Housing 21 Strategic Framework v5

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.

Systems and Data

Quality Services

QualityProperties

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

Sustainability

Influence

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 required to achieve this would limit the ability to grow and develop the organisation. It may also impact the affordability and satisfaction of existing residents, hence why this is still in the ambition zone of the Strategic Framework.

Ambition:

New Growth Opportunities

The traditional borrow-to-build model will reach the limits of capacity in next eight to10 years so there is a need to explore new funding opportunities and mechanisms to deliver the homes required for a growing ageing population. This might be linked to managing assets owned by others (e.g., pension funds) or exploring other funding and delivery partnerships and models.

Strategic Driver:

Quality Properties

Considerable investment has been made to improve the quality, modernity, and energy efficiency of our older properties, but this requires an ongoing 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

We need to develop our services by building more properties, but with scope for improvement and innovation around the specifications, materials and means of construction, as well as focusing on 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 essential our services have a high reputation and to ensure 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

This is an 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 we 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. There is a clear need to refresh core systems and put in place means to access data as a source of business intelligence to achieve 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 the ability to withstand uncertainties, maintain a strong credit rating and retain the 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 the Board and Executives have the right skills and managing succession are key considerations, as are having clear reports and means to triangulate information.

Ambition:

Innovation

We cannot assume our current service models, specifications and delivery mechanisms will continue to be relevant and deliver satisfaction in the long term. We need to consider alternatives and continue to evolve whilst also looking ahead in designing services for the future and contemplating ways we can change and improve existing processes and practices.

Strategic Driver:

Devolved Decisions

It’s important to recognise each scheme will be unique and therefore needs to work with residents to determine how services are to be specified and delivered locally. This will involve ensuring 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 our overarching objective which is 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 they are involved and engaged in the choices and compromises that need to be made.

Strategic Driver:

Affordability

As an organisation focused on providing help to older people of modest means, it is essential, our services are seen to provide good value for money as well as being, affordable, to those in receipt of benefits and those with limited savings or additional sources of income. This will require us to manage our expenditure and be particularly careful about controlling costs that are passed on to residents.

Strategic Driver:

Quality Services

People provide services, so the quality, availability, and responsiveness of local employees and out-of-hours back-up services are a critical element of resident satisfaction.

The Strategic Framework is intended to provide structure to and a visual representation 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. The Strategic Framework identifies the strategic priorities behind achieving 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) will continue to apply alongside the priorities of the Strategic Framework.

Strategic Driver:

Accountable

It is essential we are accountable to residents and put things right if we get things wrong. This will mean ensuring 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 is important that we are also open and transparent about our costs and policies.