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CHS Corporate Plan 2017 - 22

December 2017 Website

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CHS Corporate Plan 2017 - 22

1. Overview

2 – 3

2. CHS Operating Environment

2.1 PESTLE & SWOT 4 – 5

2.2 CHS performance a) Operational/financial performance as

at 9 months to Dec 2016

b) Other services performance c) Corporate Plan performance

6 6 7

2.3 Risk

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3. Finance

3.1 Economic Assumptions 9 3.2 Financial Forecast 9 3.3 Other business activity indicators 10 3.4 Growth 10 3.5

Welfare Reform 10

4. Looking Forward

4.1 Our corporate objectives 11 4.2 Reasons for choosing the aims and objectives 11 4.3

Summary of Corporate Objectives and Key Projects 12

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1 Overview

CHS is all about people. We’re about the 7,000 people living in our affordable homes and the 2,000

people who choose to rely on our care, support and community investment services. And we’re about the CHS team of 400 people who spend time listening to customers to make sure we deliver the high quality services they want. We work across Cambridgeshire; providing high quality services that give people opportunities to achieve what they want and a better quality of life. Founded in 1927, our experience means we take both the long-term view and a fresh look at issues which cut across traditional boundaries. We take pride in our capacity to innovate, to work with partners, to provide value and create new opportunities and choices.

Who we are We are a social enterprise and charitable housing association, helping people and communities to overcome challenges, take opportunities, and develop their ability to achieve their aspirations. We do this through running services, investing in buildings and other assets, developing partnerships and supporting social capital. We develop local partnerships to provide local solutions to local problems as the best way to provide value for money. We provide over 2,800 homes and community services to support over 9,000 people. We have a turnover of £28m and housing assets of £197m.

What we do We offer low-cost rented and shared ownership homes; residential and domiciliary care for older people; support for young people, parents, people experiencing homelessness or mental ill-health, and with learning disabilities; nurseries for babies and young children; money, debt, and employment advice; computer training and run time-banking groups in our local communities. We also provide property for other agencies, such as Mencap and Mind, to use in supporting their customers. Our subsidiary company, Cambridge and County Developments, develops houses for CHS for shared ownership and for rent by social housing tenants, and for itself to sell on the open market. These market sales create profits for CHS to invest in meeting its charitable aims.

What is important to us We are independent and believe we have value as a locally based charity and geographically focussed service provider. This value lies in:

• Being more accessible to our customers • Delivering a wide range of appropriate and relevant services to meet local needs and

aspirations

Investing in people and communities • Providing services which are distinct from other housing and support providers • Having strong, local and up to date understanding of local needs and markets

Having the capacity, knowledge and desire to engage with our stakeholders Being prepared to develop new services to tackle particular local problems

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We have established a test to ensure that any successful partnership proposals improve our ability to meet our objectives. We believe that all people and communities have the capacity to thrive, and that Cambridgeshire has special advantages to offer. We can make a significant contribution by listening to and working alongside customers and partners in an innovative, collaborative, and business-like way, achieving much more value, quality and effectiveness than by working in isolation. Governance We have a strong governing Board to set our direction and monitor progress against our goals. Our Board is drawn from the local community and is supported by 4 key committees: Operations; Audit & Finance; New Business & Development; and Human Resources. Committee Terms of Reference can be found on our website www.chsgroup.org.uk. There are 2 further groups that strengthen our commitment to draw upon our tenants’ skills and experience – the Customer Committee which sets its own agenda and makes recommendations on service policies and standards, and a tenant led Scrutiny Panel which has the remit to review any part of our operation and make improvement recommendations to the main Board. CHS is required to meet the relevant standards published and regulated by the Homes and Communities Agency (HCA). We have also adopted and comply with the National Housing Federation Code of Governance. The Board is responsible for meeting these standards and being transparent and accountable for the delivery of our objectives. The regulatory standards can be found on our website or ask us for a copy. Our values are

Respect – We see people as people and treat everyone with fairness, respect and dignity; Approach – We put as much emphasis on the way we do things, as on what we do; Partnership – We work hard to develop open communication and equal relationships with our customers, staff and partners which value their contributions and enable us to work together effectively; Openness – We are open, positive and flexible towards both new ideas and problems, and we encourage innovation and creativity that improves the outcomes from our services;

Deliver – We do what we say we will do and hold ourselves accountable for our actions. 4 CHS Annual Report 2014/15

Our corporate objectives over the next five years are:

1. Sustainable growth: Develop services and opportunities with optimum social and financial

impact 2. Excellent Services: Deliver excellent services that exceed our customers’ expectations 3. Strong CHS identity: Strengthen our values, culture and communication 4. Strong financial sustainability, value and risk management: Improve financial

sustainability and value for money through effective management of risk 5. Excellent governance: Ensure effective strategic decision-making.

Nicola Scrivings, CHS Group Chair Nigel Howlett, Chief Executive

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2 CHS’s operating environment

2.1 This PESTLE table assesses CHS’s external operating context ie the Political, Economic, Social, Technological, Legal and Environmental factors potentially impacting CHS’s aims and activities. It is followed by an updated SWOT analysis.

POLITICAL

Brexit: uncertainty in national policy development

through delays, eg deferral of Vol Right to Buy

Potential fundamental change through proposals

for Rent Freedom Govt focus on home ownership rather than

affordable housing for rent – though this could be

softening Access to HCA funding for new development

conditional on charging higher than social rents

and complying with HCA IMS monitoring system and rules

ECONOMIC

Brexit: uncertainty, workforce pressures, additional

costs Economic pressures on our customers and

employees through low pay, welfare reform and

increasing inflation, especially in high costs areas like Cambridge

Public funding pressures in social care, welfare and

local government provision.

Increased funding via new local devolution

Increased National Living Wage = growng pay

costs Possibility of continued 1% per year rent cut or

other rent restrictions beyond original four years

2016 – 20. Increasing staff costs due to skills shortages

Higher service delivery costs driven by higher

needs

Reducing pension returns

Rising land values and competition for HA

development Welfare reform – some small reversals of

previously announced cuts

TECHNOLOGICAL Increased demand for connectivity, communications

and assistive technology

Increased specialist activities for people with

cognitive impairment High space needs for people with specialist support

and care needs

High customer expectations for ICT

Increasing expectation of electronic documentation

and workflow in managing suppliers and customers On-line marketing and purchase of services

increasingly sophisticated

SOCIAL

Changing demographics: older people living longer

Continuing housing supply crisis and increasing

homelessness as new provision fails to meet demand and welfare reform bites.

Greater demands on social housing providers to

help with support needs otherwise unmet by any other services

Local Housing Allowance Cap will affect all tenants

from 2019 and under 35s from April 2018 – potential increase in arrears and impact on

tenancies & rent levels offered Increased demand for support for vulnerable

customers

Increased demand for personalised services and for

home support

Lack of move-on opportunities from supported

housing Changing families’ and customers’ expectations &

perceptions of a “good” service

Specialist staff skills and training required to meet

increased support and care needs Challenge to attract, recruit, and retain staff,

especially in care services and especially if freedom

of immigration changes

Care staff – in many roles English is a second

language and trend towards low literacy skills likely to continue

LEGAL

Potential regulatory changes in wake of Brexit, eg

migration Increased public scrutiny of care standards

Deregulation package as of April 2017 – incl

removal of HCA power of consent over disposals,

restructures and mergers

New social housing Regulator proposed later in

2017

ENVIRONMENTAL

Maintaining complex buildings at the required

standards, within budgets Need for strong staff culture of caring and

responsiveness

Strong performance management and learning

culture

Openness and accountability needed to all scrutiny

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Strengths Weaknesses Delivery

Diversity and range of services

Good return (economic and social) from key services

Robust governance and systems for performance mgt,

QA and risk mgt

CHS’s local focus and networks becoming more

valuable as fewer competitors have them

Relationships/reputation

Strong local knowledge, local presence

Good reputation for delivery, quality and staff expertise

Rich history, values, track record and consistency gives

us strong, recognised values-led brand

Staff

Best Companies Survey (14/100) – high staff engagement and aid to staff recruitment

Consistent leadership and management team

Dedicated staff

Strong values and integrity

Size/scope/business model

Some of our buildings limit the services we provide

Compared with competitors, CHS has limited

development capacity and available funding

Some services are risky generate little or no surplus

Lack of focus on core activities

Working practices

Over-reliance on manual systems

Silo-ed working – inconsistent processes across

different parts of CHS Limited capacity to respond to and act on customer

feedback

Lack of progression opportunities for staff

IT / IT skills

• IT systems not appropriate for effective service

delivery • Culture of workarounds

• QL (hsg mgt system) not fit for CSS (support services)

Culture/brand Seen as paternalistic, soft touch

Too inward looking, too comfortable, too risk averse

______________________________________________ _____________________Threats____________

Competitors • Danger of falling behind competitors in terms of

costs, efficiencies, response to new business

opportunities and brand positioning • Time taken to recruit – affects competitiveness for

low paid jobs as will go elsewhere

Commissioners / Customers

• Larger HAs may decide to stop housing people with support needs and therefore no longer buy CHS

support services - also creating larger numbers of people with support needs

• Lack of move-on opportunities from supported housing

• Commissioning uncertainty: Lack of long-term

approach by local authorities or focus on preventative services

• Pressure in NHS: pushes more expectation on CHS to provide services

Staff • Sickness policy changes – staff come to work ill or

disgruntled, affecting health, wellbeing, morale • Recruitment issues: lack of qualified local applicants

in nurseries /care services

Opportunities

Expansion of services / accessing resources

Track record of delivery increases capacity for wider range of tenders

Fully exploit local connection in all bids – use existing

positive relationships to open up opps for other work

and services Deliver more external contracts to other HAs

Devolution: good opportunities for development and

access to funds

Improve customer profiling processes as basis for

innovation in services, greater communication and responsiveness to customer feedback

Work with GPs/health centres to encourage social

prescribing – GP referrals for money advice, time-

banking

Social media & IT Full adoption of social media and workforce

collaboration technology in order to

o automate and provide self-service for customers and staff in all processes and transactions

o set up remote and mobile interaction for all staff

o generate unifying data for insight, analytics and intelligence on customers and assets

Brand Exploit 90 year Anniversary to blow our own trumpet,

create goodwill and wellbeing

Efficiencies Reduce running costs of new properties as energy

efficient housing becomes more mainstream

Create savings by agreeing longer term programmes

with contractors eg for planned works Introduce efficiencies through scanned invoicing and

payroll processing

change use /housing density to get more from assets

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2.2 CHS performance

a) Operational / financial performance as at 9 months to Dec 2016

KPI Performance as at 9 months to

December 2016

2016-17 YTD

Actual

2016-17 YTD

Budget

Variance +/(-)

2015-16

Actual

2017-18

Budget

Cost structure

Operating cost per unit £’ 3,355 3,433 78 4,957 £4,655

Central Overheads cost as % of total cost £’ 10.8% 11.8% 1.0% 11.4% 12.3%

Routine & Cyclical costs per unit £’ 472 568 96 £834 £755

All repairs per unit (including cap.) £’ 761 812 51 1,213 £1,112

Profitability

Operating profit margin before central

overheads 46% 45% 1% 43% 43%

Operating profit margin after central overheads 30% 26% 4% 25% 24%

Net profit margin 17.0% 8.6% 8.4% 7.8% 7.2%

Net profit margin before assets sale 13.5% 6.3% 7.2% 6.0% 5.7%

Effective Interest Rate 4.9% 4.8% (0.1%) 4.8% 4.2%

Interest cover 210% >125% 85% 154% >125%

Interest cover excluding assets sales 169% >115% 54% 148% >115%

EBITDA MRI interest cover

(exc. asset sales) 169% >117% 52% 115% >117%

Balance Sheet Capacity

Gearing - Maximum 49% ≤ 60% 11% 50% ≤ 53%

Total debt per unit £'000 £37 £37 0 £39 £38

Fixed rate debt as % of total debt 80% ≤80% 0 80% ≤ 80%

Housing management

Bad debts % of gross rents receivable 0.3% 0.6% 0.3% 0.5% 0.4%

Overall voids % of gross rents receivable 1.8% 2.2% 0.4% 2.1% 2.7%

Voids % excluding Registered Care 0.9% 1.6% 0.7% 1.3% 6.3%

Arrears 3.8% 3.9% 0.1% 3.2% 3.9%

Source: Management Accounts, Dec 2016 and approved Budget, Feb 2017

b) Other services performance (Care, Support, Nurseries, Advice)

Domiciliary and residential care (CQC) CHS Homecare – report published 29 December 2014 - Good

Vera James House – report published 5 August 2015 - Good

Alex Wood House – report published 4 August 2015 - Good

Langdon House – report published 10 June 2015 – Good

Environmental Health Re-inspection Reports for VJH, AWH, LH and MOO, DUC, RNC in 2016 –

all 5* (excellent) 3 care homes and CHS Homecare had mock inspections in 2016-17 via Helen Fuller Associates

and were rated Good

Nurseries (Ofsted) Sunflower Nursery Cambridge – inspected in 2014, rated as Good

Sunflower Nursery Cambourne – inspected in 2016, rated as Good

Support Services Cambridgeshire County Council contract monitoring requirements all met.

Advice Services (Matrix) Community Investment – reaccredited March 2016, over half elements assessed identified as

strengths. Next accreditation due March/April 2017.

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c) Corporate plan performance – Progress in delivering 2016-17 corporate priorities

Objective Progress 1. Secure our future through strategic reviews Adapt – Development of Care Services Week day Home Care service from Vera James House and

flexicare for John Beckett Court started

Adapt – Review of sheltered housing Review carried out

Review of Housing Development Strategy Strategy revised in light of recent and pending government

changes.

Continue to review and improve our financial & treasury capacity

Development Scheme Appraisal and Approval approach

reviewed Gearing constraints with Santander and RBS released

Loan portfolio further rationalised

2. Deliver excellent services that exceed our customers’ expectations

Improve repairs and maintenance service Improved value from contractors

Improve communication with customers Online self-service for customers MyCHS portal launched

ahead of schedule October 2016, with 12% eligible CHS

customers now signed up

Improved use of customer feedback eg for day to day repairs

3. Strengthen CHS Values and Brand

Strengthen CHS Culture Project management process reviewed

Introduce a performance management culture – PRP for

Heads of Service and Management team introduced from

April 2017

Implement Communication Strategy Use of social media expanded – Twitter, LinkedIn and

Facebook platforms developed

4. Improve Financial Sustainability and VfM

Implement key VfM projects

HRIS – Core HR go live 23 March 2017 – phased roll-out

2017 for rest of system

Agree on Plan B savings Long term Business plan reflects Plan B

Deliver Plan A savings to meet budget Consultation on staff terms and conditions carried out and

changes introduced as of Jan 2017.

Savings on repairs delivered through revised contract

arrangements 2 successful ESF/Lottery bids for New Horizons project; plans

in place for crowd funding campaigns

2017/18 Budget exceeds Plan A

Fully implement accounting changes FRS102, SORP and HCA Accounting Directions Sept 2015

now fully implemented

Carry out business stream reviews to deliver target levels of profit

Business stream reviews carried out with new 6 month

assessment of improvement plans now in place

5. Excellent governance

Establish comprehensive assurance system

for regulated and non-regulated services

Comprehensive QA processes developed and enforced.

KPI system re-designed, linked to corporate plan

Meet revised HCA requirements to ensure

continued compliance

Asset and Liability Register completed,

Full preparation for In-Depth Assessment including stress

testing and risk management

Consistent V1 / G1 ratings by HCA since March 2016.

Implement new Government housing

policies

Although Voluntary Right to Buy now deferred by Govt, full

review of CHS property eligibility carried out in preparation

for eventual implementation Pay to Stay remains voluntary for Housing Associations and

will not be implemented by CHS at present.

Maintain Board effectiveness Terms of Reference comprehensively reviewed

Governance arrangements for CandCD revised

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Delays occurred in delivering the following objectives:

Improve repairs & maintenance service: poor performance by repairs subcontractor Imtech

Strengthen CHS Values & Brand: Re-launch of website – held up by delay to Communications Strategy

Implement key VfM projects: Introduction of new HR/Payroll system –Core HR go live in March 2017. Payroll module delayed till August 2017 following supplier issues

2.3 Risk

We have a robust Risk Management Framework and Risk Policy that is annually reviewed. Our quarterly risk management review has identified the current risks facing CHS and there are strategies in place to manage them and also to provide assurance on that management. A new framework of service assurance has been implemented since September 2015.

Top 5 CHS Risks as at April 2017 – to be updated after January Risk Map review and at Audit & Finance Committee Meeting in May.

RISK HOW MANAGED:

EXAMPLES OF CONTROLS AND ACTIONS

Risk of not delivering CandCD business plan

Continued review and monitoring of the sites,

contracts, housing market, performance etc. Review of the governance arrangements Adequate pipeline of new schemes

Governance failure and the impact on CHS Group

Regular committee effectiveness reviews,

training/development, annual objectives and appraisal of board members.

Clear delegations of authority from board to

subcommittees, Group companies etc

Annual self-assessment

Board annual declaration of interest

Financial failure by a major contractor

Regular liaison meetings with key contractors Use of Dun and Bradstreet alert system to

highlight financial issues Relevant approval required before entering into

contracts

An exit strategy in place

Performance failure of a major contractor

Quarterly core monitoring meetings with

contractors, enhancing customers feedback and

learning, enacting penalty clause in where

performance below pargets An exit strategy in place

Failure to provide security of business data and confidential information

Data protection training for staff External review of security of data Adequate response to ensure compliance with

GDPR

3 Finance

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Over the period of this plan we make the following financial assumptions and forecast the following outturns

a) Economic assumptions

Key Economic assumptions 2016-17 2017-18 2018-19 2019-20 2020-21

RPI % 2.00 2.75 2.95 2.85 2.75

CPI % 1.25 2.00 2.20 2.10 2.00

Rent change % -1.0 % -1.0 % -1.0 % -1.0 % CPI +1.0 %

Salary Cost of Living uplift % 0.0 2.5 2.5 2.5 2.5

LIBOR 3 months +buffer % 1.08 1.26 1.30 1.66 2.02

Voids – General Needs 1.0 1.0 1.0 1.0 1.0

Bad Debt – General needs 1.0 2.0 2.0 2.0 2.0

b) Financial Forecast

Revenue Forecast Summary 2016-17

£’m 2017-18

£’m 2018-19

£’m 2019-20

£’m 2020-21

£’m

Turnover 26.1 27.2 32.3 31.5 32.6

Operating Costs (18.5) (19.8) (23.7) (23.0) (23.5)

Operating surplus 7.6 7.4 8.6 8.5 9.1

Operating profit % 25% 25% 26% 26% 28%

Surplus on stair-casing sales 0.1 0.1 0.2 0.1 0.2

Surplus on housing sales 0.4 0.4 0.4 0.3 0.2

Surplus before Interest and Tax 8.1 7.9 9.2 8.9 9.5

Interest payable and charges - net (5.2) (5.5) (5.7) (5.8) (6.6)

Surplus after Interest and Tax 2.9 2.4 3.5 3.1 2.9

% of Turnover 11% 8.8% 10.8% 9.8% 8.9%

Balance Sheet Summary

Housing properties at cost net of grant and

depreciation 114 128 140 152 164

Other fixed assets 10 10 10 10 10

Net current assets 6 2 2 2 2

Total Assets less liabilities 130 140 152 164 176

Long-term Loans and Other creditors 107 114 122 131 140

Reserves 23 26 30 33 36

Total Loan and Reserves 130 140 152 164 176

Cash Flow Statement Summary

Net cash flow from operating activities 7 6 12 11 11

Bank interest paid less received (5) (5) (5) (6) (9)

Net Cash flow from capital spend and investment (10) (16) (14) (14) (14)

Cash flow before use of resources and funding (8) (15) (7) (9) (12)

Financing - net (1) 9 7 9 12

Cash, bank b/f 16 7 1 1 1

Cash , bank c/f 7 1 1 1 1

Source: CHS Business Plan 2017+30 years & FFR Oct 2016

c) Other business activity indicators

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* dependent on implementation of Adapt programme

d) Growth These activity indicators show that current plans are to continue to increase Homecare / Extra Care places and a increase in affordable units to c.100 units p.a.. In view of latest policy changes, introduction of Right-to-Buy and the Devolution deal we are keeping our development policy under review. This will mean we will provide mixed-tenure developments which may comprise of LHA rent (Local Authority Allowance), shared ownership, social rent, starter homes and market sales. We remain committed to providing housing for people in greatest need whilst working within the business constraints.

e) Welfare Reform

Welfare Reform indicators 2016-

17 2017-

18 2018-

19 2019-

20 2020-

21

Welfare Reform: evictions

8 11 12 12 12

Welfare Reform: income protected £494 £506k £519k £532k £535k

Welfare Reform: % new tenants advised (general needs)

80%

80%

80%

80%

80%

Welfare Reform: rent arrears (general needs)

3.15% 3.75% 4.25% 5%

5.5%

Welfare Reform: residual risk to CHS’ customers

£303k £500k £500k £500k £500k

Although Universal Credit is now in place, the impact is building slowly but will accelerate over the next 3 years until all claims are included. The LHA Cap will be implemented from April

Business activity indicators 2016

-17 2017

-18 2018

-19 2019

-20 2020

-21

General needs rented housing 1,829 1,889 1,949 2,009 2,069

Shared ownership properties 383 423 463 503 543

Older people and supported housing* 411 411 411 411 411

Managed by agents 74 74 74 74 74

Registered care 129 129 129 129 129

Sub-total of tenants / residents 2,845 2,911 3,002 3,103 3,259

Nursery places 112 112 112 112 112

Floating support places 54 54 54 54 54

Day centre places 40 20 20 20 20

Sub-total of non-resident places 206 186 186 186 186

Community Investment – employment outcomes

213 218 223 229 235

CHS Homecare: Service Hours delivered RNC, DUC, MOO & Community From 2016-17 will also include BBC

90,000 95,000 97,000 100,000

105,000

Office staff (Endurance House) 72 76 76 76 76

Services staff 326 338 338 338 338

Total staff 398 414 414 414 414

Whole time equivalent staff 308 324 324 324 324

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2019, with additional impact. We continue to be pro-active in supporting customers most likely to be affected, maintaining relationships with key stakeholders e.g. DWP, local authorities, and levering in additional investment from external sources to add value to our services.

4 Looking Forward

4.1 Our corporate objectives over the next five years are: 1. Sustainable growth: Develop services and opportunities with optimum social and

financial impact

2. Excellent Services: Deliver excellent services that exceed our customers’ expectations

3. Strong CHS identity: Strengthen our values, culture and communication

4. Strong financial sustainability, value and risk management: Improve financial

sustainability and value for money through effective management of risk

5. Excellent governance: Ensure effective strategic decision-making

Our strategies, outcomes and performance management support the delivery of these objectives through detailed action plans.

4.2 Reasons for choosing the aims and objectives

These objectives are critical to the delivery of our vision and mission because

We can only deliver lasting benefit to more individuals, households, and communities by expanding our services, or extending their reach.

Expanding and extending our services requires us to make sure we are using our existing resources to achieve our objectives as effectively as possible. This means reviewing and stopping activity which is not effective and ensuring we focus on achieving value for money for all our customers

For this to be possible we need a rigorous, high performance culture and clear, quality outcomes for customers, service users and other stakeholders. Through harnessing their capacity, knowledge and creativity, we will be able to achieve more by working together effectively.

Given the current economic and political uncertainty, we must pay particular attention to our decision-making, governance and risk management to ensure that CHS and its customers remain viable and financially resilient.

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4.3 Items here are long term, one-off, special projects in addition to core business, requiring specific resource

RESPECT ---- APPROACH ---- PARTNERSHIP ---- OPENNESS ---- DELIVER

1. Sustainable Growth 2. Excellent Services 3. Strong CHS

identity 4. Strong financial sustainability,

VfM and risk management Increase Flexi-care services

Increase home care from

residential care sites Establish hubs for range of care

services

Strategic reviews for growth

Develop new income streams

New Funding

Medium term funding – RCF

Long term funding – Private

placement

Opportunities from Devolution

funding

Doing things better:

Cross-organisational reviews to identify New ways of working

Improvements in what, how and why

things are done

Adoption and integration of digital

technologies

Listening to Customers - Respond to UK

Customer Service Institute Results: Learn from top performing sectors and

organisations on resolving informal and

formal complaints Apply learning to amend complaints and

compensation policies and procedures

Train all staff on customer service

implications

Re-think CHS Rental

Policy • Review which groups

CHS is best placed to serve in order to fully

achieve our charitable

objectives

Implement key value for money projects

Full roll out of new HR/Payroll system

Review pension options

Implement electronic invoicing

Analyse and understanding of asset

performance on a unit basis Sector Scorecard - pilot

Funding Security Revalue and maximise existing security

Prepare new security

Use of Security Trustee arrangements

Manage risks and compliance requirements of General Data Protection

Regulation

Adapt – Develop potential of key sites

Intergenerational tenure pilot

established and evaluated

Contain costs and performance within top quartile

Overall Operating Costs per property

remain top quartile within HCA Global Accounts local benchmarking

Repairs costs per property remain top

quartile within HCA Global Accounts local

benchmarking

Implement Communication Strategy

Re-launch website

• Continue to develop social media platforms

Improve cost certainty through revised repairs contracts

Cost per property and fixed void banding

costs deliver within agreed budgets

CandCD to deliver planned surplus and

gift aid

Housing Development

Deliver increased affordable

housing programme

Deliver increased market sale

programme

Digital Strategy:

Mobile working for customer-facing staff

Data Warehousing to integrate IT

systems across CHS

Bespoke IT system for Nurseries

Deliver 90th Anniversary

Celebration Plan

Manage Risks arising from VRTB and

Supported Housing funding

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Establish new service for young people in Wisbech

Deliver New Horizons financial capability programme

Deliver CLAS and expansion of

Time Banking

ICT systems External Review of connectivity and

speed at projects & schemes

Review and revise PC refresh programme

to enable uniform hot desking and

network access at all offices/schemes

Continue to develop performance

management culture

Develop and deliver

leadership and workforce development programme

Sustain HCA V1/G1 rating – ongoing preparation for In-Depth Assessment

Establish and report quarterly to Board on

Golden Rules

Further development of resources &

briefing for Board Members Carry out Self-Assessment, completing any

outstanding tasks

Incorporate 2017 HCA requirements (eg

for disposals) into CHS processes

5. EXCELLENT GOVERNANCE

OACH ---- OPENNESS --IVER