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Our journey so far: 2010-2013
2020
2010-2020
Corporate Plan
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GREAT Hom es
GREAT Neig hbourhoods GREAT Peop le
GREAT Futu re
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In 2010 we set out our vision for the next ten years to help us achieve GREAT Homes with GREAT Neighbourhoods and GREAT People. We’re making excellent progress towards this goal and in the last three years we’ve achieved some fantastic work in some of the most challenging times for social housing and the economy. We’ve seen New Charter significantly grow and diversify in this period with new and exciting opportunities for tenants and communities as well as more contracts for our Building Company.
Welcome:
Today, we’re about much more than homes. Investing in education is now a key part of our business and the launch of Great Academies Education Trust shows our long-term commitment to schools and young people. We’ve also ventured out into other areas to help secure a future for independent local news through Tameside Radio and the Tameside Reporter.
Click here to watch a video summary of this document
This document provides a summary of our key milestones over the last three years while mapping out our objectives up to 2020. I’m incredibly proud of everyone’s hard work and pleased to share our journey with you so far.
Ian Munro, Chief Executive New Charter Housing Trust Group
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By 2020 we will... Be a leading social business, supporting individuals and building communities • Launched Great Academies Education Trust (GAET) and continue to welcome new schools
Be financially strong, making maximum use of new and existing assets in the delivery of our vision • Expanding external business opportunities for the Building Company, bringing more revenue into the Group • Continually securing support from the Homes and Communities Agency (HCA) to develop new homes
• Opened £43m state-of-the-art campus for New Charter Academy, which also provides facilities and adult learning for the community • Retained our position in the top 20 of the Sunday Times’ 100 Best Companies To Work For (not-for-profit category). Also maintained ‘three stars’ recognising New Charter as an ‘extraordinary’ company to work for • Continue to maintain high levels of customer satisfaction as one of the top performing landlords of our size
Be a partner of choice for local authorities and other agencies and be nationally influential • Broadening our business ventures by bringing new partners into the Group • Achieving recognition through key accreditations and awards
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Own or manage 30,000 homes • Working on a £75m investment programme building more than 700 new homes • Exploring new opportunities and branching out into other regions
Be striving towards carbon neutrality • All new properties are energy efficient and meet a minimum of Sustainable Code Level 3 • Investing in renewable technologies, helping to tackle fuel poverty
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By 2013 we said we would... Be on target for delivering 30,000 homes by 2015 • Built 283 new family homes in Tameside and Oldham • Acquired 164 properties in new boroughs, including Stockport and Rochdale • Completed £42m investment programme in Gedling
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new family
Re-engineer our organisation to meet the challenge of the next ten years and to better deliver our vision • Welcomed new partners, including homelessness charity Threshold and Tameside Home Services • Re-organised staff to better tackle welfare reform and support neighbourhoods • Two new academies joined GAET – Silver Springs (primary) and Copley Academy (secondary)
homes built Be providing a fantastic customer experience • In 2011, achieved overall customer satisfaction of 94% - highest rating for a UK landlord of our size • Renewed our Customer Service Excellence accreditation achieving 100% across all areas • Achieved Diversity in Business Accreditation (DIBA) for the first time • Created Connect, a central customer service centre • Invested £500,000 in new technology including a Customer Relationship Management (CRM) system
Research, create and develop new business opportunities • Building Company secured more work with partners including Age UK, GM Police and Carillion • Aksa Homes became more of a community-based organisation • Aksa launched its social lettings agency, Homes for All and became partner of choice to bring empty homes in Oldham and Rochdale back into use
• Great Opportunities - tackling worklessness • Expanding/creating new external partnerships • Formed new partnerships with Tameside Radio and Tameside Reporter Explore novel financial solutions to drive our maximum value from our current and future asset base • New Charter Homes given charitable status, re-investing more money into our communities • Brought grounds maintenance services in-house – Green Charter
94% customer satisfaction achieved (STAR) 05
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GREAT Homes: From 2010-2013 we committed to… Establish new products to meet the needs of a wider range of homeseekers • Built affordable rent homes • Launched lettings agency, Homes for All, offering housing opportunities in the private rented sector • Improved Gedling’s sheltered housing • Developed first extra-care scheme in Tameside – Beatrix House
• Continued to offer support for around 137 complex families through the European Social Fund • Introduced GREAT Opportunities, with around 150 people helped back into work or training Develop a clear fuel efficiency and green home strategy • Won 'Environmental initiative of the year' (Heating & Ventilation awards 2011) for eco-heating system at Chartist House • Installed biomass heating system at Cavendish Mill and a high-tech heat pump at one of our sheltered schemes • Introduced use of innovative roof tiles, significantly reducing car fumes in the atmosphere
Support many more people to lead fruitful, independent lives • Threshold and Tameside Home Services introduced floating support and home care to a wider audience
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Build or acquire 150 new homes per year • Built 283 new homes • Acquired 164 properties • Supported 25 apprentices/training opportunities
Develop new standards of investment and repairs in consultation with our customers • Customer surveys identified investment priorities • Improved letting standard to meet customer expectations • Introduced mystery shopping by residents
Built 283 new homes
Further improve our repairs service to meet rising expectations of our customers • Local offers developed around repairs • Introduced mobile technology for operatives to improve services • Maintained 100% gas servicing record • Brought emergency Out of Hours service in-house for New Charter and Aksa Homes
Maintained
100 % gas servicing record
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GREAT Neighbourhoods: From 2010-2013 we committed to… Understanding our communities better and targeting resources accordingly • 32 neighbourhood plans created to improve Tameside communities and tackle issues such as crime, unemployment and health • Project staff at Aksa Homes reorganised to better respond to customers’ needs • Neighbourhood services at Gedling reshaped in partnership with the council and Nottinghamshire Police Refocusing and prioritising budgets to meet our vision’s aspirations • Tameside neighbourhood teams restructured to meet changing needs of communities • Brought grounds maintenance services in-house in Tameside and Oldham
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Taking every opportunity to bring in resources from outside the Group • Grants from HCA to deliver £75m investment programme for more than 700 new homes • Secured Payment-by-Results contracts to work with vulnerable families • Brought in new contracts across Greater Manchester through Threshold • New Charter Academy developed three-year partnerships with Manchester’s Royal Exchange Theatre and the Manchester United Foundation to raise aspirations of students and local communities
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Providing greater innovation in the way customers are involved in scrutiny and direction of our business and ensure greater accountability • New Charter Homes’ Tenant Management Team (TMT) became a pioneer in scrutiny work and nationally recognised as one of 10 Co-Regulatory Champions in the country
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GREAT People: From 2010-2013 we committed to… Further improving our leadership capacity • Invested £100k in management development programmes • Leadership team restructured and new directors’ team created to focus on transformational leadership • New talent management programme developed – Ingenium • Launched G Force - new in-house training course to develop stronger leaders
Providing opportunities for greater involvement and engagement • Number of apprenticeship opportunities doubled • Became lead partner for Foundations In Housing project to create more apprenticeships in the region • Launched Give & Gain scheme allocating staff two paid days to volunteer in the community • Introduced health scheme for all staff • 75 staff now trained as coaches for colleagues
£100k Invested in management development programmes
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• In 2012, 98% of staff said New Charter was ‘a GREAT place to work’
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75 staff trained as coaches
Better aligning our people to the service expectations of our customers • Introduced a Customer Experience team, providing resources to launch new websites across the Group, social media pages and digital TV service, Looking Local • Formed Connect, a customer service centre focused on single point resolution
• Re-organised Organisational Transformation department to better target resources and develop our people • Invested in a new Customer Relationship Management (CRM) system; (Service Improvement team awarded for their work)
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GREAT New Ventures:
Currently support
2000 students
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Great Academies Education Trust Since 2010, New Charter has strengthened its support of education and now sponsors three academies in its communities, from primary age through to sixth-form level. Invested £3.5m into improving education in Tameside and through our academies, we now support 2,000 students.
Community partnerships – Tameside Radio and Tameside Reporter
We value independent journalism in our communities and have formed partnerships with local media outlets so they can continue to serve residents across Tameside.
In 2011, we opened a new state-of-the-art £43m campus for New Charter Academy, which also provides facilities and adult learning for the community. We have embarked on partnerships with Manchester United Foundation and the Royal Exchange Theatre in Manchester giving students and residents unique learning opportunities whilst raising aspirations amongst our communities. We aim to expand our work in education over the coming years so it continues to be a key part of our business.
Invested £3.5m into improving education in Tameside
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Celebrating
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our work in pictures 2010-2013
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New Charter Homes: From 2010-2013 we committed to… Be delivering a new investment programme emphasising sustainability and quality of place
Formulating clear strategies for our poorest quality neighbourhoods
• Received significant funding from HCA to support the build of affordable homes
• Created 32 neighbourhood plans to improve individual communities and tackle issues such as crime, unemployment and health • Launched GREAT Opportunities to help tackle unemployment • Helped 108 people back into work and training • Set up nine work clubs in regeneration areas providing support with job seeking Retaining a high score for tenant satisfaction
• Developed Beatrix House,Tameside’s first extra-care scheme providing sustainable living for elderly residents and those with dementia
• Best ever satisfaction ratings in 2011 and 2012 - 94%
• Acquired new sheltered homes in Stockport and started £1.5m investment project
Ensuring our partnership working with other agencies is aligned with our vision
• Installed new eco-heating systems and technologies to make properties greener and reduce fuel bills
• Threshold and Tameside Home Services joined us to provide support for customers through floating support and home care services
Building a minimum of 300 new homes across Tameside and elsewhere • Built 283 new homes across Tameside and Oldham to date
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• Annual results from our Survey of Tenants and Residents (STAR) remained at one of the highest levels for a landlord of our size
• Provided homes in new areas including Uppermill and Chadderton
• Supported housing branched out into a new area, helping to tackle homelessness in Knowsley • Set up Specialist Welfare Advice Team (SWAT) to help tenants through welfare reform
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Aksa Homes: From 2010-2013 we committed to… Remain as a strong, independent specialist member of the Group
Developing a specialist BME housing support business
• Re-organised to be more of a community-focused organisation, with a new board and staff aligned to specific projects
• Help tenants integrate into the community with English classes, training and events such as International Women’s Day
• Became partner of choice for Oldham and Rochdale councils to bring empty homes back into use
• Started a project to improve housing for older people in the region • Developed a detailed profile of our tenant base
Changing our name to Aksa Homes • Re-branded to Aksa Homes in line with the other companies in the Group Buying, building or managing a further 150 new homes • Built 29 new homes in Lees, Chadderton and Uppermill • Launched our social lettings agency, Homes for All, providing greater housing options in the private sector
Further improving our performance as a landlord • Annual customer satisfaction results increased • Brought grounds maintenance service in-house - Green Charter • Consulted with tenants to develop neighbourhood plans for each area to tackle issues such as crime, unemployment and health • Run ‘Great Homes’ events to create improvement plans for repairs and maintenance
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Gedling Homes: From 2010-2013 we committed to… Be nearing completion of the initial investment programme
Be beginning to work across local authority borders
• Completion of the Gedling Tenants’ Standard £42m investment programme to improve some 3,350 homes
• Re-shaped neighbourhood management services working with the council and police
• Won Chartered Institute of Building award for the Gedling Tenants’ Standard
Key achievements
• Transformation of Moyra House sheltered scheme underway
• Gained HouseMark accreditation for work tackling antisocial behaviour • Awarded TPAS accreditation for tenant involvement • Achieved best customer satisfaction results (93%) in the 2011 Survey of Tenants and Residents (STAR) • Changed management of sheltered housing schemes to improve services • Set up Specialist Welfare Advice Team (SWAT) to help tenants through welfare reform • Introduced a new responsive repairs team with Morrison FS
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New Charter Building Company: From 2010-2013 we committed to… Generating over £15m of value to the Group
Be a much more diverse employer
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Achieved Diversity In Business Accreditation (DIBA)
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Continued to secure annual accreditation from the Royal Society of Prevention of Accidents (RoSPA) resulting in our first Gold medal in 2013
Exceeded target value
Competing successfully for new work across the North West ·
Secured work from large private and public sector clients (e.g Age UK, GM Police and Carillion)
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Won UK Installer of the Year at the InstallerLive Awards 2011
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Won over £30m of external business
The Group’s future…
Demonstrating value for money as a preferred Group partner, developing new skills to meet changing needs ·
Sustained environmental accreditation ISO1401, making our environment greener
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Maintained 100% gas servicing record
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£673,000 grant achieved for projects tackling fuel poverty
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80% of responsive repairs are now appointment based – highest in our history
Ensuring a work portfolio is developed to balance fluctuations in internal and external profiles · Now working with 22 key organisations to bring income into the Group
Click here to see the journey ahead to 2020 19
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Head office:
New Charter Housing Trust Group, Cavendish 249, Cavendish Street, Ashton-under-Lyne, OL6 7AT
Main switchboard: 0161 331 2000 Email: contact@newcharter.co.uk www.newcharter.co.uk @NewCharterGroup
2010
Resource Housing Reg. No. 2111