corporate strategy 2018–2023€¦ · corporate strategy 2018–2023 update (2019) march 2019...

2503

19_0

1

Corporate Strategy 2018–2023Updated for 2019

Corporate Strategy 2018–2023 Update (2019)

Contents March 2019 update ➌Who we are ❻ Vision and Values ➐ What we want to achieve ➒The Board ➓Leadership Group ⓫Financial forecasts ⓬

If you need the information in this business plan in large print, Braille, on CD, or explained in your own language, please contact us on 01495 745910.

A Welsh language version of this plan can be found at our website: www.melinhomes.co.uk/publications Printed copies are available on request.

SUSTAINABLE BUSINESS OF THE YEAR 2015

TOP 100 NOT FOR PROFIT2015–2019

Corporate Strategy 2018–2023 Update (2019) ➌

March 2019 update

We have now completed the first full year of our 2018-2023 five-year Corporate Strategy. Our vision is based on a belief that we exist to create opportunities for people and communities to thrive and our strategy has, over the past 12 months, supported us in delivering those opportunities.

2018 has proved to be an exciting, challenging and successful year for us and this update highlights some of the ways we have made progress against our corporate targets.

We remain committed to listening to and engaging with our residents and the communities within which they live and working only to their benefit. We recognise that sometimes we are not effective in our engagement and we have been working with residents to look at developing our approach. This work includes a campaign to get feedback from a wider variety of residents. As a part of this we launched 100 Voices: a bid to get at least 100 residents working with us through digital platforms.

We remain an independent, ethical and sustainable business that delivers growth within our operating area. We continue to be a social landlord at heart, delivering, managing and maintaining affordable housing and supporting people to sustain their tenancies. We have focussed on investing in our core business and increasing our size by building new affordable homes, with 124 new homes completed and 314 begin construction during 2018/19.

In order to maximise the resources available to deliver more affordable homes and deliver core services we have a commercial subsidiary. This subsidiary was rebranded during the year, and Candleston is now on site delivering our first market sale homes at Coed Glas in Abergavenny. In delivering homes for sale we have a clear understanding of our risk appetite, our financial capacity and the need to protect our core business.


March 2019 update

➍

We have been working to deepen and strengthen our existing strategic relationships. Working in partnership we launched a new project which aims to help those people living with chronic illnesses whose health is potentially worsened due to poor energy efficiency and fuel poverty. The Well@home Wales project is a partnership between Melin, Aneurin Bevan University Health Board, Cardiff Met University and Care & Repair Monmouthshire and Torfaen.

We continue to seek to be an agile organisation, with the ability to respond to changing economic and political situations and the needs of our residents. Austerity has been challenging for our residents and we have tried to have a positive impact on their lives by supporting them into employment; helping to cut energy bills and minimising service charges; developing relationships with local schools and developing learning and employment opportunities through our partnership company Y Prentis.

We have, and continue to, strengthen the way we are governed so that we can deliver our purpose and live our values and focus on operational excellence across the whole organisation. This included increasing the diversity of our Board, undertaking a whole Board appraisal and improving our Company Secretary and governance function.

We are committed to always being a good employer and continue to invest in our people and create a positive working environment and culture. To guide this work we take part in the Best Companies accreditation programme and were delighted when as a result of the feedback from our staff we were awarded three stars and number 11 on the Sunday Times 100 Best Not-For-Profit Organisations To Work For.


March 2019 update

➎

To support our culture, we sought to improve our approach to equality and diversity and leading to us being the first association in Wales to be awarded the Tai Pawb QED accreditation. There is now more awareness of and commitment to equality and diversity at Melin amongst staff, Board and involved residents. The QED accreditation process supported us to improve our practices, to challenge behaviours and to ultimately ensure equality and diversity is prioritised as a key part of our business culture and practice.

As an organisation we continue to look forward, to meeting the challenges we will face with enthusiasm, determination and imagination, and to reporting on our continuing journey to providing the highest quality homes and services to the people and communities we serve.


Who we are

❻

Figure 1: Map showing the five local authority areas Melin owns and manages homes in.

Table 1: Breakdown of homes by local authority area.

Local Authority

Rented Homes

Low cost home ownership

Mortgage Rescue

Other** Total

Blaenau Gwent 352 35 2 29 418 Monmouthshire 834 133 12 149 1,128Newport 596 9 0 60 666 Powys 86 33 0 6 125 Torfaen 1,420 286 30 131 1,867 Other LA* – 15 – – 15Total 3,288 511 44 375 4,219

Figure 2: Housing stock (Figures as of 31st March each year.)

2,7202007

2,8042008

2,9652009

3,0202010

3,1792011

3,5112012

3,7322013

* shared ownership homes in Cardiff, Caerphilly, RCT, and Vale of Glamorgan.

** includes leasehold, homeless leasing, intermediate rents and commercial units.

3,8612014

3,9252015

3,9752016

4,0202017

4,1472018

4,2192019

Powys

Monmouthshire

Torfaen

Blaenau Gwent

NewportOther LA*


Vision and Values

➐

VisionDelivered by an agile, caring and flexible workforce who has helped us to become one of the Sunday Times 100 Best Not-For-Profit Organisations To Work For, we will create thriving communities in south east Wales. We will build at least 1,000 new affordable homes in these communities and generate at least £5m from commercial sources and through savings achieved from a drive for resident focused operational excellence which we will reinvest in our core services.

ValuesTogether we can:

l Do the right thing

l Find a way

l Make things happen

l Make a difference

l Enjoy the journey

Our vision describes what we want to be over the next five years. It focuses our attention on what is important over the medium term and informs the priorities that we take action on.

Our values describe the approach that we will take when running our business and will guide the behaviour of our people as they seek to deliver our vision.


What we want to achieve

➑

Great cultureAreas of focus and target to be achieved:

l Best Companies – top 10 within five years;

l Graduate programme – five graduates within five years;

l Gender equality in construction – 25% of new recruits to team are women;

l Workplace building that supports the culture – Feasibility to understand what an office that would reflect our culture and make us proud would look like.

Income from core enabling opportunitiesAreas of focus and target to be achieved:

l New homes for sale – 50 market homes sales per year;

l Private renting – 150 properties within five years;

l Energy work and advice – Arbed 3 contract being delivered and contributing to overall commercial surplus over five years.

To support the delivery of our vision we have developed four strategic pillars: great culture; operational excellence focused on residents; thriving communities and income generated from core enabling opportunities.

Under each of these pillars we have agreed areas of focus and we then set targets that we need to achieve to drive organisational delivery.

These areas of focus and targets will drive the content of our detailed business action plans and budgets. They will also form the backbone of our performance management framework and will help us track progress against the expected strategic outcomes.


What we want to achieve

➒

Operational excellence focused on residentsAreas of focus and target to be achieved:

l Repairs MOT – every property will have an annual MOT in five years;

l Extended access to service at times and in ways to suit residents – no barriers in place to working when our customers want to access services within two years;

l Agile/flexible working – remove all barriers that prevent agile and flexible working within two years;

l Ambitious and resilient people – strategic and detailed workforce development programme in place within two years;

l Minimising service charges – all non-essential service charges designed out on new schemes within three years and all existing service charges reduced by 25% within five years;

l Digitally included residents – 75% of all contact from residents is undertaken online in five years.

Thriving communitiesAreas of focus and target to be achieved:

l New affordable homes – 1,000 new homes within five years;

l Affordable running costs – no household should spend more than 10% of its income on all fuel use and to heat its home to an adequate standard within five years;

l Care through strategic partnerships – establish strategic care partnership within five years;

l Specialist housing provision – 30 additional units of specialist housing provided (excluding housing for older people);

l Schools programme – developed relationship with 25 schools in all key locations within five years;

l Sustainable employment opportunities for residents – 50 residents per year moved into sustainable employment;

l Tenancy sustainment support – year one tenancy failures reduced to 5% within five years.


The Board

➓

Chris Edmondson CHAIRMSc Cert. EdFreelance management researcher, adviser and editor.

Julie Thomas VICE CHAIRRNMH, Dip. Nursing, MScRetired Divisional Director of Community Services with Aneurin Bevan University Health Board.

Tracey BlockwellCompany director and trustee of Disability Advice Project.

Wendy BowlerMSc (Health)A Healthy Working Wales assessor and conflict resolution mediator.

Anthony HearnMSc Management (Innovation in Social Enterprise), BA (Hons) Sociology and Social ServicesAssistant Director (Housing) at Valleys to Coast Housing Association.

Lisa HowellsSales & Marketing Director for Curo Group with more than 20 years’ of property experience within the housing sector; member of the Housebuilding Federation and the National Housing Federation.

Clifford Lloyd Jones ACIB, Cert PFS (MS) A retired banker, Financial Advisor and Relationship Director for the Social Housing Sector, Education and Local Authorities for Barclays in Wales.

Lorraine MorganRN, RM, RCNT, PGDipN (Lon), M.Sc (Econ) Wales, FHEARetired Academic Nurse and Social Gerontologist and working as an Independent Consultant on Ageing. Wales Ministerial Advisor on Ageing.

Sarah Bees MSc Sarah has a health and social care background, and is currently a Policy & Project Officer for the Gwent Regional Partnership Team.

John JacksonWith over 20 years innovative and marketing experience John has been running his own business for three years.

Gareth ThomasGareth began his career as a carpenter with Powys Council and worked his way up to an HNC in Construction. Recently moving to Alliance Homes in England as a Technical Manager he still wanted to be part of Welsh housing so joined our board.


Leadership Group

⓫

Paula KennedyChief Executive

Paula has held leadership positions for over 20 years of her career. Formerly the Chief Executive of Brunelcare Housing Association.

Peter Crockett FMATT, FCCA

Deputy Chief Executive Growth & Business Development

Held senior posts in the housing association sector since 1995 where he has gained considerable experience in all aspects of strategic finance, including loan funding as well as all other support services.

Adrian HuckinFCIH, BA (Hons)

Executive Director Innovation, Culture & Improvement

Adrian joined Melin Homes in September 2010 having previously worked in senior positions in both the public and housing association sectors. He is a Company Director of Y Prentis.

Dave CookMCIH, MBA, MSc

Executive Director People, Homes & Communities

Dave has been Director of Customer Services since 2009. He is responsible for Housing and Asset Management services and the Direct Work Force. He is a Company Director of Y Prentis.


Financial forecasts

⓬

Balance Sheet 2020 Budget

2021 Forecast

2022 Forecast

2023 Forecast

2024 Forecast

£ 000s £ 000s £ 000s £ 000s £ 000s

Fixed assets 294,659 316,350 338,660 344,734 380,873

Current assets 15,087 15,451 15,805 16,166 18,119

Total assets 309,747 331,801 354,465 360,900 398,992

Monies owed by Melin 292,737 314,378 336,321 341,362 372,196

Reserves 17,010 17,423 18,143 19,538 26,796

Gearing (Historic cost) 38.75% 41.18% 43.23% 41.21% 41.12%

Income & Expenditure Account Forecast

2020 Budget

2021 Forecast

2022 Forecast

2023 Forecast

2024 Forecast

£ 000s £ 000s £ 000s £ 000s £ 000s

Income 21,175 22,682 24,295 25,986 27,045

Expenditure 17,505 18,233 18,808 19,481 20,068

Operating surplus 3,670 4,449 5,487 6,505 6,977

Interest payable & other activities

–3,600

–4,035

–4,767

–5,110

–5,521

Surplus 70 414 720 1,395 1,457

Interest cover 1.23 1.33 1.37 1.49 1.48

corporate strategy 2018–2023€¦ · corporate strategy 2018–2023 update (2019) march 2019...

Documents