Corporate Plan 2014-18

Severnside Housing CORPORATE PLAN 2014–2018

Excellent homes in thriving communities

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This Corporate Plan establishes a strong framework for Severnside and its subsidiaries to ensure their continued strength and development as we strive to address both the needs and aspirations of our customers, communities and stakeholders.

Whilst our values and primary objectives remain unchanged, ensuring both continuity and solid foundations from which to grow, this Plan responds to the: Fundamental shift in the economic operating environment Severnside’s increasing financial capacity Ambitions of subsidiaries Financial challenges that Welfare Reform imposes Political uncertainty.

Severnside Housing

The 2014–18 Corporate Plan Explains Severnside’s purpose and ethos through our vision, ambition and values.

Sets out what we want to achieve through the strategic objectives.

Enables Severnside to identify and further develop the partnerships and alliances needed to deliver community and business priorities.

Responds to changes being introduced through key national policy decisions and the continued economic recession.

Builds on the achievements and learning to date.

Enables us to plan our resources to deliver customer and business priorities.

Captures the commitment of Severnside and its subsidiary companies to our customers, their homes and our communities.

Ensures that every part of Severnside, our partners and stakeholders have a shared understanding of what we want to achieve and how we want to do it.

Corporate Plan 2014–18

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Our Values

Our Achievements

Integrity We will be honest, truthful and trustworthy with customers, partners and staff.

The period since the last Corporate Plan has seen Severnside take significant strides forward:

Accountable We will be open, transparent and responsible in and for all our actions.

successfully establishing a group structure

Fair We will act in an ethical manner, embracing and celebrating diversity and ensuring probity.

establishing a thriving market rent portfolio

attracting further financial investment of £¢£35m into the business reducing rent arrears to 0.6% acquiring our offices, and

Respectful We will treat customers, partners and staff with care and respect.

continued development of our digital inclusion and learning and skills programmes.

Effective We will deliver creative and innovative solutions.

These achievements have been recognised both nationally and locally with Severnside achieving a 4 star EFQM rating and British Safety Council rating, AWEC becoming CHAS accredited and a Stonewall Award for the most improved employer. In addition, the Digital Den and Learning Programme won the NHF Regional Community Impact Award and the Mayor of Shrewsbury’s Community Award.

Partnership We will work with customers and partners in a professional, efficient and supportive way to achieve our objectives.

Severnside Housing

Our Objectives Severnside’s corporate objectives for 2014–18 remain:

Customers Providing excellent customer service.

Communities Contributing to the development of sustainable, thriving communities.

Business Financially strong with knowledgeable, commercial and caring staff.

Growth The establishment of our group of local charities and businesses, working together and sharing knowledge and skills, was a major development for Severnside—one that is proving to be both fruitful and profitable, with AWE (electrical company) exceeding its first year targets.

The steady investment to develop a high quality, strategically located market rent portfolio has resulted in a commercially managed collection of properties which enjoy first class management and repairs services and are in sustainable and desirable locations across Shropshire and Telford. These homes are attracting families and professionals who appreciate the peace of mind of renting from an established, accountable landlord.

The additional income stream derived from market renting is supporting a growing development programme of new homes which will accelerate during 2014–18 as a result of ££35m of investment from Canada Life.

Severnside has partnered with Housing Plus and Stafford and Rural Homes to establish a new development consortium, S3, operating across Staffordshire and Shropshire, as a vehicle to develop understanding of the particular issues of our more rural communities and to attract additional public resources to support the development of new affordable homes.

Skills and Learning The award of Investors in People Gold in January 2012 perfectly demonstrates Severnside’s commitment and investment in its staff.

As a major employer in the county, we believe that we have both the skills and responsibility to support and encourage our residents and local young people to learn new skills.

Within the group and with the support of partners, we are providing six apprenticeships and six work placements—essential to give young people the necessary experience and skills to be able to start their working lives.

Corporate Plan 2014–18

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Our Learning Programme is in its fourth year and has grown to include a range of accredited courses that count towards Job Seekers Allowance. More than 450 people have been involved, met new friends and learned new skills.

The Digital Den and the hubs are also a key element in helping residents to learn and access online services, prepare CVs, research and apply for jobs. It provides the equivalent of £2,000 worth of hours of free digital training every year.

Partnerships Severnside works closely with a large group of partners and we believe these relationships are mutually beneficial. Some of these partnerships are long-standing – unITe, SUSTAIN, the Prince’s Trust, Shropshire Council and some are a little more recent – Social Telecoms at the Digital Den, the S3 development consortium; all ensure that we are able to achieve more for our customers and communities and are critical to the delivery of the objectives in this Corporate Plan.

Severnside Housing

Customers Severnside is fortunate to have very many customers who generously give up their time to help the business: Resident Senate — work directly with our Board ensuring residents influence how we plan and deliver services.

Customer Panel — work to improve the way our services are delivered, looking at new projects and how these affect the lives of our residents.

Resident Inspectors — test and inspect existing services and delivery standards using a variety of measures. These may include mystery shopping and satisfaction surveys.

Asset Management Tenant Involvement Group (AMTIG) — review tenders and specifications for our services.

Grounds Maintenance Inspectors — inspect and assess grounds maintenance services delivered in their local area.

Equality and Diversity Group — ensure we tailor our services to meet our diverse customer needs.

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Our Vision Excellent homes in thriving communities

Our Ambition To provide and maintain excellent homes, create opportunities and offer a range of services to build thriving local communities

Corporate Plan 2014–18

Objective 1 — Customers 8

Aim

High Level Measure

Supporting Measures

Date

Evidence

All customers’ needs and aspirations are fully reflected in our services and priorities

2015/16

Housemark

results STAR

survey results KPIs

and Housemark Empathy

Morgan

& Lambert ORS

STAR

survey Complaints/

compliments Housemark

KPIs

Programme

delivery Resident

inspectors SAP

ratings

(1) To deliver the excellent services customers want

Satisfaction with Severnside’s services achieves top quartile performance (Housemark) and overall satisfaction levels achieve 85% (STAR survey)

(2) To provide well maintained homes

Severnside Repairs

are completed in continues to meet a timely and professional its Home Standard manner and to the customers’ satisfaction Local Offer including

publish and deliver a ongoing compliance We programme of improvements with the Decent to customers’ homes with Homes Standard which they are happy Deliver

the Affordable Warmth Strategy The

lettable standard for all tenure types is achieved

2014/15 (quarterly review)

To encourage and support customers to influence customer facing policies, strategies and service delivery

2014/15 Quarterly As above

(3) To strengthen customer involvement and communication

Severnside Housing

The

number of actively involved customers has increased to 5% and is representative of our communities. The range of communication methods is developed to meet the needs of varied and diverse customers The

Senate is confidently reviewing performance, shaping policy and assisting the Board Data

warehouse is used to identify and influence priorities and resource allocation

2014/15

2014/15 2014/15

2015/16

2014/15

STAR

survey ASTAR

register CSP

Senate

Resident

inspectors Pillar

and Tenants’ Handbook Use

of communication methods Number

of green papers to Board Data

Warehouse influences 25% strategic decisions

Aim (4) To support the most vulnerable and isolated in our neighbourhoods

High Level Measure

Supporting Measures

Supported Emergency

(out of hours) Housing Services services meet targets and are are delivered cost effective, ensuring staff with care and and customers receive the compassion and are help they need promptly economically viable Severnside

supports the initiatives of partners to help the families most in need of assistance in our communities Suitable

accommodation or adaptations are provided through close working with the support agencies SUSTAIN

contract re-tender and/or develop an alternative delivery solution for our customers As the elderly population of Shropshire increases, develop a strategy that identifies the needs of our customers and opportunities and explores closer partnership Effective

provision and Customers

(5) To help signposting to a range of with debts are customers to money advice services given advice manage their Customers

are helped to claim and support to finances and appropriate benefits prioritise and to understand Support

and advice is given reduce debt and plan for regarding bank account Provide

the impact of options appropriate and Welfare Reform Assists

customers to access timely support services of a Credit Union and advice to our

into work advice customers on the Provide Identify

which customers will welfare reform be affected by Welfare Reform changes that Under-occupation

measured affect them based on requirement to move Introduce

and actual moves aiming for measures to 50% moves achieved in year counteract the impact of direct payments on the business Reduce

under occupation for those customers who need / want to move

Date 2014/15 Quarterly

2014/15 Quarterly Ongoing

Evidence Contract

KPIs Housemark

KPIs

County

Disabled Facilities Group STAR

survey Housing

Older People Strategy

2014/15

2014/15

2014/18 2014/18 2014/18 2014/18 2014/18 2015/16 2015/16

KPIs

Team

& Contract performance Board

reports Value

of added benefits claimed 50 bank accounts opened by March ’15 50 referrals made to Credit Union by March 15 80%

of referred customers successfully advised

Corporate Plan 2014–18

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Objective 2 — Communities 10

Aim (1) To encourage and develop greater individual and community responsibility

(2) To develop training, skills and employment opportunities for Severnside customers

High Level Measure The NiSA programme has been rolled out to an additional 20 communities and is making a demonstrable positive impact on those communities

Work with local schools, colleges and other partners to create, provide and facilitate learning opportunities, volunteering, work placements and apprenticeships To support and develop the Digital and Digital Inclusion initiatives

Severnside Housing

Supporting Measures

Date

Evidence

Reports

on ASB reduce on our estates where NiSAs are in place Statistics

evidence a reduction in reported crime in NiSA areas Either

5 Neighbourhood Forums/Groups or armchair residents are identified for their area annually. Estates are attractive, tidy and appealing Data

Warehouse is populated and used to inform service priorities and evidence impact of NiSAs With

partners, an annual programme of community activities has resulted in greater community participation and cohesion Local

events are lively and residents are engaged in organising and attend Severnside

to host or support 5 new apprenticeships per annum The

Learning Programme delivers a range of courses to 300+ people each year Participate

in one Princes’ Trust programme per annum Work

placements and volunteering opportunities increase to 30 per annum

March ’15 Quarterly reports March ’15

NiSA

outputs KPIs

Complaints

data ASB

reports Estate

walkabouts Resident

inspectors Voids/

hard to let performance KPIs Event

feedback forms

Open

a second Digital Den Develop

a digital inclusion strategy for Severnside customers Promote

the Digital Den concept to other landlords Digital

Den achieves its strategic targets

2014/15 2014/15

2014/18

2014/18

March ’15

2014/18 2014/18 2014/18 2014/18 2014/18

2014/18 2014/18

5 Number of apprentices KPIs

Programme

feedback 30 work placements etc per annum 90%

of customers take up 100

Digital Den training hours delivered New

Den opened in 2014/15 Promote

to 12 landlords per annum

Aim

High Level Measure

To deliver the (3) To ensure that we operate Environmental in a manner that Strategy respects our To develop environment and deliver a and reflects Corporate Social Severnside’s Responsibility values Strategy To adhere to our Ethical Borrowing and Investment Policy Statement

(4) To develop health and wellbeing initiatives that benefit local communities and staff

Supporting Measures Maximise

energy efficiency SAP

ratings in housing stock to improve to an average of 75 Reduce

premises water consumption by 50% from 5712m3 to 2856m3 Reduce

waste to landfill from 300 tonnes per annum to under 100 tonnes per annum Reduce

carbon footprint from 1620 tonnes CO2e in 2009/10 to 1387 tonnes CO2e Ensure

that the CSR Strategy reflects Severnside’s responsibilities under the Public Services (Social Values Act) 2012

To develop and deliver an To collaborate action plan that promotes with appropriate a healthy organisation with agencies to tangible reductions in short promote health term sickness absence and wellbeing in External

health and wellbeing our communities project agreed and delivered and be a healthy organisation for staff

Date 2014/18 2014/18 2014/18 2014/18

Evidence Annual

progress report to Board re Environmental Strategy Action Plan delivery Annual

Report to the Board

2014/18 2014/18

2014/18

2015/16

Reduction

in sickness absence (detailed in People Strategy 2014–2017) Pulse

Surveys Evaluation

forms for customers

Corporate Plan 2014–18

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Objective 3 — Business 12

Aim (1) To maximise income

(2) To deliver high quality business performance

(3) To develop and acquire more homes

High Level Measure

Supporting Measures

Severnside Severnside’s

Charitable develops alternative Foundation attracts additional income streams grant funding of £100,000 Andy

Walters Electrical delivers profit forecasts in their Business Plan Andy

Walters Contractors achieves the forecast VAT and unit rate savings in the Business Plan Sell

central services to private clients

Date

Evidence

March ’18

Funding

achieved

2014/18

Quarterly

Management accounts Quarterly

Management accounts

2014/18

2015/16

Rent arrears achieve top quartile performance

RIEN and Housemark membership/ 2014/15 benchmarking Quarterly

When inter-Group services and financial controls operate in an effective and timely manner

Review

of costs and benefits of current pension arrangements All financial covenants are achieved Achieve

annual 2% efficiency savings that are reinvested in line with business priorities Delivery

of the IT Strategy ensuring robust IT contingency plans Maintain

British Safety Council’s Accreditation (4 star) in Severnside and ensure health and safety arrangements across the group are appropriate

Development Additional

private finance Programme sourced to fund development (2014–18) provides programme 347 new homes on Viability

of HCA funding time and to cost. considered and approved by Board Forward

programme of development units established Market

rent portfolio increased by 100 units by 2018 (and effectively cross subsidising the provision of social housing) To build homes for outright sale Extend

geographical coverage of market rent portfolio to reflect emerging employment

Severnside Housing

March ’14 Annually Annually March ’18 BSC Nov ’14

June ’14 April ’14 2014/18 2014/18

2014/18 2014/18

Housemark

KPIs

Group

pension plan agreed Management

accounts KPIs

BSC

accreditation Efficiency

savings achieved (annual accounts efficiency register) VFM

register Clearview

monitoring and Business Review Funding

secured Reports

to Board Management

accounts Year

end report Quarterly

development update Development

Strategy and Quarterly development update

Aim (4) To ensure excellent governance

(5) To have skilled, motivated staff who are engaged with our business and customers

(6) To positively promote all members of the Severnside Group

High Level Measure

Supporting Measures

When the Group structure operates effectively and achieves individual and shared objectives

All statutory regulatory and registration responsibilities are complied with Training

and support is provided to all Board Directors and Charitable Trustees to ensure they have the necessary skills to meet the needs of the business The

Resident Senate is confident and effective in its interaction with Severnside Board When

a Board succession plan has been developed for key positions, i.e. Chair Revision

of IPR process Training Development

of Corporate programmes give Training Plan staff the opportunity Bi-annual

staff survey to improve and Refreshed

induction process learn skills which When

staff sickness levels have contribute to the reduced by 15% delivery of the

pros and cons of a flexible corporate objectives The benefits package have been whilst developing fully explored the individual When

an Executive Team succession plan has been developed Achieve positive media and communications with stakeholders, customers and the public about Severnside and other group members’ activities

Undertake

a stakeholder survey 4 press releases per month Effective

and timely use of social media Refresh

tenant newsletter format Ensure

all vans carry duel logos (AWEC and Severnside) New

AWE website Link

all group members’ websites Annual

stakeholder events that achieve demonstrable benefits Influence

local, regional and national policy development Regional

Forum membership Conference

attendance by Executive Team and Board Directors

Date 2014/15 & each year April ’15

Evidence HCA

judgements Training

plan delivered IPRs

Green

papers to the Board

Annual review April ’15 June ’14 Sept ’14 Sept ’14 July ’14 March ’15 Dec ’14 Dec ’14

Training

feedback Staff

survey IPRs

KPIs

When

a decision has been made about implementing benefits to aid recruitment and retention

Survey

complete and action plan developed KPIs

August ’14 Quarterly marketing report/ KPIs April ’15 Stakeholder

event feedback Jan ’14 NHF/CIH

Oct ’14 July ’14 Quarterly Quarterly

July ’14 2014/18 Ongoing Ongoing

Corporate Plan 2014–18

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Aim

High Level Measure

(7) To Reduce

costs demonstrate Utilise

the and Group structure continuously effectively improve value Actively

manage for money our assets

(8) To grow the business of the Group

Explore

financial and operational viability of JVCs, i.e. gas Grow

group structure to include additional local business partners of Severnside, i.e. decorators Explore

merger opportunities Acquire

stock from other RSLs Cleaning

business launched successfully

Severnside Housing

Supporting Measures

Date

Deliver

Group Tax Strategy Severnside

Charitable conversion Profit

sharing from commercial subsidiaries Active

asset management to include review of garage and shop viability VFM

Action Plan delivery Achieve

year on year efficiency targets Achieve

procurement savings of ÂŁ50k per annum Sharing

services with partners

2014/15 2018

April

proposal to Board on gas JVC

2014/15

Explore

and promote opportunities

2014/18

Explore

and promote opportunities Explore

and promote opportunities Explore

and promote opportunities

2014/18

Annually As required 2014/15 2014/18 2014/18 2014/18

2014/18 April ’15

Evidence Management

accounts As per Tax Strategy Via budget setting Quarterly

review

by Board Management

Accounts Management

Accounts Management

Accounts Board minutes

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Severnside Community Association LH4325. A company limited by guarantee.

Company No. 04025816.

Severnside Housing

Corporate Plan 2014–18

If you would like more detailed information about Severnside and its corporate objectives, please contact: Sarah Boden, Chief Executive 01743 285040 sarah.boden@severnsidehousing.co.uk This document is also available in:

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Severnside Housing provides a telephone interpreting service for more than 150 languages and can provide this document in a range of formats.

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Severnside Housing Brassey Road Shrewsbury SY3 7FA

01743 285000

www.severnsidehousing.co.uk

severnsidehousing

@severnsideha