What we will do differently Target Date Lead BoardDemonstrate that our services are visible, well regarded and accessible for tenants and other customers

We will evaluate the outcomes achieved as a result of the Big Conversation project

November 2015

Newydd

Engage with more tenants We will carry out a recruitment and retention campaign and report on outcomes

November 2014Extended to November 2015

Newydd

Ensure that tenants who express a preference receive a Welsh language service

We will review our Welsh language action plan in the light of the standards set by Welsh Language Commissioner

November 2015

Cadarn


Governance and Finance - We live public sector values, by conducting our affairs with honesty and integrity, and demonstrate good governance through our behaviour

What we are trying to improve What we will do differently Target Date Lead BoardImprove the information on which we base our decisions

We will develop information on our communities and tenants to establish our baseline position, set targets and analyse trends over longer time periods

March 2015 Newydd

We will ensure that our business objectives and plans open and transparent

We will carry out a major review of our Corporate Plan for the period 2016 to 2021 and publish it on our website

December 2015

Cadarn

Governance and Finance - We make sure our purpose is clear and we achieve what we set out to do – knowing who does what and why

What we are trying to improve What we will do differently Target Date Lead BoardEnsure that Board meetings exhibit strong governance and that Board members are performing to a high standard

We will test a new scenario that breaks the financial plan to rehearse options for a recovery plan

December 2015

Cadarn

Ensure that the Boards have a robust overview of organisational performance

We will review the Corporate Plan indicators and performance information presented to Boards to ensure it provides the information needed

December 2015

Cadarn

Ensure that the structure of the organisation is fit for purpose

We will review our organisational structure as part of our Corporate Plan review

December 2015

Cadarn

Ensure that the Boards have an We will review Group governance December Cadarn


appropriate level of responsibility for decision making

arrangements to ensure that delegation is clear, appropriate and efficient

2015


Improve the accuracy, timeliness and relevance of performance information

We will review and identify improvements to our infrastructure for reporting performance information

February 2015Revised to September 2015

Cadarn

Ensure that new business ventures are viable and not creating a drain on core resources

We will review the performance and viability of Living Quarters Wales to check that the business plan assumptions and loan repayment requirements will be met

February 2015Further review November 2015

Cadarn

Governance and Finance - We are a financially sound and viable businessWhat we are trying to improve What we will do differently Target Date Lead BoardTo improve decision making and clarify risk appetite

We will review our definition of risk appetite to ensure it is appropriate and workable

March 2015 Cadarn & Newydd Boards

Governance and Finance - We engage with others to enhance and maximise outcomes for our service users and the community

What we are trying to improve What we will do differently Target Date Lead BoardTo support tenants wishing to adopt healthier lifestyles

Report on outcomes of HAPI project November 2017

Newydd

To ensure we can respond to the changing local government agenda

We will commence a review of the conclusions of the Williams report on local government reorganisation and plan our strategic response

June 2014

New target date:December 2015

Cadarn


Landlord Services - We build and renovate homes to a good qualityWhat we are trying to improve What we will do differently Target Date Lead Board

To provide more homes and reduce reliance on Social Housing Grant for growth

To agree Treasury action plan resulting from Treasury review to support Growth Strategy

August 2015 Cadarn and Newydd

Landlord Services - We let homes in a fair, transparent and effective wayWhat we are trying to improve What we will do differently Target Date Lead Board

Landlord Services - We manage our homes effectivelyWhat we are trying to improve What we will do differently Target Date Lead BoardImprove the consistency and quality of services provided at our sheltered schemes

We will seek an appropriate accreditation for our sheltered housing service

November 2015

Newydd

Improve the consistency and quality of services provided at our sheltered schemes

To report on implementation of the Tenant Scrutiny action plan on sheltered housing

November 2015

Newydd

Landlord Services - We repair and maintain homes in an efficient, timely and cost effective wayWhat we are trying to improve What we will do differently Target Date Lead Board

Landlord Services - We provide fair and efficient services for ownersWhat we are trying to improve What we will do differently Target Date Lead Board


RISK MANAGEMENT

A robust risk management system is in place with strategic and operational risk mapping reviewed regularly. A Board member acts as Risk Champion and attends risk review meetings to challenge the review. Changes to the top ten risks are reviewed quarterly by the Audit Committee and the Boards.

PROBITY

Robust reporting systems are in place to ensure probity. These include whistle blowing arrangements, declaration of interests, compliance with Schedule 1 of the Housing Act 1996, reporting of irregularities and prevention of bribery. The Audit Committee plays a key role in reviewing reports and major issues are referred to the Boards and if appropriate the regulator.

FINANCIAL PLANNING

Effective financial planning is essential to the organisation’s ongoing viability and sustainability. Annual budgets are set and monitored through the management accounts on a monthly basis with quarterly accounts being scrutinised by the Board. The Boards also receive quarterly reports on compliance with financial covenants. The Cadarn Board retains an oversight of the financial performance of Newydd.

Financial decisions are made within the context of agreed strategies that are reviewed annually. These include the Schedule of Delegated Authority, Financial Control Regulations, Treasury Management Strategy and Development Funding Strategy. Longer term financial planning is reviewed annually and a five and thirty year financial plan is produced. This plan is tested for sensitivity to key assumption changes. The plans use assumptions that are prudent or recommended by the Welsh Government and are available on request.

The current five and thirty year financial plans are provided below:


FORECAST INCOME & EXPENDITURE SUMMARY-CADARN HOUSING GROUP Start date: 01 April 2015 | End date: 31 March 2045

2016 2017 2018 2019 2020 2025 2030 2035 2040 2045

£000's £000's £000's £000's £000's £000's £000's £000's £000's £000's

Income From Lettings Rent Receivable 11,675 12,553 13,404 14,179 15,024 18,795 24,017 30,536 38,763 48,612 Service Charge Income 1,001 1,090 1,162 1,237 1,330 1,786 2,371 3,113 4,061 5,229 Gross Rental Income 12,677 13,643 14,566 15,417 16,354 20,581 26,387 33,649 42,823 53,841 Less Voids (140) (163) (174) (184) (195) (226) (290) (370) (471) (592) Net Rental Income 12,537 13,480 14,392 15,232 16,159 20,354 26,097 33,279 42,352 53,249 Other Income 25

Total Turnover From Social Housing Lettings 12,562 13,480 14,392 15,232 16,159 20,354 26,097 33,279 42,352 53,249 Management Costs 4,507 4,830 4,950 5,241 5,485 6,756 8,568 10,768 13,616 17,893 Service Costs 749 829 892 958 1,040 1,443 1,965 2,632 3,489 4,553 Routine Maintenance 1,446 1,506 1,564 1,624 1,688 2,039 2,462 2,973 3,588 4,329 Planned Maintenance 460 478 500 528 561 820 1,176 1,637 2,230 2,987 Major Repairs

Bad Debts 158 347 444 547 212 257 330 421 535 673 Depreciation Of Housing Properties 1,547 1,722 1,852 1,988 2,135 2,921 2,469 3,707 4,781 6,144 Total Expenditure On Social Housing Lettings 8,867 9,712 10,202 10,886 11,121 14,236 16,970 22,138 28,239 36,579 Surplus (Deficit) On Social Housing Lettings 3,696 3,767 4,190 4,347 5,037 6,117 9,127 11,142 14,114 16,670 Other Activities (11) 1 3 5 7 16 27 39 54 95 Surplus Deficit On Sale Of Properties 40 44 48 55 59 84 114 149 190 239 Surplus Before Interest and Tax 3,725 3,812 4,241 4,406 5,104 6,218 9,268 11,330 14,358 17,003 Interest Collected 6

Interest Payable (3,051) (3,163) (3,457) (3,686) (4,388) (5,502) (6,668) (8,011) (9,345) (11,181) Surplus Before and After Tax 679 649 785 720 715 716 2,599 3,319 5,013 5,822 Designated Reserves Transfer 250

Retained Surplus 929 649 785 720 715 716 2,599 3,319 5,013 5,822 Cumulative Retained Surplus 14,055 14,704 15,489 16,209 16,924 20,186 30,572 45,641 66,858 96,881


PROVISION OF SPECIFIC SERVICES

There is a separate business plans to deal with the following service provided by Newydd:

Care & Repair in the Vale – this service operates to a business plan that is developed and monitored by the Strategic Business Planning Committee (made up of stakeholders) and submitted to Care & Repair Cymru. It is scrutinised and monitored by the Newydd Board. The business plan aims to achieve the following objectives:

Mission Statement

Care and Repair in the Vale aims to provide comprehensive advice and assistance to older homeowners with the repair, maintenance, or adaptation of their homes, to enable them to remain living within the community in safety and comfort.

Core Principles

The business plan emphasises the core values and principles of Care and Repair in the Vale and ensures that all services provided are based on these:

o To provide a high quality, accessible, client-led service tailored to meet individual need and client choice

o To provide a holistic service that supports the independence and well being of older people in their own homes through improving their living conditions by assisting them to progress building works to a high standard

o To provide a service that meets the long and short term housing needs of older people living in their own homes which is responsive, flexible and timely


o To develop new services in partnership with Health, Housing, Social Care and voluntary groups which will have significant impact on the health, wellbeing and independence of older people in the Vale of Glamorgan


Documents

€¦ · Web viewProgress towards achieving the Corporate Plan Vision is monitored annually as much of the performance information is generated by the annual tenants’ survey. The