Our Corporate Plan 2010-2020
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Transcript of Our Corporate Plan 2010-2020
Corporate Plan
2010-2020
FOREWORDYou 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
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 MunroGroup Chief Executive
Ged CooneyChair, New Charter Housing Trust Limited
Great
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
like in ten years time. April 2010 saw the
completion of the transfer Investment
Programme for New Charter Homes, the
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.
Our people understand this vision; its
simplicity frames work with customers and
partner agencies.
Any future direction for the Group must
meet this expectation.
30,000Number of
homes owned or
managed by 2020
By 2020 we will...
. . .be a leading social business, supporting
individuals and building communities.
. . .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.
Over the next three yearswe will...
. . .be on target to delivering 30,000 homes
by 2015.
. . .be providing a fantastic customer
experience.
. . . 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
150New homes added
in each of the next
three years
OUR VISION
By 2020 we will...
. . .be providing homes for a range of
customers. Most homes will be affordable
rent, but some will provide housing solutions
for ownership and market rent.
. . .ensure all our homes are as fuel-efficient and
green as is affordable.
. . .build new homes in places where people
want to live.
. . .be supporting customers with specific needs.
Over the next three years we will...
. . .establish new products to meet the needs of
a wider range of homeseekers.
. . . support many m ore people to lead fruitful,
independent lives.
. . .develop a clear fuel-efficiency and green
home strategy.
. . .build or acquire at least 150 new homes
per year.
. . .develop new standards of investment and
repair in consultation with our customers.
. . . further improve our repairs services to meet
rising expectations from our customers.
Great Homes
Roofer Geoff Shelmerdine at Palace Road in Ashton-under-Lyne.
By 2020 our neighbourhoods will...
. . .be vibrant places where people want to live;
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
involved in the management and direction of
their community.
Over the next three years we will...
. . .understand our communities better and
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.
Great Neighbourhoods
3 Number of years to
refocus our budgetsHappy customers
New homes at Redesmere Close, DroylsdenNew homes at Redesmere Close, Droylsden
By 2020 our people 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.
Over the next three years we will...
. . . further improve our leadership capacity.
. . .provide opportunities for greater
involvement and engagement.
. . .better align our people to the service
expectations of our customers.
Great People
The Sunday Times awards
Staff across the Group join Ian Munro to mark three stars from Best Companies
MAKING IT ALL HAPPENAn ambitious plan needs the right framework
and strategies to bring it to life. Our first ten
years have helped us develop clear principles,
which now underpin our plan.
. . .our GREAT values run through everything
we do; helping our people and our partners
see that we are an ethical, responsible and
accountable business.
. . .our philosophy of continual improvement
means our approach is based on
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
corporate social responsibility and
governance; striving to ensure we meet
standards way beyond the expectations of
government and regulators and society.
By 2020 these principles will be...
. . . totally embedded across the company.
. . . informing all our decision-making.
. . .helping us to respond to rapid changes in
our operating environment.
Over the next three years we will...
. . . further embed our values and continue to
increase our levels of employee
engagement.
. . . re-design how we work, ensuring we are
improving the experience of our customers.
. . .continue to invest in the business, ensuring
new technologies help us to improve our
services.
. . . further improve how we make use of our
understanding of the needs of our tenants
to develop the businesses.
. . .keep working to ensure equality and
diversity are at the heart of the company.
10Number of yearswe have operated
Paul Spencer filmed for the second series of BBC's NeighbourhoodWatched
DEVELOPINGOUR BUSINESS
New Charter Homes
Over the next ten years, our Tameside-based
transfer landlord will continue to be the most
significant provider of affordable homes in
the borough.
By 2020 New Charter Homeswill be...
. . .continuing to invest in existing homes.
. . . sustaining safe and healthy communities.
. . . involving customers in every aspect of
its work.
. . .an excellent landlord.
In the next three years New Charter Homes will...
. . .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.
. . . retain its high score for tenant satisfaction.
. . .have achieved Three Star, or its equivalent,
status following any inspection.
. . .ensure our partnership working with other
agencies is aligned with our vision.
3Inspection Stars
we aim for
89.3%of tenants satisfied
with New Charter
Homes
Modern Apprentices Natalie Smith and Katie Turton pamperingsome of our homelesss clients
New Charter Academy gets government go-ahead to build itsnew campus
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...
. . .be providing homes for BME communities
across the North West.
. . .own or manage over 1,500 homes.
. . .have developed new products and services
within its area of expertise.
. . .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.
Over the next three yearsAksa will...
. . . remain a strong, independent specialist
member of the Group.
. . .have changed its name to Aksa Homes.
. . .buy, build or manage a further 150
new homes.
. . .develop a specialist BME housing
support business.
. . . further improve its performance as a
landlord.
150Growth in Aksa
homes over next
three years
1,500Homes ownedor managed byAksa in 2020
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...
. . .have completed its initial investment
programme and be delivering reinvestment
and high standards of asset management.
. . .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.
Over the next three yearsGedling Homes will...
. . .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
2Minimum
Inspection Stars in
next three years
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
improvement services.
. . . returning significant rates of return for the
benefit of the Group.
. . .continuing to develop staff and expertise in
cutting-edge building technologies.
Over the next three yearsNCBC will...
. . .generate over £15m. of value to the Group.
. . .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.
Energy efficient detailing at Loweswater Close, Ashton-under-Lyne
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,
Lancs
OL6 7AT
T 0161 331 2000
F 0161 331 2001
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
Designed by N
ew Image (PR) Ltd. Tel: 0161 633 1117 w
ww.new
image.co.uk Front: Welfare benefits advisor Kay Hargreaves enjoys the moment with Gedling Homes customer Patricia Roper
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