CORPORATE PLAN - 2011 T0 2016
VISION
Our Vision is simply to provide affordable homes and sustainable communities with excellent services to tenants
and customers. This is our goal and everything we do is intended to bring us closer to achieving it.
What we mean by the three elements of our Vision is explained below:
Affordable Homes
 Homes that are at or within rent benchmarks
 Homes that are within the reach of first time buyers and local people in housing need
 Homes that are efficient to heat and live in
 Homes that are appropriately designed and located for people’s needs
Updated May 2015
Newydd Housing Association - Corporate Plan
Sustainable Communities
 Communities that people want to live in
 Communities where the quality of housing and the environment is high
 Communities where everyone feels included
 Communities where people feel safe
 Communities that people are proud of
Excellent Customer Service
 Services that meet individual needs
 Services that are efficient and effective
 Services that are improving
 Services that are accessible
 Services that delight our customers
 Services that support and encourage successful money management
Updated May 2015
Newydd Housing Association - Corporate Plan
VALUES
We are a values based and values driven organisation. Our values define our culture and shape not only what we do but
also how we do things. Everything we do is scrutinised to ensure that it is consistent with our values.
Transparency
through
Informing
Excellence
through
Improving
Sustainability
and Equality
through
Involving
Updated May 2015
Newydd Housing Association - Corporate Plan
Transparency
We are honest, open and fair in our dealings with people and partner organizations. We respect confidentiality and the
need to protect sensitive data. We want people to be aware of and understand the decisions we make and are
accountable for our actions. We achieve this through informing our stakeholders consistently, regularly and fully.
Sustainability and Equality
Everything we do needs to be viable in the future as well as now. To achieve this we assess the impact of our actions
on communities and respect the environment to ensure there are no unintended consequences and that we are not
disadvantaging any section of the community. We achieve this by involving stakeholders in our decision making.
Excellence
We aim to achieve excellence in all we do. From the strategic direction to attention to detail we aim to get it right
first time. We will do what we say we will do and will acknowledge when we fail to deliver promises. We adapt and
respond quickly and take every opportunity to learn from experience. In this way we are an improving organisation.
Updated May 2015
Newydd Housing Association - Corporate Plan
CORE OBJECTIVES
In order to achieve our Vision we need to prioritise what we do. We have identified the following objectives as those
that we will devote most time, resources and energy to:
a) Tackling housing need and building new homes
b) Maintaining and improving homes and estates
c) Finding out and responding to what our tenants, leaseholders and other customers need and want
d) Working in partnership with our tenants, leaseholders, communities and staff
e) Keeping tenants, staff and stakeholders informed about what we are doing
f) Providing excellent and improving services that represent value for money and efficiency
g) Ensuring our staff are motivated and high performing and that there is a supportive environment that promotes
staff health, safety and wellbeing
h) Identifying opportunities to support the local, regional and national housing movement
i) Identifying ways to improve the health, education, and employment prospects of tenants and communities
within which we work
j) Maximising our role as a community gatekeeper to harness resources and services that will benefit our tenants
and communities
Updated May 2015
Newydd Housing Association - Corporate Plan
REGULATORY COMPLIANCE
The Delivery Outcomes are set out in the Regulatory Framework for Welsh housing associations. The Boards lead a
process of self assessment against the Delivery Outcomes. The Delivery Outcomes are:
Governance and Finance
1. We place the people who want to use our services at the heart of our work – putting the citizen first
2. We live public sector values, by conducting our affairs with honesty and integrity, and demonstrate good
governance through our behaviour
3. We make sure our purpose is clear and we achieve what we set out to do – knowing who does what and why
4. We are a financially sound and viable business
5. We engage with others to enhance and maximise outcomes for our service users and the community
Landlord Services
6. We build and renovate homes to a good quality
7. We let homes in a fair, transparent and effective way
8. We manage our homes effectively
9. We repair and maintain homes in an efficient, timely and cost effective way
10. We provide fair and efficient services for owners
The Boards have reviewed the Delivery Outcomes and have concluded that their Vision and Core Objectives set out in
this Corporate Plan encapsulate all the Delivery Outcomes. This is illustrated in the diagrams below.
Updated May 2015
Newydd Housing Association - Corporate Plan
Updated May 2015
Newydd Housing Association - Corporate Plan
Core Objectives from Corporate Plan
a
b
c
d
e
f
g
h
i
j
Regulatory Delivery Outcomes
1
2
3
4
5
6
7
8
9
10
Regulatory Delivery Outcome is encapsulated within Core
Objective from Corporate Plan
Updated May 2015
Newydd Housing Association - Corporate Plan
PERFORMANCE MONITORING
In order to track the progress of the organisation and its success in meeting targets the Boards need to ensure that the
aspirations of its tenants and stakeholders are met as well as the requirements of the regulator. In addition the Boards
need to ensure that the organisation is meeting its own Corporate Plan objectives.
A technique called Tenant Powered Performance has been in place since 2009 that allows tenants to identify their
ideal service and then set performance measures to monitor how the extent to which services are meeting these
aspirations. This work has been supplemented by a similar technique called Board Powered Performance. Both Tenant
and Board Powered Performance utilise the following stages:
Specify the ideal
outcome
Updated May 2015
Agree how to
measure
progress
Agree on the
target to be
aimed for
Newydd Housing Association - Corporate Plan
The Boards have identified their ideal outcomes for the organisation as:
o Happy customers and stakeholders
o Financial viability, probity and value for money
o Reputation for excellence
o Learning, improving and innovative
o Integrity and honesty
o Strong positive culture
o Engaged with the community to add value
o Opinion shaper
o Adaptability
o Inclusive
A set of performance indicators and targets are being agreed using the results from Tenant and Board Powered
Performance sessions and will be used to monitor the organisation’s performance at quarterly Board meetings. In this
way the Board can be assured that its performance monitoring arrangements take into account tenant aspirations as
well as the Corporate Plan objectives. Progress towards achieving the Corporate Plan Vision is monitored annually as
much of the performance information is generated by the annual tenants’ survey.
Updated May 2015
Newydd Housing Association - Corporate Plan
The Corporate Plan outcome indicators are set out in the table below:
Outcome
Happy customers and
stakeholders
Indicator
General tenant satisfaction from tenants
survey
Tenant satisfaction with ASB service from
tenants survey
How often
Annual
Target
>90%
Annual
Annual
>70%
(from ASB
satisfaction survey)
>85%
Annual
Not yet set
Quarterly
Quarterly
Quarterly
>80%
>95%
Contextual
Quarterly
>90%
Quarterly
>95%
Quarterly
Quarterly
Quarterly
Contextual
<4
0
Statutory Accounts
Annual
Contextual
30 Year Financial Plan
Regulatory Financial Judgement
Annual
Annual
Contextual
Pass
Satisfaction with maintenance from tenants
survey
Stakeholder satisfaction from stakeholder
survey
Satisfaction from new lettings survey
Satisfaction with repairs
Assessment of complaints – common
themes/subject areas
% of new tenancies that last for more than 12
months
New homes development and tenant
satisfaction
Care & Repair activity and satisfaction
Overdue gas services
Gas services overdue by more than three
months
Financial Viability, Probity,
Value for money
Updated May 2015
Newydd Housing Association - Corporate Plan
Benchmarking (Housemark)
Legal Challenge (via Audit Committee)
Internal Audit reports (via Audit Committee)
Management Accounts
Rent loss as a result of voids
Net rent arrears
Annual
Quarterly
Quarterly
Quarterly
Quarterly
Quarterly
Contextual
Contextual
No “red” opinions
Contextual
<1%
<2%
Reputation for Excellence
Achievement and retention of accreditations
Quality of stock - Achievement of WHQS
Marketing Strategy outcomes
Stakeholder engagement action plan
Annual
Annual
Annual
Quarterly
No fails
100% compliance
Contextual
Contextual
Learning, Improving and
Innovative
Workforce plan and training plan
Annual
Contextual
Investment in training
Service delivery development ideas and
outcomes
Achievement of Improvement and
Development Schedule items
Quarterly
Quarterly
Contextual
Contextual
Quarterly
Contextual
Positive Internal and External Audit opinions
Positive Regulatory report
Irregularity Reports (via Audit Committee)
Annual
Annual
Quarterly
Positive opinions
Positive report
Contextual
Annual
>90% agreement on
openness and fair
treatment &
>60% very satisfied
Integrity and Honesty
Strong positive culture
Updated May 2015
Stakeholder Surveys (Tenant, Leaseholder,
Staff)
Response to questions on values
o Transparency
Newydd Housing Association - Corporate Plan
o Sustainability & Equality
o Excellence
Corporate Plan outcomes review
Corporate Bonus triggered
Engaged with community to add
value
Opinion Shaper
Adaptability
Updated May 2015
Annual
Annual
Contextual
Bonus earned
Improvement in Do you feel proud of your
community? question(tenants survey)
Annual
>80%
Improvement in Do you feel safe in your
community? question (tenants survey)
Are you involved in your community or
community organisations (Do you feel part of
your community) tenants survey
Annual
>90%
Annual
>90%
Annual
Quarterly
Contextual
Contextual
Annual
Contextual
Annual
<2% say worse
Good practice recognition
Board discussion on engagement in current
sector issues and priorities
Report on the introduction and success of new
IT products (used in-house and sold
externally)
Service improvement questions. We have
introduced this/made these changes; do you
think they have improved? Tenant survey
Newydd Housing Association - Corporate Plan
Inclusive
Updated May 2015
Report on services that have been altered due
to customer profiling
Visibly Better Accreditation – ongoing
retention of the standard and evidence of
increased compliance
Profiling of staff and Board and review of
equality issues
Equality Impact Assessments – evidence at
policy review and approval
Number of homes with new physical
adaptations with evidence of tenant
satisfaction
Annual
Contextual
Annual
Increasing
compliance
Annual
Quarterly
Quarterly
Contextual
Contextual
90% satisfaction
with work
completed
Newydd Housing Association - Corporate Plan
Performance monitoring is supplemented by information from other sources such as stakeholder surveys, tenant
mystery shopping exercises etc. The diagram below illustrates how the organisation monitors its performance.
Updated May 2015
Newydd Housing Association - Corporate Plan
OUR SELF ASSESSMENT AGAINST THE DELIVERY OUTCOMES
We have decided to make an assessment of how we perform against the Delivery Outcomes. This assessment is made by
the Boards and uses a range of evidence to support their conclusions. The Board keeps these judgements under review
in the light of changing information or performance.
The Boards have established three levels of judgement:
Achieving our standards
Working towards our standards
Falling short of our standards
The Boards’ judgements are as follows:
Delivery Outcome
We place the people who want to use our services at the heart of our work –
putting the citizen first
We live public sector values, by conducting our affairs with honesty and integrity,
and demonstrate good governance through our behaviour
We make sure our purpose is clear and we achieve what we set out to do –
knowing who does what and why
We are a financially sound and viable business
We engage with others to enhance and maximise outcomes for our service users
and the community
We build and renovate homes to a good quality
We let homes in a fair, transparent and effective way
We manage our homes effectively
We repair and maintain homes in an efficient, timely and cost effective way
We provide fair and efficient services for owners
Updated May 2015
Board Judgement
Achieving our standards
Achieving our standards
Achieving our standards
Achieving our standards
Working towards our standards
Achieving our standards
Working towards our standards
Working towards our standards
Working towards our standards
Working towards our standards
Newydd Housing Association - Corporate Plan
IMPROVEMENTS AND DEVELOPMENT SCHEDULE
As a result of our performance monitoring arrangements and self assessment against the Delivery Outcomes the Boards
have identified improvement and development issues. The table below sets out the keys things we need to improve
(things we are doing now but could do better) and develop (things we are not doing now but need to). The schedule
which is organised by the Delivery Outcomes is a live document and is monitored and updated at each quarterly Board
performance meeting.
Governance and Finance - We place the people who want to use our services at the heart of our work – putting the
citizen first
What we are trying to improve
Demonstrate that our services are visible,
well regarded and accessible for tenants
and other customers
Engage with more tenants
Ensure that tenants who express a
preference receive a Welsh language
service
Updated May 2015
What we will do differently
We will evaluate the outcomes
achieved as a result of the Big
Conversation project
We will carry out a recruitment and
retention campaign and report on
outcomes
We will review our Welsh language
action plan in the light of the standards
set by Welsh Language Commissioner
Target Date
November 2015
Lead Board
Newydd
November 2014
Extended to
November 2015
November 2015
Newydd
Cadarn
Newydd Housing Association - Corporate Plan
Governance and Finance - We live public sector values, by conducting our affairs with honesty and integrity, and
demonstrate good governance through our behaviour
What we are trying to improve
What we will do differently
Target Date
Lead Board
Improve the information on which we base We will develop information on our
March 2015
Newydd
our decisions
communities and tenants to establish
our baseline position, set targets and
analyse trends over longer time periods
We will ensure that our business objectives We will carry out a major review of our December 2015
Cadarn
and plans open and transparent
Corporate Plan for the period 2016 to
2021 and publish it on our website
Governance and Finance - We make sure our purpose is clear and we achieve what
what and why
What we are trying to improve
What we will do differently
Ensure that Board meetings exhibit strong
We will test a new scenario that breaks
governance and that Board members are
the financial plan to rehearse options
performing to a high standard
for a recovery plan
Ensure that the Boards have a robust
We will review the Corporate Plan
overview of organisational performance
indicators and performance information
presented to Boards to ensure it
provides the information needed
Ensure that the structure of the
We will review our organisational
organisation is fit for purpose
structure as part of our Corporate Plan
review
Ensure that the Boards have an appropriate We will review Group governance
level of responsibility for decision making
arrangements to ensure that delegation
is clear, appropriate and efficient
Updated May 2015
we set out to do – knowing who does
Target Date
December 2015
Lead Board
Cadarn
December 2015
Cadarn
December 2015
Cadarn
December 2015
Cadarn
Newydd Housing Association - Corporate Plan
Improve the accuracy, timeliness and
relevance of performance information
Ensure that new business ventures are
viable and not creating a drain on core
resources
We will review and identify
improvements to our infrastructure for
reporting performance information
We will review the performance and
viability of Living Quarters Wales to
check that the business plan
assumptions and loan repayment
requirements will be met
February 2015
Revised to
September 2015
February 2015
Further review
November 2015
Governance and Finance - We are a financially sound and viable business
What we are trying to improve
What we will do differently
Target Date
To improve decision making and clarify risk We will review our definition of risk
March 2015
appetite
appetite to ensure it is appropriate and
workable
Cadarn
Cadarn
Lead Board
Cadarn & Newydd
Boards
Governance and Finance - We engage with others to enhance and maximise outcomes for our service users and the
community
What we are trying to improve
What we will do differently
Target Date
Lead Board
To support tenants wishing to adopt
Report on outcomes of HAPI project
November 2017
Newydd
healthier lifestyles
To ensure we can respond to the changing
We will commence a review of the
June 2014
Cadarn
local government agenda
conclusions of the Williams report on
local government reorganisation and
New target date:
plan our strategic response
December 2015
Updated May 2015
Newydd Housing Association - Corporate Plan
Landlord Services - We build and renovate homes to a good quality
What we are trying to improve
What we will do differently
Target Date
To provide more homes and reduce
To agree Treasury action plan resulting
reliance on Social Housing Grant for growth from Treasury review to support
Growth Strategy
August 2015
Landlord Services - We let homes in a fair, transparent and effective way
What we are trying to improve
What we will do differently
Target Date
Landlord
What we are trying to improve
Improve the consistency and quality of
services provided at our sheltered schemes
Services - We manage our homes effectively
What we will do differently
Target Date
We will seek an appropriate
November 2015
accreditation for our sheltered housing
service
Improve the consistency and quality of
To report on implementation of the
November 2015
services provided at our sheltered schemes Tenant Scrutiny action plan on
sheltered housing
Lead Board
Cadarn and
Newydd
Lead Board
Lead Board
Newydd
Newydd
Landlord Services - We repair and maintain homes in an efficient, timely and cost effective way
What we are trying to improve
What we will do differently
Target Date
Lead Board
Landlord Services - We provide fair and efficient services for owners
What we are trying to improve
What we will do differently
Target Date
Updated May 2015
Lead Board
Newydd Housing Association - Corporate Plan
RISK MANAGEMENT
A robust risk management system is in place with strategic and operational risk mapping reviewed regularly. A Board
member acts as Risk Champion and attends risk review meetings to challenge the review. Changes to the top ten risks
are reviewed quarterly by the Audit Committee and the Boards.
PROBITY
Robust reporting systems are in place to ensure probity. These include whistle blowing arrangements, declaration of
interests, compliance with Schedule 1 of the Housing Act 1996, reporting of irregularities and prevention of bribery.
The Audit Committee plays a key role in reviewing reports and major issues are referred to the Boards and if
appropriate the regulator.
FINANCIAL PLANNING
Effective financial planning is essential to the organisation’s ongoing viability and sustainability. Annual budgets are set
and monitored through the management accounts on a monthly basis with quarterly accounts being scrutinised by the
Board. The Boards also receive quarterly reports on compliance with financial covenants. The Cadarn Board retains an
oversight of the financial performance of Newydd.
Financial decisions are made within the context of agreed strategies that are reviewed annually. These include the
Schedule of Delegated Authority, Financial Control Regulations, Treasury Management Strategy and Development
Funding Strategy. Longer term financial planning is reviewed annually and a five and thirty year financial plan is
produced. This plan is tested for sensitivity to key assumption changes. The plans use assumptions that are prudent or
recommended by the Welsh Government and are available on request.
The current five and thirty year financial plans are provided below:
Updated May 2015
Newydd Housing Association - Corporate Plan
FORECAST INCOME & EXPENDITURE SUMMARY-CADARN HOUSING GROUP
Start date: 01 April 2015 | End date: 31 March 2045
2016
2017
2018
£000's
£000's
£000's
Income From Lettings
Rent Receivable
11,675 12,553 13,404
Service Charge Income
1,001
1,090
1,162
Gross Rental Income
12,677 13,643 14,566
Less Voids
(140)
(163)
(174)
Net Rental Income
12,537 13,480 14,392
Other Income
25
Total Turnover From Social Housing Lettings
12,562 13,480 14,392
Management Costs
4,507
4,830
4,950
Service Costs
749
829
892
Routine Maintenance
1,446
1,506
1,564
Planned Maintenance
460
478
500
Major Repairs
Bad Debts
158
347
444
Depreciation Of Housing Properties
1,547
1,722
1,852
Total Expenditure On Social Housing Lettings
8,867
9,712 10,202
Surplus (Deficit) On Social Housing Lettings
3,696
3,767
4,190
Other Activities
(11)
1
3
Surplus Deficit On Sale Of Properties
40
44
48
Surplus Before Interest and Tax
3,725
3,812
4,241
Interest Collected
6
Interest Payable
(3,051) (3,163) (3,457)
Surplus Before and After Tax
679
649
785
Designated Reserves Transfer
250
Retained Surplus
929
649
785
Cumulative Retained Surplus
14,055 14,704 15,489
Updated May 2015
2019
£000's
2020
£000's
2025
£000's
2030
£000's
2035
£000's
2040
£000's
2045
£000's
14,179
1,237
15,417
(184)
15,232
15,024
1,330
16,354
(195)
16,159
18,795
1,786
20,581
(226)
20,354
24,017
2,371
26,387
(290)
26,097
30,536
3,113
33,649
(370)
33,279
38,763
4,061
42,823
(471)
42,352
48,612
5,229
53,841
(592)
53,249
15,232
5,241
958
1,624
528
16,159
5,485
1,040
1,688
561
20,354
6,756
1,443
2,039
820
26,097
8,568
1,965
2,462
1,176
33,279
10,768
2,632
2,973
1,637
42,352
13,616
3,489
3,588
2,230
53,249
17,893
4,553
4,329
2,987
547
1,988
10,886
4,347
5
55
4,406
212
2,135
11,121
5,037
7
59
5,104
257
2,921
14,236
6,117
16
84
6,218
330
2,469
16,970
9,127
27
114
9,268
421
3,707
22,138
11,142
39
149
11,330
535
4,781
28,239
14,114
54
190
14,358
673
6,144
36,579
16,670
95
239
17,003
(3,686)
720
(4,388)
715
(5,502)
716
(6,668)
2,599
(8,011)
3,319
(9,345)
5,013
(11,181)
5,822
720
16,209
715
16,924
716
20,186
2,599
30,572
3,319
45,641
5,013
66,858
5,822
96,881
Newydd Housing Association - Corporate Plan
PROVISION OF SPECIFIC SERVICES
There is a separate business plans to deal with the following service provided by Newydd:
Care & Repair in the Vale – this service operates to a business plan that is developed and monitored by the Strategic
Business Planning Committee (made up of stakeholders) and submitted to Care & Repair Cymru. It is scrutinised and
monitored by the Newydd Board. The business plan aims to achieve the following objectives:
Mission Statement
Care and Repair in the Vale aims to provide comprehensive advice and assistance to older homeowners with the
repair, maintenance, or adaptation of their homes, to enable them to remain living within the community in
safety and comfort.
Core Principles
The business plan emphasises the core values and principles of Care and Repair in the Vale and ensures that all
services provided are based on these:
o To provide a high quality, accessible, client-led service tailored to meet individual need and client choice
o To provide a holistic service that supports the independence and well being of older people in their own
homes through improving their living conditions by assisting them to progress building works to a high
standard
o To provide a service that meets the long and short term housing needs of older people living in their own
homes which is responsive, flexible and timely
o To develop new services in partnership with Health, Housing, Social Care and voluntary groups which will
have significant impact on the health, wellbeing and independence of older people in the Vale of Glamorgan
Updated May 2015
Newydd Housing Association - Corporate Plan