Corporate Plan 2010 -2020
FOREWORD You can achieve a lot in a decade. For the last ten years, we’ve transformed our business as both housing provider and maintenance contractor. Many of those challenges were set out in the transfer offer to New Charter Homes’ tenants. For a new decade, we want to set out a fresh set of objectives for our people and create expectations for our customers and partners. These don’t preclude reacting to opportunities none of us can forecast. A decade ago, no one expected a role for housing providers to sponsor Academies. So we will continue to react to the times, and can count on the support of our Boards. Achieving our growth target will depend on the endorsement of our current customers and partners to win over new friends. And despite national economic
Great
difficulties and deficits, we provide products that will remain in high demand. There’s a lot to be confident about. The New Charter Group is unrecognisable from our first steps into the millennium. This Corporate Plan aims to make us stride through the next decade - growing, greener, and greater.
Ian Munro Group Chief Executive Ged Cooney Chair, New Charter Housing Trust Limited Ian Munro and Ged Cooney
Homes Great Neighbourhoods Great People Cavendish 249, our headquarters in Ashton-under-Lyne
Nobody can know what our world will be
By 2020 we will...
like in ten years time. April 2010 saw the completion of the transfer Investment Programme for New Charter Homes, the
...be a leading social business, supporting individuals and building communities.
second full year of the programme for Gedling Homes and the twentieth anniversary of Aksa Housing Association. Now is the time to provide new impetus to our mission. Our vision is
Great Homes, Great Neighbourhoods, Great People.
...be a partner of choice for local authorities and other agencies and nationally influential. ...be financially strong, making maximum use of new and existing assets in the delivery of our vision. ...own or manage 30,000 homes. ...be striving towards carbon neutrality.
Our people understand this vision; its simplicity frames work with customers and partner agencies. Any future direction for the Group must meet this expectation.
Over the next three years we will... ...be on target to delivering 30,000 homes by 2015. ...be providing a fantastic customer experience.
30,000 Number of homes owned or managed by 2020
...re-engineer our organisation to meet the challenge of the next ten years and to better deliver our vision. ...research, create and develop new business opportunities. ...explore novel financial solutions to drive out maximum value from our current and future asset base.
Cavendish Mill, bought in 2008 and transformed
OUR VISION
Great Homes By 2020 we will...
Over the next three years we will...
...be providing homes for a range of customers. Most homes will be affordable rent, but some will provide housing solutions
...establish new products to meet the needs of a wider range of homeseekers.
for ownership and market rent. ...support many more people to lead fruitful, ...ensure all our homes are as fuel-efficient and
independent lives.
green as is affordable. ...develop a clear fuel-efficiency and green ...build new homes in places where people
home strategy.
want to live. ...build or acquire at least 150 new homes ...be supporting customers with specific needs.
per year. ...develop new standards of investment and repair in consultation with our customers.
150 New homes added in each of the next three years
...further improve our repairs services to meet rising expectations from our customers.
Roofer Geoff Shelmerdine at Palace Road in Ashton-under-Lyne.
Great Neighbourhoods By 2020 our neighbourhoods will...
Over the next three years we will...
...be vibrant places where people want to live;
...understand our communities better and
secure, clean and inspirational. ...provide strong and sustainable communities embracing diversity of tenure, lifestyle, ethnicity, gender and disability. ...engender aspiration and achievement for young people. ...be financially inclusive. ...become places where people can become
target resources accordingly. ...refocus and prioritise our budgets to meet our vision’s aspirations. ...take every opportunity to bring in resources from outside the Group. ...provide greater innovation in the way customers are involved in scrutiny and direction of our business and ensure greater accountability.
involved in the management and direction of their community.
3 Number of years to refocus our budgets Happy customers
New homes at Redesmere Close, Droylsden
Great People By 2020 our people will...
Over the next three years we will...
...be advocates for the business and live our vision, values and behaviours. ...confirm we are an employer of choice. ...continue to be well rewarded. ...be open to rapid and continual change and responsive to innovation and new ways of working.
The Sunday Times awards
...further improve our leadership capacity. ...provide opportunities for greater involvement and engagement. ...better align our people to the service expectations of our customers.
Staff across the Group join Ian Munro to mark three stars from Best Companies
MAKING IT ALL HAPPEN
Over the next three years we will... ...further embed our values and continue to
An ambitious plan needs the right framework
increase our levels of employee
and strategies to bring it to life. Our first ten
engagement.
years have helped us develop clear principles,
...re-design how we work, ensuring we are
which now underpin our plan.
improving the experience of our customers.
...our GREAT values run through everything we do; helping our people and our partners
Paul Spencer filmed for the second series of BBC's Neighbourhood Watched
see that we are an ethical, responsible and
...continue to invest in the business, ensuring new technologies help us to improve our services.
accountable business. ...further improve how we make use of our ...our philosophy of continual improvement means our approach is based on
By 2020 these principles will be...
understanding of the needs of our tenants to develop the businesses.
commitments to systems thinking, coaching, employee engagement, customer focus, performance management and leadership, ...as a social business working in a regulated sector, we maintain the highest standards of
...totally embedded across the company. ...informing all our decision-making. ...helping us to respond to rapid changes in our operating environment.
corporate social responsibility and governance; striving to ensure we meet standards way beyond the expectations of government and regulators and society.
10
Number of years we have operated
...keep working to ensure equality and diversity are at the heart of the company.
DEVELOPING OUR BUSINESS New Charter Homes Over the next ten years, our Tameside-based transfer landlord will continue to be the most
3 Inspection Stars we aim for
significant provider of affordable homes in the borough.
By 2020 New Charter Homes will be... ...continuing to invest in existing homes. ...sustaining safe and healthy communities. ...involving customers in every aspect of its work.
In the next three years New Charter Homes will...
New Charter Academy gets government go-ahead to build its new campus
...be delivering a new investment programme emphasising sustainability and quality of place. ...build a minimum of 300 new homes across Tameside and elsewhere. ...have formulated clear strategies for our poorest quality neighbourhoods.
Modern Apprentices Natalie Smith and Katie Turton pampering some of our homelesss clients
...an excellent landlord. ...retain its high score for tenant satisfaction. ...have achieved Three Star, or its equivalent,
89.3% of tenants satisfied with New Charter Homes
status following any inspection. ...ensure our partnership working with other agencies is aligned with our vision.
New Charter's Lorna LeFevre shares a joke with customer Frank Gittens
Aksa Housing Association Aksa is an integral Group member. Over the next ten years it is unlikely that the need for a specialist provider for black and minority ethnic households will be diminished.
By 2020 Aksa will...
150 Growth in Aksa homes over next three years
...be providing homes for BME communities across the North West. ...own or manage over 1,500 homes.
Over the next three years Aksa will...
...have developed new products and services within its area of expertise.
...remain a strong, independent specialist member of the Group.
...be a driving force in relation to community cohesion in the areas in which it operates. ...have achieved Three Star, or its equivalent, status following any inspection.
...have changed its name to Aksa Homes. ...buy, build or manage a further 150 new homes. ...develop a specialist BME housing support business.
1,500
Homes owned or managed by Aksa in 2020
...further improve its performance as a landlord.
Samosas and sprouts at Aksa Housing Association's East meets West celebration
Gedling Homes Over the period of this plan, Gedling Homes will have delivered its initial investment programme and will have become a well-established landlord in the East Midlands.
By 2020 Gedling Homes will...
2 Minimum Inspection Stars in next three years
...have completed its initial investment programme and be delivering reinvestment and high standards of asset management.
Over the next three years Gedling Homes will...
...build, manage or own over 4,000 homes within Gedling and beyond. ...be an excellent landlord providing quality services to high levels of tenant satisfaction. ...be a partner of choice and key delivery agent for Gedling Borough Council. ...have developed a range of products which meet the needs of a diverse clientele.
...be nearing completion of the initial investment programme. ...have been inspected and achieved a minimum of Two Stars, or its equivalent. ...be nearing completion of construction of its 50th new home. ...be beginning to work across local authority borders.
4,000
Gedling Homes’ stock by 2020
Gedling Homes’ new headquarters
New Charter Building Company NCBC remains an essential component of our successful business. A directly-employed workforce will continue to be important in ensuring our properties are maintained to the highest standards.
By 2020 NCBC will be... ...working for a range of clients in diverse markets providing high quality building maintenance, refurbishment and
Energy efficient detailing at Loweswater Close, Ashton-under-Lyne
improvement services. ...returning significant rates of return for the benefit of the Group. ...continuing to develop staff and expertise in
Over the next three years NCBC will... ...generate over ÂŁ15m. of value to the Group.
cutting-edge building technologies. ...compete successfully for new work across the North West. ...keep demonstrating value for money as a preferred Group partner, developing new skills to meet changing needs. ...ensure a work portfolio is developed to balance fluctuations in internal and external profiles. ...be a much more diverse employer.
Joiner Dave Miller has not missed a day's work for 30 years
New Charter Housing Trust Group Cavendish 249, Cavendish Street, Ashton-under-Lyne,
OL6 7AT
T 0161 331 2000 F 0161 331 2001 E contact@newcharter.co.uk
Please recycle after use Front: Welfare benefits advisor Kay Hargreaves enjoys the moment with Gedling Homes customer Patricia Roper
Issued August 2010 by New Charter Housing Trust Limited, a company Limited by Guarantee, registered in England and Wales, company number 3807262; registered office: Cavendish 249, Cavendish Street, Ashton-under-Lyne, OL6 7AT
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