CityWest Homes Strategy 2018 – 2022

It’s two years since I launched CityWest Homes’ five year strategy and I’m very proud to share our progress and set out new priorities to take us to 2022.2017 brought highs and lows for social housing providers and CityWest Homes. Our strategy has been updated to reflect some new priorities that have emerged. However, my focus remains achieving CityWest Homes’ vision:

‘ To be trusted and recommended by our customers in Westminster, based on our reputation for quality, value and service.’

Much of the strategy and direction remains unchanged and the strategic objectives set in 2015 remain valid and relevant. This updated strategy to 2022 includes new targets in the following areas which complement and strengthen our previous strategy:

• Getting the basics right

• Fire safety

• Digitalising services

• Data and performance

• Strengthening communications

• New housing supply

• Culture and supporting our people.

Getting the basics right In 2017 we made a number of changes to the way we deliver our services, including launching a new contact centre and letting new repairs contracts. As with any change, we have met challenges. We take the quality of our services very seriously and are working hard to get those services working effectively for our customers.

Our new service model is designed to improve the consistency of service delivered to customers whilst freeing housing management staff to spend more time in the community, visiting residents and managing estates – creating healthy, safe and thriving communities.

Fire safety The tragic fire at Grenfell Tower carries implications for all housing providers and the full impact will take time to emerge. However rather than wait for regulations, CityWest Homes and Westminster City Council have worked together to decide what is the right thing to do to improve fire safety for our residents. We have a programme of works to improve safety levels and we will respond swiftly to any new requirements that come out of the Grenfell Inquiry.

Foreword from our Chief Executive, Jonathan Cowie

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Digitalising services Our plans to make better use of technology touch everything that we do. They include providing secure services online for customers, providing our people with technology to do their jobs more effectively and using smart technology in the home to support our customers and improve the reliability of our building services such as lifts and boilers. In 2017 we updated our website to provide better information and in 2018 we will introduce secure online services that will allow customers to check and manage their own account, as well as report repairs and apply for permits and facilities at any time.

Data and performance All businesses demand a greater level of data to run effectively and we are no exception. We will capture data as we deliver services but we will also protect the legal rights of people who have information stored about them and ensure our systems comply with data protection requirements.

Strengthening communications We have made changes to how we deliver services and will provide customers with regular open and honest communications on service levels, including up to date transparent information on our website.

New housing supply The Leader of the Council has set out a new approach to providing affordable housing in the city and we are very pleased to play our part in that work.

Culture and supporting our peopleWe need good people to deliver high quality services and so supporting and motivating our people is essential for the success of our strategy. We have added a range of ways to help our people perform well and maintain trust.

We have achieved much since setting out the strategy in 2015. Over the next five years we will continue to challenge ourselves with this demanding set of updated objectives which will be incredibly stretching for us. However, I believe that the benefits for our customers and stakeholder will be significant.

I look forward to working jointly with residents to shape the services that matter most.

Jonathan Cowie Chief Executive

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Our mission: We believe that providing good quality affordable housing has a profound influence on people’s lives, aspirations and achievements. We aim to provide high quality homes in safe attractive neighbourhoods and to support our residents. We capture this purpose in our mission:

Our vision to 2022:We will focus on driving up service quality whilst reducing costs by becoming more efficient and cutting out waste and processes that do not add value. We will demonstrate our progress towards achieving the vision through a set of targets against which we will be held to account. Our vision to 2022 is:

Creating places where people are

proud to live.

This document sets out our mission, vision and strategy to 2022 and specifies the strategic objectives that will ensure we achieve the vision. Everything we do is underpinned by our values, which remain alive and relevant to the business.

Together these elements combine to provide us with clarity of purpose and a coherent framework within which to work.

’ To be trusted and recommended by our customers in Westminster, based on our reputation for quality, value and service.’

Our values: We introduced our values in 2009 and we believe they have stood the test of time. They are an integral part of our human resources processes and used to recruit and reward our people. As we deliver the strategy we will refocus our people on the following five values to ensure they are reflected in everything we do:

• All about our customers

• A great and safe place to work

• Responsible with money

• Finding better ways

• Keeping our promises.

Our strategic framework

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Our five strategic objectives: We have set out five strategic objectives, each with a set of actions and measures so that we can track our progress over the next five years. Each objective focuses on new proposals and initiatives which will help to ensure we continually improve.

Our servicesProviding services that meet

our customers’ changing needs making it easier

to achieve swift and effective outcomes.

PlacesDelivering a sustainable

long term investment plan for land and property.

CommunitiesCreating and supporting

healthy, safe and economically

active communities.

PeopleAttracting and developing

talented people to deliver the strategy.

PerformanceA more commercially

focussed, performance driven organisation.

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Since 2015, we have:

1. Established new arrangements for resident involvement in services and now have effective area panels and a residents’ council

2. Established new specialist roles and responsibilities and simplified how customers contact us and created a multichannel contact centre

3. Continued to provide face to face services locally and offered greater support to vulnerable tenants through tenancy reviews

4. Redefined our service standards with tenants and lessees and published them so that customers know what they can expect from us

5. Supported tenants through changing housing legislation and welfare reforms, providing advice and positive assistance

6. Provided mobile working technology to enable staff to work at any location to resolve queries faster

7. Let new contracts for all of our repairs services

8. Let new contracts to streamline the delivery of major works and make the management of works cheaper and more efficient

9. Published a rolling five year major works programme and made it available to residents at block level on our website

10. Developed our asset strategy capability so that we provide the Council with expert advice and guidance on business planning, asset strategy and property investment decisions

11. Disposed of poorly performing empty homes and replaced them with new housing supply

12. Supported people to sustain their tenancies and prevented them becoming homeless

13. Helped our residents to find work through signposting and new employment initiatives

Achievements since we launched our strategy in 2015

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14. Enhanced homes and services to have a positive impact on the health of our residents

15. Supported young people to make sustainable changes to their lives through youth activities, sport, training, and employment opportunities

16. Redesigned our offices to consistent standards and created vibrant workspaces that facilitate collaborative working

17. Established apprenticeship schemes with our suppliers and provided employment opportunities wherever we could

18. Invested in a leadership development programme with positive outcomes

19. Met annual savings targets set by the Council

20. Reviewed our office portfolio and accommodation needs, in the light of the new service delivery model, and reduced our office portfolio as a result.

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This means:1. Continuingtoofferservicesbyphone

andfacetofaceandintroducingonlineservices,toincreasechoice

2.Makingbetteruseofcomplaintsandcustomersatisfactiondatatofocusserviceimprovementswheretheyaremostneededandincreasingconsistencyinsatisfactionacrossservices

3. OfferingarangeoftenancyandtenuretypestobettermeettheneedsofresidentsandtosupporttheambitionsoftheCouncil

4. ProvidingbetterandmorevariedopportunitiesforresidentstobeinvolvedininfluencingCWHactivities

5. Offeringhomeownershipservices toexistingleaseholdersandfirst timebuyers

6. Communicatingwithourcustomerstobuildtrustandensuretheycanmakeinformedchoicesaboutourservices.

To achieve this we will:• Introduce new systems to manage customer

requests and information better so that we can provide improved customer experiences

• Collect and analyse data on service volumes to manage demand effectively and provide high quality customer services

• Continue to provide face to face services locally and offer greater support to vulnerable tenants

• Provide a full range of online services for tenants and leaseholders to use quickly and easily, anywhere at any time

• Offer access to our online services at our local offices and provide help and support to customers wishing to use them

• Devise a new set of customer satisfaction measures which allow us to compare our performance with leading service providers

• Use complaints and customer feedback to identify issues more quickly and provide faster resolution

• Work collaboratively with the Council to implement tenancy management changes and develop new housing products in response to new legislation and the Council’s housing strategy

• Support the Council in managing a range of affordable homes to give more affordable choice for residents with different income levels

• Seek opportunities to manage stock for the Council both in and out of borough, at both affordable and social rents

• Support residents associations to represent their communities effectively

• Provide opportunities to engage digitally

Resolve 75% of calls to our

customer service centre on first

contact by June 2019

Our Services Providing services that meet our customers’ changing needs, making it easier to achieve swift and effective outcomes

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• Offer trusted professional sales, lettings and associated services to our leaseholders and other customers, through our estate agency CityWest Residential, and generate a source of income to support community services in Westminster

• Provide access to low cost home ownership and homes at affordable rent through our Home Ownership Westminster service

• Put in place an annual proactive communications plan, utilising a range of media platforms to inform customers and actively manage our profile.

How we will measure success:• 85% of tenants and 70% of leaseholders

saying we are easy to do business with by 2020

• Resolve 75% of calls our customer service centre on first contact by June 2019

• A minimum of 500 pro-active tenancy reviews conducted per year, targeted at our most vulnerable tenants

• A basic suite of secure online services available to all customers, including at sign-up of new tenants during 2018

• At least 90% of services to be available online, with an ambition to achieve 40% of all customer contacts to be online via self-service by the end of 2019

• Achieve 77% satisfaction with complaints handling by March 2022 and from then onwards meet all future targets agreed with the Council

• Institute of Customer Service certification applied for by 2019, and certification achieved, putting us into the top 20% of service organisations in the UK by 2020

• Increased consistency in satisfaction across services, with no service scoring less than 70% in post-service surveys, or annual survey if no other measure available by 2020

• Meet all targets set by the Council for tenancy management changes and the introduction of new housing products

• Fewer than 5% of tenants and 15% of leaseholders to be dissatisfied with opportunities for resident involvement by 2020

• Maintain membership levels of our four Resident Area Panels and the Residents Council at c.50 residents and ensure membership reflects our customer demographics

• Maintain customer satisfaction with estate agency services in the top 10% nationally (as scored by external Rateragent)

• Achieve 85% of all intermediate housing completions generated by the Home Ownership Westminster (HOW) service within Westminster

• Communicate with residents in line with our communications strategy and its objectives

• Annual incremental improvement in resident satisfaction with keeping informed about things that might affect you from 2017 baseline of 81% (tenants) and 64% (leaseholders).

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This means:1. SupportingtheCounciltomaintainits

30yearbusinessplanforassetstrategyandregenerationtoprovideclarityonthelongterminvestmentneedsoftheexistingandfuturehousingstock

2. Publishingarollingfiveyearmajorworksprogrammeanddeliveringtheagreedprogrammeto2022

3. SupportingtheCounciltodeliverarangeofhighqualitynewandreplacementproperties,includingover1,000newhomesofmixedtenuretypesby2020

4. Providingbuildingmaintenanceservicesinawaythatmeetsourcustomers’needs

5. Workingwithourleaseholderstoprovideclarityonthefutureinvestmentneedsofleaseholdproperties

6. AssistingtheCounciltoensure thathomeswemanagemeet modernstandards.

To achieve it we will: • Review stock condition on a regular basis,

capturing known liabilities and seeking to maximise value within the Housing Revenue Account’s (HRA) funding limits

• Develop an asset management strategy to support the HRA business planning process

• Create estate-wide plans for every neighbourhood to inform the 30 year business plan

• Further develop and maintain professional teams capable of delivering our major works and development programmes, meeting or exceeding quality and value-for-money targets

• Dispose of poor performing empty homes and assets and use the proceeds to invest in new housing supply

• Support the Council with initiatives to increase the supply of temporary accommodation to help meet demand

• Provide realistic options for leaseholders when consulting on major works to increase their say in managing and maintaining their properties

• Provide a leaseholder cost calculator, with the ability to estimate personal liabilities for major works

• Work with the Council to review older people’s housing to ensure it meets future needs

• Invest £12million to tackle damp and cold and reduce disrepair claims

• Maintain compliance with and where possible exceed the Decent Homes Standard

• Deliver effective fire safety protection across the housing stock, and plan for future legislation ensuring compliance with new and existing requirements

• Manage a range of development projects from small infill sites to estate regeneration

Achieve 88% tenant satisfaction with the quality of our homes by 2020

Places Delivering a sustainable long term investment plan for land and property

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• Deliver repairs services that are easy for customers to use, providing value for money and a reliable service

• Carry out regular planned preventative maintenance so that the building infrastructure works well, avoiding breakdowns and unscheduled repairs

• Introduce smart technology to maintenance and repair regimes for building services to forecast requirements

• Install technology and billing systems to comply with Heat Metering Regulations so that residents pay for the energy they use and to help residents save energy and reduce their bills.

How we will measure success:• Balanced Housing Revenue Account

business plan

• Create 10 estate-wide plans each year, from 2017- 2022

• Achieve ISO55001 by 2020 (the international standard for an effective asset management system)

• Achieve 86% tenant satisfaction and 70% leaseholder satisfaction on completion of major works, with no scheme scoring less than 70% by 2020

• Achieve good Value For Money (VFM) performance as measured against industry standards for major works delivery

• Achieve the annual targets set by WCC for new and replacement homes

• Repairs services meeting agreed contract key performance indicators

• Planned preventative maintenance programmes resulting in reduced responsive repairs

• All building related statutory and regulatory requirements monitored and met

• Major works cost calculator available to all leaseholders

• Achieve 75% leaseholder satisfaction with major works consultation by 2020

• Reduce CWH internal project management fees for delivering major works to an average of less than 12% per project for new term partnering contracts

• Meet all targets set for CWH by the Council for the review of older people’s housing

• Achieve 88% tenant satisfaction with the quality of our homes by 2020

• £12 million spent by 2020 on reducing condensation in 5,800 homes

• Deliver our existing fire safety programme, and build in any new requirements as agreed with the Council

• Compliance with building safety requirements to improve fire safety standards

• Achieve the requirements for our business to be regulated by the Royal Institution of Chartered Surveyors by 2018

• Smart technology installed where appropriate across all lifts, boilers and communal lighting by 2020

• Residents paying for the energy they use for heat and hot water wherever possible, in accordance with Heat Metering Regulations with evidence of some reducing their energy bills.

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To achieve it we will: • Support tenants through welfare reforms by

providing information, advice and help to develop the skills needed to manage their money, pay their rent and stay out of debt

• Work with the Council and other partners to ensure staff understand the range of services available to vulnerable people and are able to offer broader support to customers

• Set out the support available to vulnerable people, incorporating flexible tenancy reviews

• Support the Council to achieve its City for All ambition for employment through new initiatives agreed with the Council, funded outside of our core services

• Work in partnership with the Council, police and others to tackle tenancy fraud, and the root causes of crime and antisocial behaviour using all of the tools and remedies available

• Work with broadband suppliers to increase broadbrand access for residents

• Offer residents opportunities to learn digital skills in our community halls and facilities

• Review the impact of short term lets across the housing stock and develop new tools to prevent illegal short term subletting and to tackle associated antisocial behaviour

• Use all of the tools available to ensure leaseholders comply with their fire safety responsibilities

• Improve our records of who lives in our homes

• Support older people to live independently in their own homes for longer

• Provide positive interventions for tenants at risk of poor health and work with them to improve their homes

This means:1.Supportingtenantstosustain

theirtenanciesandpreventthem becominghomeless

2.Helpingourresidentstofind workthroughsignpostingandnewemploymentinitiativesfundedoutsideofourcoreservices

3.Improvingthesafetyofour neighbourhoodsforresidents, staffandvisitors

4.Providinghomesandserviceswhichhaveapositiveimpactonthehealth ofourresidents

5.Workinginpartnershiptobuildthriving,cohesivecommunities.

Communities Creating and supporting healthy, safe and economically active communities

Undertake a minimum of 500

proactive tenancy reviews a year*

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• Support young people to make sustainable changes to their lives, through working with partners to provide youth activities, sport, training and employment opportunities

• Work with residents to develop, implement and enforce local community standards which encourage residents to be good neighbours

• Recognise the heritage of our estates and build pride in our communities

• Provide affordable space for community activities by upgrading our community halls

• Provide mentoring and employability support services to young people (at schools and colleges and youthclubs) delivered through partnerships with term contractors

• Develop our social impact reporting scorecard to cover all of our community strategic objectives and provide a coherent view of the ‘social responsibility’ work we do

• Maintain an additional income stream to fund our programme of non-core community services

• Engage with residents on our plans to improve building safety.

How we will measure success:• Rent collection targets met and upper quartile

performance achieved for minimising evictions

• Provide annual training to our front line staff on an annual basis on the services available to vulnerable people

• Undertake a minimum of 500 proactive tenancy reviews a year - targeted at helping our most vulnerable residents*

• Target and help a minimum of 100 residents per year towards employment

• Achieve 88% satisfaction with anti-social behaviour case handling from closed case surveys by 2020

• 90% of tenants and 85% of leaseholders to agree that our neighbourhoods feel safe by 2020

• Incremental improvement in resident confidence in fire safety of housing from 2018 baseline to target (to be set after baselining in 2018 survey)

• Evidence that new Council policies on enforcement of leaseholder fire safety responsibilities are complied with

• 30% of homes having access to superfast fibre optic broadband by 2019

• 100 positive housing interventions every year specifically designed to improve the health of tenants

• Fewer than 10% of tenants reporting that their home has a negative impact on their health by 2020

• Achieve and maintain 90% customer satisfaction with the neighbourhood as a place to live

• Creation of a living archive about the people who created and lived in our communities by 2020

• Increase revenue from community halls by 5% year on year

• Social impact scorecard performance available on our website.

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This means:1.Developingpeopleateverylevel

toperformtotheirfullpotentialto deliverthestrategyinaconstantlychangingenvironment

2.Creatinganaspirationalcorporatebrandthatinspires,attracts,rewardsandretainsthebestpeople

3.Developingacultureofperformanceandaccountability

4.Anewstrategicapproachtotalentmanagementandinspirational leadershipwhichvaluestherange ofskillsandtalentsofourpeople anddevelopsthemtoachieve outstandingperformance

5.Investingintechnologytoenableourpeopletoadoptsmarter,moreflexibleworking,increasingproductivitywhileenhancingworklifebalance

6. InspiringourpeopletodeliverCityWestHomes’socialresponsibilities.

To achieve it we will:• Create efficient recruitment processes that

attract and select people who meet our values to reduce turnover

• Provide tailored induction and training to all of our people to give consistent services and great customer experiences

• Provide a welcoming supportive on-boarding experience to all new people

• Develop a new learning and development strategy and undertake a skills audit to identify gaps

• Support our people to achieve professional qualifications

• Involve our people in developing and delivering our vision and strategy so that all of our people are committed to our mission

• Support our people through change to maintain their health and wellbeing

• Value our diverse workforce and ensure all of our people are encouraged to access opportunities for development and progression

• Develop a gender pay gap action plan aimed at specific areas of the business

• Provide opportunities for our people to develop their skills and provide clear career paths to inspire and retain them within CityWest Homes wherever possible

• Provide a supportive environment, including coaching, mentoring and development opportunities to enable our people to thrive

• Reward great performance so that our people are motivated to produce great results

• Create staff networks across all departments, to develop employee owned solutions to organisational issues

Retain Investors in People

gold status

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PeopleAttracting and developing talented people to deliver the strategy

How we will measure success:• Incremental improvement in the results of

our health and wellbeing and Pulse surveys

• Regular diversity audits undertaken and reported

• Top 30 in Sunday Times 100 Best Companies to work for and achieving Best Company three star certification by 2022

• Staff turnover meeting annual targets set with our Board

• New people recording high levels of engagement

• Retain Investors in People gold status

• A range of financial and non-financial rewards and recognition in place, including a revised incentive payment scheme for 2018/19.

• Establish a high performance culture with clear plans for talent management, performance management and succession planning

• Refresh our definition of leadership and continue to invest in a leadership development programme

• Embed new ways of working to support our new operating model

• Provide opportunities for our people to give back to the community through corporate social responsibility initiatives

• Establish apprenticeship schemes within CityWest Homes to employ a minimum of four apprentices and review our supplier requirements wherever possible to include apprenticeships

• Achieve awards that demonstrate our brand and attract talented people to join and stay.

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To achieve it we will:• Benchmark our cost and quality

performance against similar organisations to inform our performance

• Benchmark our leaseholder management charges against London Councils and set a target for reduction, to be achieved by 2020

• Use effective budget setting and management processes to ensure savings are planned for and delivered

• Share opportunities with the Council to make savings, deliver efficiencies, and new business

• Collect empirical data at the point of service delivery and produce performance information at all levels to drive service improvement and better outcomes for customers

• Develop a business intelligence function to support evidence based decision making

• Embed standards, systems and processes with clear ownership to achieve service consistency, reduce costs and reduce risk

• Regularly and systematically review core processes to ensure our services are effective and offer value for money

• Implement a knowledge management strategy to improve information storage and retrieval

• Design and implement arrangements to assure General Data Protection Regulation (GDPR) compliance with enduring solutions for the management of data quality and protection

• Embed our digital and IT strategy to take advantage of technology available to deliver our strategy, enhance our services, deliver efficiencies and support our people

• Set out a plan for the future management of Pimlico District Heating Undertaking (PDHU) which contributes to the Council’s overall strategy for the management of its Combined Heat and Power centres.

This means:1. Ourservicesrepresentvalueformoney

2. LoweringtheannualcostbasefortheHousingRevenueAccount,onalikeforlikebasis,by£5.2million,by2020

3. PartneringwiththeCouncilwhereitimprovesvalueformoney

4. Usingdatatounderstandbusinessperformanceanddeliverourstrategicobjectivesandtargets

5. BuildingaQualityManagementSystemfocusedonconsistentlymeetingcustomerrequirementsandenhancingtheirsatisfaction

6. ProtectingthelegalrightsofpeoplewhohaveinformationstoredaboutthemandbuildingtheirconfidenceinCityWestHomes

7. Embracingtheopportunitiesthatdigitalisationofferstoourbusinesstofindefficiencies,improveorganisationaleffectivenessandenhanceservicesforourpeopleandcustomers

8. MaximisingthebenefittotheCouncilfromthePimlicoDistrictHeatingUndertakingandprovidingasustainableformofaffordableheatandhotwatertoresidentsandbusinessesinPimlico.

Increase customer satisfaction with value for money

by 2020*

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Performance A more commercially focused, performance driven organisation

How we will measure success:• Achieve 70% leaseholder satisfaction with

value for money of service charges and 90% tenant satisfaction with value for money of rent by 2020*

• Achieve savings plans to reduce annual operating costs by £5.2 million by 2020*

• Six monthly progress reporting to the board on the delivery of this strategy from April 2016

• Establish a baseline for unit costs in 2018/19 and have new targets in place for delivering value at service level

• Performance reporting meeting the requirements of the business and the Board, with quantifiable improvements in customer service performance measures

• New initiatives and projects delivering to pre-agreed requirements

• All processes mapped and reviewed to a five year cycle

• Knowledge management system established by 2019

• Achieve the Performance Framework targets set by the Council

• Achieve ISO18001 by the end of 2018 (the new international standard for health and safety management systems).

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KENSINGTONGARDENS

PIMLICO

BELGRAVIA

LISSON GREEN

BAYSWATER SOHO

COVENT GARDEN

WESTMINSTER

LITTLE VENICE

WESTBOURNEPARK

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HEAD OFFICE

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REGENTS PARK

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KENSINGTONGARDENS

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Our Areas

MARYLEBONE

PADDINGTON

CHURCH STREET

ST JOHN'S WOOD

MAIDA VALE

QUEEN’SPARK

MAYFAIR

HYDE PARK

REGENTS PARK

GREEN PARK

ST JAMES’S PARK

KENSINGTONGARDENS

PIMLICO

BELGRAVIA

LISSON GREEN

BAYSWATER SOHO

COVENT GARDEN

WESTMINSTER

LITTLE VENICE

WESTBOURNEPARK

North area

KEY

Central area

West area

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North area

KEY

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SOUTH AREA SERVICE CENTRE

NORTH AREASERVICE CENTRE

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HEAD OFFICE

SOUTH AREA SERVICE CENTRE

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MARYLEBONE

PADDINGTON

CHURCH STREET

ST JOHN'S WOOD

MAIDA VALE

QUEEN’SPARK

MAYFAIR

HYDE PARK

REGENTS PARK

GREEN PARK

ST JAMES’S PARK

KENSINGTONGARDENS

PIMLICO

BELGRAVIA

LISSON GREEN

BAYSWATER SOHO

COVENT GARDEN

WESTMINSTER

LITTLE VENICE

WESTBOURNEPARK

North area

KEY

Central area

West area

South area

North area

KEY

Central area

West area

South area

SOUTH AREA SERVICE CENTRE

NORTH AREASERVICE CENTRE

WEST AREASERVICE CENTRE

HEAD OFFICE

SOUTH AREA SERVICE CENTRE

NORTH AREASERVICE CENTRE

WEST AREASERVICE CENTRE

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VAUXHALL BRIDGE ROAD

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CityWestHomes 21GrosvenorPlace London,SW1X7EA

0800 358 3783 customerservices@cwh.org.uk cwh.org.uk

@CityWestHomes CityWestHomes

CityWest Homes is an Arms-Length Management Organisation (ALMO) wholly owned by Westminster City Council, providing housing services for 12,000 social housing tenants and 9,000 leaseholders across Westminster.