lmh corporate plan 15/20

LIVERPOOL MUTUAL HOMES GROUP2015/16 – 2019/20 CORPORATE PLAN

Version v2January 2016

1 I LIVERPOOL MUTUAL HOMES GROUP CORPORATE PLAN 2015/16 - 2019/20

LIVERPOOL MUTUAL HOMES GROUP CORPORATE PLAN 2015/16 - 2019/20 I 2

Introduction

Liverpool Mutual Homes began, in 2008, as a stock transfer Housing Association purely focussed upon delivering the ‘promises;’ given to tenants prior to the transfer. Since that time the organisation has grown to the extent where it has formed into a more complex organisation undertaking a much broader range of activities.

A revised Strategic Approach was developed in Autumn 2015 which involved a reconfiguration of the Group to enable the continued delivery of its overall objectives whilst reflecting the changed operating environment that was created by the shift in policy brought about by the Summer 2015 Budget and the subsequent Autumn Statement. This approach reflects the shift in Government Policy and the clear view that Registered Providers should be more clearly focussed upon the provision of landlord functions and the development of new homes. Yet it still retains the overarching mission and social purpose established by the Group together with its existing culture and ethos.

A Corporate Structure has been developed as a framework in which to base these operations whilst still ensuring that social/affordable housing is, and will remain, the core business of the Group. This structure looks to be simple but also to mitigate risk whilst ensuring that social housing and other charitable assets are suitably safeguarded.

This Corporate Structure currently comprises of a number of independent companies within a formal Group structure arrangement. Collectively these companies are known as the LMH ‘family’ of companies and include:

• Liverpool Mutual Homes, or LMH as it is commonly known, which is a charitable Housing Association operating within the Liverpool City Region and is also the parent company for the LMH Group

• Housing Maintenance Solutions Ltd, known as HMS, is a repairs, maintenance, construction and facilities management contracting subsidiary

• LMH Developments Ltd, a non-charitable development company delivering new-build housing development and major refurbishment projects on behalf of the LMH Group

• A registered charity will be established that will deliver all non housing activities aimed at supporting our customers and sustaining our communities.

This Group Structure arrangement supports the operational independence of Group members within a single Operating Model. The arrangement is sufficiently flexible to allow each member of the Group to play a full part in delivering the objectives of the overall Group and its shared social purpose.

This Corporate Plan sets out the Group’s goal and aspirations over the five year period from 2015/16 – 2019/20. At the end of this planning period the Group will expect to have built further upon the vision for landlord activities to have ‘Pride in Our Homes’ and be ‘Proud of Our Neighbourhoods’. The Registered Charity within the Group will develop its own vision based upon its charitable objects and focused upon supporting beneficiaries with its communities. Equally, the Group’s contracting activities carried out by HMS will expect to have enhanced its vision: ‘To be a Leading Maintenance and Construction Services Provider in the North West’.


The Group’s Concept of

The Group sees itself as a Social Entrepreneur and expresses its core purpose by the definition of its approach to creating ‘social dividend’.

This approach sees the Group carrying out all of its activities in the most efficient and effective manner possible, in a way that makes good business sense and will provide value for money. It will maximise outcomes and minimise cost in a similar way to commercial businesses whilst still remaining anchored by a social purpose and clear values.

Unlike those purely commercial businesses, however, LMH will not pay a dividend to its shareholders. The ultimate objective for LMH is the creation of ‘social dividend’ which can then be applied to further the Group’s social purpose – addressing deprivation, promoting inclusion and supporting communities. It will help us achieve our Vision.

This approach to ‘social dividend’ is at the heart of the Group’s Focus on Viability and Strength – Creating a social dividend through the efficient and effective management of assets and delivery of services.

Through this focus, the Group will ensure that it delivers Value For Money by minimising cost whilst maximising outcomes.

The Group is not content to merely remain viable but is also keen to grow so that it is able to generate further social dividend. By being a Social Entrepreneur, the Group will enable and facilitate growth across a broad range of operational areas that are carried out by the members of the Group.

‘Social Dividend’

Focus onViability and Strength


Increasing the amount of ‘social dividend’ available to the Group is a key priority, and whilst this will be generated by delivering Value For Money products and services, further increases will depend upon further growth and diversification by the Group. This will be achieved through the Group’s Focus on Enterprise and Growth – Increasing the social dividend through an entrepreneurial approach to the provision of new products and services.

The Group recognises that the creation of social dividend is not an end in itself. These resources are created by the Group so that they can be applied in a manner that creates positive outcomes for the communities within which the Group operates and for individuals within those communities.

The use of these resources forms the Group’s Focus on Communities and Customers – applying the social dividend to address deprivation, promote inclusion and support customers and communities.

This is the social purpose of the Group. The social purpose is vital in order to ensure that, whilst the Group diversifies its activities, it remains well anchored to its values.

The ability to create, and utilise, social dividend is the test by which all activities for the Group are considered. To deliver this approach at a practical level the Group will adopt an Operating Model that drives efficiencies and is able to measure both financial and non-financial benefits from its activities.

Focus onCommunities and Customers

Focus onEnterprise and Growth


The Group’s Single Operating

The Operating Model will be flexible in order for it to adapt to any circumstances and to evolve and respond to changes in the operating environment. It will, however, be formed around some core principles which are at the heart of what the Group, and its independent members, are trying to achieve together. These core principles will help to drive efficiencies and create further ‘social dividend’ by simplifying and sharing approaches across the Group. It will also create a level of service consistency for our customers.

These principles are known as Design Principles and establish a framework of values based undertakings, service related commitments, and other financial, organisational and operational statements that determine how the model operates and how the independent organisations within the model work towards their shared goals and aspirations.

The Design Principles will act as a guide that will govern the design and development of the future Operating Model. They will also be used in the future as more changes take place to the Group’s operating environment to ensure that the Operating Model remains fit for purpose in the long term.

Model and its Design Principles

CUSTOMEREXPERIENCE

SERVICEDELIVERY

TECHNOLOGY PEOPLE

CORPORATECORE

SUPPORTSERVICES

The established Design Principles can be categorised into the following key areas:


These principles will determine how customers view the Group, each independent organisation within the Group, at the point of sale or service delivery. They will ultimately determine the success of the Group, and each independent organisation within the Group. The Customer Experience Design Principles for how we operate are:

• We will respond to all customer contact in the most efficient and cost effective way, encouraging self service but always allowing for face to face contact

• We will deal with all routine and ‘rules based’ enquiries in the Front Office or Customer Service Centre regardless of the specific enquiry or service area

• We will ensure that customers only need to ‘ask once’ for us to respond effectively

• We will undertake a specific process only once, remove duplication and ‘get it right first time’ as a key means of providing customer satisfaction

• We will aim to satisfy a customers needs at the initial point of enquiry and minimise ‘hand-off’ to others

• We will signpost to other services within the Group where there is potential to add real value for customers

• We will ensure that we deal with our customers with dignity and respect whilst also being sensitive to individual support needs where required

• We will ensure we are easy to deal with and provide opportunities for customers to provide feedback on their experiences and shape future services through effective engagement and clear feedback channels.

These principles will determine how our services are constructed, shaped and organised. They will ultimately determine how efficient and successful our services are. The Service Delivery Design Principles for how we operate are:

• We will design reliable services, keep our promises and get it right first time

• We will embed a continuous improvement approach through the intelligent use of customer insight and regularly review services to determine whether to stop, change or deliver new services

• We will find the most cost-effective way of delivering excellent services that may include partnering, sharing services, and contracting out to others where appropriate

• We will ensure that the Group has clear business continuity and disaster recovery arrangements which are robust and well tested

• We will be transparent and set clear service standards for all our activities which are effectively communicated to all customers

• We will be sensitive to customer experiences and preferences in terms of service design so that we balance these against other design principles

• We will break down ‘siloed’ structures across the Group and ensure ‘joined up’ delivery of services to customers.

CUSTOMER EXPERIENCE DESIGN PRINCIPLES SERVICE DELIVERY DESIGN PRINCIPLES


These Design Principles will determine how the Group will gain leverage from our assets and resources whilst also determining how our back office support services are constructed and organised. They will support the efficient delivery of all front line services and assist in their success. The Support Services Design Principles for how we operate are:

• We will enable employees to easily access self serve internal back office services, where possible, to drive efficiency and minimise back office costs

• We will standardise transactional cross-cutting processes across all areas of operation

• We will utilise existing resources and support services across the Group for the benefit of the agreed outcomes regardless of where and how the services are delivered

• We will ensure the Group is providing value for money, financially viable and outperforming its business plans to create ‘social dividend’

• We will create a robust control environment by managing risk effectively and safeguarding all social housing and charitable assets

• We will leverage our resources to gain added value which maximises affordability and financial outcomes for our customers

• We will look to maximise the use of all our assets to create ‘social dividend’ by making timely and well informed investment, and management decisions

• We will look to maximise the opportunities for commercial services to support social activities through ‘gift aid’ and other mechanisms.

These Design Principles will determine our performance in delivering services to customers. They will support the efficient delivery of all front line services and assist in their success. The People Design Principles for how we operate are:

• We will build a single culture that is consistent with the brands, goals and values across the Group

• We will recruit, retain and develop our people to help them reach their full potential

• We will ensure that we employ the best available people to be at the forefront of innovative ideas and to maximise outcomes

• We will look to reflect, wherever possible, our local population and client groups in our employee profile and we will require contractors and partners to do likewise

• We will have a flexible workforce where performance is managed effectively and excellence is rewarded

• We will engage with our employees to seek their opinions to provide excellent service to our customers

• We will nurture our employees and encourage innovation through effective empowerment

• We will be clear about our culture and the behaviours and values we expect to see in our employees

• We will ensure that all employees, including those who provide support services, recognise that their service and performance will impact on services to our external customers.

SUPPORT SERVICES DESIGN PRINCIPLES PEOPLE DESIGN PRINCIPLES


These Design Principles will support the efficient delivery of all front line services and assist in their success.

The Technology Design Principles for how we operate are:

• We will invest in technology in a planned and corporate way across the Group, supported by a clear business case to maximise the use of a corporate infrastructure based upon a clear Technology Blueprint

• We will look to be proactive in establishing technological solutions for the Group to support front line services and drive efficiency

• We will make the best use of our investment in technology to drive efficiency and improve performance

• We will maximise the functionality of existing ICT systems including the provision of intuitive technology and processes wherever practical

• We will minimise the number of systems to drive consistency, reduce cost and maximise the use of CRM through a consistent approach to integration

• We will standardise processes to maximise automation and our employees will follow set methods in order to meet agreed standards and ensure the consistent quality of outcomes

These Design Principles will determine how the Group will strategically respond to change and will support growth.

The Corporate Core Design Principles for how we operate are:

• We will ensure that the Group, and those independent organisations within, strategically responds to all changes in the Group’s operating environment and supports individual members through such change

• We will ensure that the activities of the Group underpins our shared vision, mission and business aims

• We will create an environment where our businesses prosper through, recognising the independence of Group members and sharing strengths whilst maximising common goals, shared resources and support services

• We will support the creation of ‘social dividend’ across the Group through social and commercial activities

• We will establish arrangements to support growth of the Group by directing ‘social dividend’ to new social and commercial initiatives which will, in turn, generate further ‘social dividend’

• We will pursue external funding opportunities for the Group to support growth and improve outcomes

• We will use the experience and needs of our customers, our business knowledge and knowledge of the external environment to inform the development of our services and business going forward

• We will ensure that our corporate governance is effective and that the expectations and requirements of Regulators, Funders and other stakeholders are met

TECHNOLOGY DESIGN PRINCIPLES CORPORATE CORE DESIGN PRINCIPLES


The Group’s Medium Term Goals

The Group’s key areas of activity are:

• The Corporate Core• Landlord Operations• Contracting Operations• Assets and Development Operations• Social Operations

A series of medium term goals and aspirations have been set out for each of these operational areas which will seek to deliver an element of the Focuses within

LMH’s Corporate Plan. This will detail the aims LMH will look to achieve over the five year period.

In addition to this, a specific set of similar goals and aspirations will be written for each year and these will comprise LMH’s Operational Plan for that year. Achieving these goals and aspirations will, deliberately, be a stretch for the organisation but LMH remains committed to pushing the boundaries in order to maximise the social dividend that can be achieved.

& Aspirations for Key Operations


Focus on Viability and Strength

• Establish plans to secure LMH as a highly efficient registered provider delivering new homes and services whilst achieving operating margins of 40% in the medium term

• Have in place an agile and flexible workforce that is fully skilled to meet the needs of the business, led by inspirational leaders, and is supported by efficient infrastructure and systems

• Maximise social dividend to increase our investment through the Social Dividend Investment Fund

• Explore opportunities for diversification, regularly review the Corporate Governance structure and arrangements that support diversification whilst managing risk and maximising returns

• Ensure that the activities are suitably branded to support the strategic aims of the Group and ensure that they are relevant in their specific markets

• Taking all circumstances into consideration, continuously improve the Value For Money provided by the Group

• Ensure that suitable funding arrangements are in place to support the strategic aspirations of the Group whilst managing risk effectively

Focus on Enterprise and Growth

• Increase the number of homes managed by the Group to over 30,000 through suitable merger and partnership development opportunities within the North West

Focus on Communities and Customers

• Establish a suitable vehicle, to deliver non-housing social activities through the creation of a registered Charity member of the Group

• Establish a suitable company, vehicle or mechanism, to deliver services within the Private Rented Housing Sector

FIVE YEAR GOALS AND ASPIRATIONS FOR THE GROUP’S CORPORATE CORE



• Establish LMH as the regional landlord of choice


• Provide high quality housing management and maintenance services to customers in the Private Rented Housing Sector (which are popular within their target markets)

• Develop the breadth of the LMH housing offer, across a range of market segments, by increasing our housing with support schemes and making affordable services available to a wider customer base


• Have in place flexible and responsive management arrangements to suit all tenure types

FIVE YEAR GOALS AND ASPIRATIONS FOR THE GROUP’S LANDLORD OPERATIONS



• Establish a registered charity within the Group which is a financially robust organisation to deliver non housing activities without any risk to social housing assets


• Achieve maximum impact for customers of investment from group commercial activities by using the resources to secure additional funding


• Develop a rich and diverse offer of non housing related activity that supports and empowers communities whilst supporting the core business by maximising income and protecting investments

• Through our Social Dividend Investment Fund deliver a comprehensive range of training, employment, health, financial, youth engagement and digital inclusion projects to support our customers in achieving their full potential

FIVE YEAR GOALS AND ASPIRATIONS FOR THE GROUP’S SOCIAL OPERATIONS



• Increase the profitability of the business to maximise the potential for gift aid within the Group

• Develop a multi skilled workforce maximising sustainable direct involvement able to support the delivery and aspirations of the Group


• Grow revenues by a minimum of 30% through success with non LMH clients to increase the client base

• Develop New Build and Development workstreams

• Develop a Facilities Management Service offering to new and existing client bases

• Develop affordable construction and maintenance services for the Private Rented Sector and domestic Owner Occupier markets


• Become established as a leading regional Independent Construction and Maintenance Company with clear community and customer based values

• Maximise local supply chain and manufacturing opportunities to contribute to the groups wider social value aims

FIVE YEAR GOALS AND ASPIRATIONS FOR THE GROUP’S CONTRACTING OPERATIONS



• Further develop the Group’s commercial approach to active asset management by embedding the use of IPD to maximise return on assets

• Deliver a comprehensive approach to the sustainability of assets and places through sound investment


• Build a further 1,500 new homes in excess of the current 1,000 unit Development Programme

• Broaden the housing offer provided by the Group by establishing LMH in the sales, shared ownership and private rented markets

• Establish LMH as an active housing developer outside of Liverpool

• Develop specialist in house construction services to reduce reliance on consultants and market externally


• Improve energy efficiency of stock to meet carbon reduction targets and increase use of renewable energy by maximising available funding opportunities

• Provide a dynamic repairs service which offers a first class service to our customers and communities

FIVE YEAR GOALS AND ASPIRATIONS FOR THE GROUP’S ASSETS AND DEVELOPMENT OPERATIONS

Head Office @ The Observatory, 1 Old Haymarket, Liverpool, L1 6RA.

[email protected] www.liverpoolmutualhomes.org

LIVERPOOL MUTUAL HOMES GROUP2015/16 – 2019/20 CORPORATE PLAN

lmh corporate plan 15/20

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