Housing 21 Strategic Framework
Purpose:
Growth by Acquisition
Organic Growth
To provide high-quality housing with care or support for older people of modest means, enabling them to live well with dignity and autonomy.
+ info
QualityProperties
Quality Services
Systems and Data
People and Culture
Co-Created
New Growth Opportunities
Innovation
Key Principles:
Resident Satisfaction
21: Providing a contemporary, forward thinking 21st century service. Better: Focused on continuous improvement and innovation to achieve excellent services and value for money. Experience: Achieving high-levels of resident satisfaction and a positive experience for the people we serve.
Affordability
Accountable
Resident Centric
Finance and Viability
Governance and Leadership
DevolvedDecisions
Key
Influence
Sustainability
Core FocusStrategic DriversEssential Enablers Ambitions
Ambition:
Sustainability
The impact we have on the environment both directly and indirectly is a key consideration for the reputation of Housing 21, but also has the potential to shape the experience and affordability of services and properties for residents. At present there is an ambition to move all properties to become net-zero, but the resources demanded to achieve this would limit the ability to grow and develop the organisation and may also impact on the affordability and satisfaction of existing residents, hence why this is still in the ambition zone of the Strategic Framework.
Ambition:
New Growth Opportunities
Traditional borrow-to-build model will reach the limits of capacity in next 8-10 years, so there is a need to explore new funding opportunities and mechanisms to deliver the homes need for a growing ageing population. This might be linked to managing assets owned by others (e.g. pension funds) or exploration of other funding and delivery partnerships and models.
Strategic Drivers:
Quality Properties
Considerable investment has been made to improve the quality, modernity, and energy efficiency of our older properties, but this requires an on-going commitment.As well as investment in improvements it is essential that day to day repairs are done promptly and to a good standard and that residents are never left in unsafe or unsuitable homes.
Ambition:
Organic Growth
Developing our services by building more properties, but with scope for improvement and innovation around the specifications, materials and means of construction as well as directing efforts into areas of higher need and under-provision.
Ambition:
Influence
Housing 21 is currently a relatively significant voice in the ‘small pool’ of providers of specialist housing for older people of modest means, but has limited influence on wider policy issues. Influence can help open up opportunities as well as minimise risks, but to have a stronger voice and influence it is essential that our services have a high reputation but also that others know about them. It may also be necessary to collaborate with others to have a stronger combined voice and influence.
Ambition:
Growth by Acquisition
Opportunity to take on services from others in order to improve them and provide better experiences.
Essential Enabler:
People and Culture
Services depend upon people so need to be able attract, retain and motivate employees to provide excellent services. Culture is a key factor in this (especially given the devolved service model), and needs to continue to emphasise the principles of 21, Better and Experience, as well as the commitment to Doing the Right Thing and striving to be ‘better than good’.
Essential Enabler:
Systems and Data
Dependence on systems and data is increasing, but Housing 21 is currently operating using very manual processes and does not have assurance or insight into areas for improvement or compliance. Clear need to refresh core systems and put in place means to access data as a source of business intelligence and potential efficiencies.
Essential Enabler:
Finance and Viability
It is important for Housing 21 to operate as a viable business, meeting all key ratios and maintaining ability to withstand uncertainties and maintain strong credit rating and confidence of investors and regulators.
Essential Enabler:
Governance and Leadership
Governance needs to provide effective oversight and constructive challenge to achieve goals but without getting embroiled in the details. Ensuring that the Board and Executives have the right skills and managing succession are key considerations as is having clear reports and means to triangulate information.
Ambition:
Innovation
We cannot assume that our current service models, specifications and delivery mechanisms will continue to be relevant and deliver satisfaction in the long term. We need to be considering alternatives and continuing to evolve and also looking ahead in designing services for the future and contemplating ways in which we can change and improve our existing processes and practices.
x Close
Growth By Acquisition
Lots more information here about what this is and what it means for Housing 21, residents, and/or stakeholders.
Strategic Drivers:
Devolved Decisions
Recognising that each court/ scheme will be unique and therefore the need to work with residents to determine how services are to be specified and delivered locally. This will involve ensuring that residents have a say and are listened to in making judgements about priorities. Each site should have its own plan and agreement about how it will operate and what changes or improvements are needed.
Core Focus:
Resident Satisfaction
The Centre Circle of the Strategic Framework is the core proposition that we are seeking to deliver satisfaction to the residents we serve. We will do this by being resident centric so they at the heart of all our decisions and by co-creating services with them so that they are involved and engaged in the choices and compromises that need to be made.
Strategic Drivers:
Affordability
As an organisation focused on providing help to older people of modest means, it is essential that our services are seen to provide good value for money as well as being financially affordable, both to those in receipt of benefits but also those with limited savings or additional sources of income. This will require us to manage our costs and be particularly careful about controlling costs that are passed on to residents.
Strategic Drivers:
Quality Services
People provide services so the quality, availability, and responsiveness of local employees and out of hours back up services are thus a critical element of resident satisfaction.
The Strategic Framework is intended to provide structure to and a diagrammatic depiction of the key strategic considerations and priorities for Housing 21. The core purpose of the organisation remains to provide high quality housing with support and/or care for older people of modest means, enabling them to live well with dignity and autonomy, but the Strategic Framework identifies the strategic priorities that are being pursued in pursuit of that purpose. The three key principles of 21 (being a modern and forward looking organisation), Better (never being complacent and striving for continuous improvement) and Experience (seeking to provide great experience and customer service to residents) also will continue to apply alongside and as the approach to deliver the priorities of the Strategic Framework.
Strategic Drivers:
Accountable
It is essential that we are accountable to residents and put things right when we get things wrong. This will mean ensuring that residents have a voice and can provide feedback and comments, and we particularly need to be proactive in responding and learning from complaints. In order for us to be held to account, it will be important that we are also open and transparent about our costs and policies.
Housing 21 Strategic Framework v4
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Transcript
Housing 21 Strategic Framework
Purpose:
Growth by Acquisition
Organic Growth
To provide high-quality housing with care or support for older people of modest means, enabling them to live well with dignity and autonomy.
+ info
QualityProperties
Quality Services
Systems and Data
People and Culture
Co-Created
New Growth Opportunities
Innovation
Key Principles:
Resident Satisfaction
21: Providing a contemporary, forward thinking 21st century service. Better: Focused on continuous improvement and innovation to achieve excellent services and value for money. Experience: Achieving high-levels of resident satisfaction and a positive experience for the people we serve.
Affordability
Accountable
Resident Centric
Finance and Viability
Governance and Leadership
DevolvedDecisions
Key
Influence
Sustainability
Core FocusStrategic DriversEssential Enablers Ambitions
Ambition:
Sustainability
The impact we have on the environment both directly and indirectly is a key consideration for the reputation of Housing 21, but also has the potential to shape the experience and affordability of services and properties for residents. At present there is an ambition to move all properties to become net-zero, but the resources demanded to achieve this would limit the ability to grow and develop the organisation and may also impact on the affordability and satisfaction of existing residents, hence why this is still in the ambition zone of the Strategic Framework.
Ambition:
New Growth Opportunities
Traditional borrow-to-build model will reach the limits of capacity in next 8-10 years, so there is a need to explore new funding opportunities and mechanisms to deliver the homes need for a growing ageing population. This might be linked to managing assets owned by others (e.g. pension funds) or exploration of other funding and delivery partnerships and models.
Strategic Drivers:
Quality Properties
Considerable investment has been made to improve the quality, modernity, and energy efficiency of our older properties, but this requires an on-going commitment.As well as investment in improvements it is essential that day to day repairs are done promptly and to a good standard and that residents are never left in unsafe or unsuitable homes.
Ambition:
Organic Growth
Developing our services by building more properties, but with scope for improvement and innovation around the specifications, materials and means of construction as well as directing efforts into areas of higher need and under-provision.
Ambition:
Influence
Housing 21 is currently a relatively significant voice in the ‘small pool’ of providers of specialist housing for older people of modest means, but has limited influence on wider policy issues. Influence can help open up opportunities as well as minimise risks, but to have a stronger voice and influence it is essential that our services have a high reputation but also that others know about them. It may also be necessary to collaborate with others to have a stronger combined voice and influence.
Ambition:
Growth by Acquisition
Opportunity to take on services from others in order to improve them and provide better experiences.
Essential Enabler:
People and Culture
Services depend upon people so need to be able attract, retain and motivate employees to provide excellent services. Culture is a key factor in this (especially given the devolved service model), and needs to continue to emphasise the principles of 21, Better and Experience, as well as the commitment to Doing the Right Thing and striving to be ‘better than good’.
Essential Enabler:
Systems and Data
Dependence on systems and data is increasing, but Housing 21 is currently operating using very manual processes and does not have assurance or insight into areas for improvement or compliance. Clear need to refresh core systems and put in place means to access data as a source of business intelligence and potential efficiencies.
Essential Enabler:
Finance and Viability
It is important for Housing 21 to operate as a viable business, meeting all key ratios and maintaining ability to withstand uncertainties and maintain strong credit rating and confidence of investors and regulators.
Essential Enabler:
Governance and Leadership
Governance needs to provide effective oversight and constructive challenge to achieve goals but without getting embroiled in the details. Ensuring that the Board and Executives have the right skills and managing succession are key considerations as is having clear reports and means to triangulate information.
Ambition:
Innovation
We cannot assume that our current service models, specifications and delivery mechanisms will continue to be relevant and deliver satisfaction in the long term. We need to be considering alternatives and continuing to evolve and also looking ahead in designing services for the future and contemplating ways in which we can change and improve our existing processes and practices.
x Close
Growth By Acquisition
Lots more information here about what this is and what it means for Housing 21, residents, and/or stakeholders.
Strategic Drivers:
Devolved Decisions
Recognising that each court/ scheme will be unique and therefore the need to work with residents to determine how services are to be specified and delivered locally. This will involve ensuring that residents have a say and are listened to in making judgements about priorities. Each site should have its own plan and agreement about how it will operate and what changes or improvements are needed.
Core Focus:
Resident Satisfaction
The Centre Circle of the Strategic Framework is the core proposition that we are seeking to deliver satisfaction to the residents we serve. We will do this by being resident centric so they at the heart of all our decisions and by co-creating services with them so that they are involved and engaged in the choices and compromises that need to be made.
Strategic Drivers:
Affordability
As an organisation focused on providing help to older people of modest means, it is essential that our services are seen to provide good value for money as well as being financially affordable, both to those in receipt of benefits but also those with limited savings or additional sources of income. This will require us to manage our costs and be particularly careful about controlling costs that are passed on to residents.
Strategic Drivers:
Quality Services
People provide services so the quality, availability, and responsiveness of local employees and out of hours back up services are thus a critical element of resident satisfaction.
The Strategic Framework is intended to provide structure to and a diagrammatic depiction of the key strategic considerations and priorities for Housing 21. The core purpose of the organisation remains to provide high quality housing with support and/or care for older people of modest means, enabling them to live well with dignity and autonomy, but the Strategic Framework identifies the strategic priorities that are being pursued in pursuit of that purpose. The three key principles of 21 (being a modern and forward looking organisation), Better (never being complacent and striving for continuous improvement) and Experience (seeking to provide great experience and customer service to residents) also will continue to apply alongside and as the approach to deliver the priorities of the Strategic Framework.
Strategic Drivers:
Accountable
It is essential that we are accountable to residents and put things right when we get things wrong. This will mean ensuring that residents have a voice and can provide feedback and comments, and we particularly need to be proactive in responding and learning from complaints. In order for us to be held to account, it will be important that we are also open and transparent about our costs and policies.