Corporate plan

Corporate Plan 2013/18 | 2014/15 Update1

Corporate Plan 2013/18

(2014/15 Update)

www.coastandcountryhousing.org.uk

Corporate Plan 2013/18 | 2014/15 Update2 Corporate Plan 2013/18 | 2014/15 Update 3

Corporate Plan 2013/18(2014 - 15 Update)

In 2012, as Coast & Country celebrated its 10th Birthday, the Board, together with the Leadership and Management Teams and our customers, worked together to create this plan which identifies our aims and aspirations to 2018.It describes why our aims are important to us and our customers, how we plan to achieve them and what success will look like.

In creating this Plan we have reflected on the past ten years and have concluded that, as we enter a new era, we will continue to build on the strong foundations and principles we have established whilst striving to grow the business to achieve our commercial aspirations.

When celebrating our achievements we never overlook our weaknesses as we believe that seeing ourselves through the eyes of others is extremely powerful and should be the driver for continued and continuous excellence.

Paula BreenChair of the Group Board

Foreword from the Chair

Foreword from the Chair ...................................................................................................................... 3

A message from the Tenants’ Panel and Residents’ Scrutiny Group ................................ 4

‘Our Plan’ ............................................................................................................................................................... 5

About Us ........................................................................................................................................................ 6

About our People ...................................................................................................................................... 7

Our Values and Culture .......................................................................................................................... 8

Our Customers and Communities .................................................................................................. 9

Resident Involvement ........................................................................................................................... 10

Our Leadership Team ........................................................................................................................... 14

Our Vision ....................................................................................................................................................... 16

Aim 1: Provide a Quality Offer ........................................................................................................ 17

Aim 2: Support our Communities ....................................................................................................... 20

Aim 3: Expand our Business .............................................................................................................. 25

Aim 4: Be a Strong, Independent Viable Company ............................................................... 28

Strategy Interdependencies ............................................................................................................... 31

Contents



As Coast & Country celebrated its birthday in July 2012, it gave the Tenants’ Panel and Residents’ Scrutiny Group the opportunity to reflect on how far Coast & Country have come in ten years.

The Tenants’ Panel are delighted to have played a huge part in the development of this Corporate Plan; working closely with the Leadership Team to contribute to, and develop, the new corporate aims and priorities for the next five years whilst the Residents’ Scrutiny Group are excited to monitor its implementation.

Welfare Reform and ongoing austerity are having a huge impact on our tenants. The early results of the work that we have done so far to protect our communities is encouraging, but more needs to be done to protect the most vulnerable in society. It is therefore pleasing to see that this is reflected within the Corporate Plan with specific strategies developed to address Social Inclusion, Journey into Work and continued Resident Involvement.

Over the life of this Corporate Plan, the Tenants’ Panel will develop and deliver local standards that are meaningful for customers to ensure our communities remain strong, vibrant and attractive places to live, and the Residents’ Scrutiny Group will continue to ensure this Plan is carried through.

We are, therefore, pleased to endorse this Corporate Plan as our commitment to supporting its aims and priorities for our customers.

Kim Gallagher, Chair of the Tenants’ Panel Ann Sutherland, Chair of the Residents’ Scrutiny Group

A message from the Tenants’ Panel and Residents’ Scrutiny Group

The uncertainty of continued changes in the global and national economy, funding, legislation and housing and welfare policy all have a direct impact on our business and our customers. This Plan sets out our aspirations to 2018 and has been devised through working with our customers and considering the cost and value of the services we provide, where and how we will expand our business and how we will continue to develop new homes and regenerate communities.

The main issues considered whilst informing this Plan include:

• The uncertain economic outlook, creating a climate of continued austerity• Welfare reform – particularly around managing the impact of Universal Credit direct payments and the ‘bedroom tax’• Homes and Communities Agency (HCA) corporate priorities – particularly around the potential/significant reductions

in grant funding up to and beyond 2015• Changes in regulation with the focus on financial viability and governance and particular emphasis on greater

transparency and cost.

Iain Sim, Chief Executive

‘Our Plan’



Coast & Country Housing Ltd

Established in 2001, Coast & Country Housing Ltd took over the ownership and management of homes from Redcar and Cleveland Borough Council as part of a large-scale voluntary stock transfer (LSVT) in July 2002. As the largest Registered Provider (RP) in Redcar and Cleveland, we own and manage 10,152 homes, a further 67 shared ownership properties, 34 rent and buy units and nine market rent/affordable rent to buy properties. We are a ‘not for profit’ Company, limited by guarantee, and are regulated by the Homes and Communities Agency (HCA).

Coast & Country Developments Ltd

In March 2011, Coast & Country Developments Ltd, a wholly owned subsidiary of Coast & Country Housing Ltd was created, initially to deliver our flagship development scheme in Filey, North Yorkshire; CCD have since been appointed to deliver phase 2 of the Hummersea Hills development scheme in Loftus.

Throughout 2013/14 the Board has been considering further options to change the structure and constitution of the Group providing a degree of charitable status, forward planning for future growth opportunities and to be financially efficient.

Key facts at March 2014

• Established in 2001 as part of a large-scale voluntary stock transfer (LSVT)• Regulated by the Homes and Communities Agency (HCA)• Two major regeneration schemes in progress – Hummersea Hills (Loftus) and The Closes (Redcar)• Ambitious development programme valued at over £23m (Major schemes in Filey ‘Mill Meadows’ and Redcar ‘Havelock Park’

plus a number of smaller schemes)• Value of commercial contracts circa £2.1m in 2013/14• Annual turnover £48.9m• Annual rental income £46.5m• Annual sales income £2.4m• HCA Social Housing Grant received £4.04m (2011-15)• Current loan facility £215m• Number of employees 563.

About UsOur success is largely due to the people that work for us. Coast & Country has over 500 employees, all with different areas of expertise, knowledge and experience; this allows us to engage with our customers effectively across all areas of our business. We strive to attract, retain and develop high calibre, motivated staff to ensure that we are offering excellent standards of service to our customers.

Working for Coast & Country offers excellent training and career prospects, which is reflected in our low staff turnover and absence levels. In the most recent Times Top 100 best companies to work for survey, we are the 6th best not-for-profit Company in the UK. We have also established a successful apprentice programme, with 39 apprentice opportunities created or enabled during 2013/14 (through ourselves or our contractors). This complements the work that we do through our Journey into Work initiative, where this year we created 309 training, work experience and employment opportunities.

About our People

Staff celebrate their Times Top 100 achievement



We strongly believe that our values determine our behaviour; as such we expect to be fair, customer focused, proud and passionate about what we do, open and transparent, forward thinking and accountable.

Our culture creates the environment through which our services are delivered; we aspire to create an ethos that is:

• Pro-active, problem solving, innovative and committed to continuous improvement• Excellent, understanding, customer focused and driven by quality• Listening, open, accountable, responsible, performing and empowering• Dynamic, fast moving and business like• A ‘one Company, one team’ approach.

We realise that we cannot achieve our ambitions working alone, and we belong to several key partnerships. In particular, we have fully embraced the National Housing Federation (NHF) neighbourhoods’ agenda, are members of the SPIRIT development consortium, participate in the Compass Choice Based Lettings Scheme and are active in various local authority partnerships.

Our Values and CultureThe Group operates in a very challenging environment, with 12 out of 26 of our electoral wards in Redcar and Cleveland featuring in the top 10% of the most deprived in the country. 74.5% of our tenants are in receipt of Housing Benefit and unemployment remains above both the regional and national average. In order to address the significant employment issues within Redcar and Cleveland, we initiated our Journey into Work project to create training, work placements and employment opportunities for our residents. We also provide money and budgeting advice, and have a dedicated team to support the financial inclusion agenda.

Stock Profile

Our Customers and Communities

Information correct at 31 March 2014

Redcar 2,780 60 2,840

East Cleveland 20 2,763

Grangetown 2,029 3 2,032

Spencerbeck 1,838 19 1,857

South Bank 535 1 536

Stockton-on-Tees 26 49 75

Filey 13 6 19

Middlesbrough 21 - 21

Darlington 4 - 4

Hartlepool - 4 4

Whitby - 1 1

Area Units Owned Units Managed Total Units

Total Owned 9,989 163 10,152

We work in partnership with others to achieve our ambitions

2,743



Resident Involvement

Coast & Country’s approach to Resident Involvement

Tenant Panel

Individual Involvement

Tell Us

Complaints Comments and Compliments

Ask a Question

Surveys

Board Membership

Formal Group Involvement

Home Consultation

Panel

Focus Groups

Tenant Communication

Panel

Tenant Inspectors

New Generation

(13-17 Years)

Resident Scrutiny

Informal Group Involvement

Community Projects

Diversionary Activities

Local Forums

Coast & Country is committed to providing a diverse range of opportunities for residents to be involved in helping us develop our services and address social exclusion and worklessness within our communities. We encourage involvement from all our tenants and provide support to ensure that our methods are effective, enjoyable and accessible to all. We strive to ensure that the customer is at the heart of everything we do and we believe our customers` have an important part to play in designing the services they want and need.

Feedback and involvement is crucial for us to be able to deliver excellent services and improve the community in which our customers live. Our ‘Resident Involvement Framework’ provides a number of ways for our customers to get involved, as much or as little as they wish.

Our Residents Scrutiny Panel have a crucial role to play



Tenants’ Panel

Our Tenants’ Panel (TP) has a very important part to play in governing and shaping the Group. As customers of Coast & Country their input is highly regarded and their views taken into account. The role of the Tenants’ Panel is to set high standards of customer care as well as reviewing existing and shaping new policies to make sure they are customer friendly, strong and fit for purpose.

The panel work closely with employees and managers across all departments to embed resident involvement and this creates a positive, friendly environment which is beneficial in shaping the services the Group provides. The work of the Panel was recognised in the South Tees Excellence in Volunteering awards in 2013 and the Chair, Kim Gallagher, was given a Lifetime Achievement Award in recognition of the work she does for her local community.

Residents’ Scrutiny

The Residents’ Scrutiny Group (RSG) is another important part of our resident involvement framework; they act as our ‘critical friend’ to ensure our customers are widely consulted and involved in all aspects of service and performance standards. Through their work, they identify areas of good practice from a customer perspective as well as processes that could be improved. At the same time, the group makes sure we are achieving value for money. All recommendations of the Residents’ Scrutiny Group are reported to, and considered by, the Board and Audit and Corporate Risk Committee, demonstrating the importance Coast & Country place on involving tenants in all aspects of the business.

We also deliver a range of day to day services that support the diverse needs of our customers. Each year we get involved in a number of much wider projects and activities to support and promote diversity which we record and publish in an annual yearbook.

Business Excellence

The Group holds a number of key business accreditations which validate and acknowledge the level of commitment, expertise and contributions of both our employees and customers.

All have been successfully reaccredited with each assessment score improving on the previous which again demonstrates our approach to continuous improvement:

• Times Top 100 ‘3 star extraordinary’ Not-for-Profit Organisation 2014 (6th place)• Investors in People ‘Gold’ achieved July 2012• Customer Service Excellence (CSE) re-accredited November 2013• Telecare Services Association (TSA) re-accredited December 2013 “Consistently high level of HomeCall service delivery from staff at a time when there had been a number of external

funding and contract challenges”• Tenant Participatory Advisory Service (TPAS) re-accredited December 2012.

We are also members of a number of professional bodies and hold a number of professional awards, commendations and endorsements to further demonstrate our commitment to Business Excellence:

Our focus to 2018 will be to retain the existing accreditations but also to implement and embed an internationally recognised quality management framework which will bring together all elements of our business excellence.



All of the priorities within this Corporate Plan are led by the Executive Directors who form the Coast & County Leadership Team.

Iain Sim, Chief ExecutiveRonny Harris, Assistant Chief ExecutiveAnthony Brown, Executive Director, Property and AssetsHazel Dale, Executive Director, Finance

The Leadership Team are supported by divisional Service Heads who each develop an annual ‘Service Plan’ with their teams. Service Plans are key in establishing the golden thread from this Corporate Plan to the day-to-day activity of teams; they outline major actions and developments within each financial year, all of which are linked to a corporate priority. Service Plans are developed at the same time as departmental budget proposals, ensuring that resource implications are identified and considered as part of the budget setting process.

Our Leadership Team

How we measure our success

As a Group, we are committed to the continual improvement of services and performance; we set targets and actions based on previous performance information, comparing the progress we have made through benchmarking, consultations with key stakeholders and central government expectations. As we increase our collaborative working with other public and voluntary bodies in order to deliver key services, we strive to establish criteria by which progress can be objectively measured to demonstrate added value for money.

Performance information is regularly reviewed by the Leadership Team and reported formally to the Group Board on a quarterly basis. Performance is also reported to, and scrutinised by, our customers through the Residents’ Scrutiny Group and via our tenant communications publication, Your Homes. Customer insight is gathered through our complaints procedure, satisfaction surveys, About You questionnaires and general day-to-day contact; this information is used to shape our services to meet the needs of our customers.

Our approach to effective performance management translates the Coast & Country vision and priorities into effective, deliverable actions that demonstrate the golden thread. Lessons are learned through reviews of what we do and how we do it, identifying any potential for improvement across all services.

How we respond to the ‘threats’

In conjunction with celebrating good performance, we are mindful of threats to our continued progress. Coast & Country has a robust risk management framework, which is embedded across the organisation. Our approach to effective risk management is supported by Corporate, Service, Development and Project risk registers, progress against which is reviewed and reported on a quarterly basis to ensure they remain up-to-date. Our overall risk approach and culture is monitored and directed through the Group Audit and Corporate Risk Committee, who are committed to the strengthening and continual improvement of our internal controls.

From left to right; Ronny Harris, Ian Sim, Hazel Dale and Anthony Brown



‘Provide homes that people choose to live in’

Coast & Country are committed to providing customer focused quality homes and services, realising our vision to ‘Provide homes that people choose to live in’ by delivering our corporate aims to 2018:

Aim 1: Provide a Quality OfferAim 2: Support our CommunitiesAim 3: Expand our BusinessAim 4: Be a Strong, Independent Viable Company

We have identified a number of corporate priorities under each aim which we believe will support us to achieve our aspirations and deliver this plan.

As our aims are both challenging and ambitious we have created a range of robust strategies to facilitate the achievement of this Corporate Plan:

• Asset Management• Business Expansion• Communications• Corporate Governance• Customer Services• Development• Information and Communication Technology (ICT)• Inclusion, Equality and Diversity (IE&D)• Journey into Work (J2W)• Organisational Development• Procurement• Resident Involvement• Social Inclusion• Sustainability• Treasury Management• Value for Money• Viability.

Each strategy has a delivery action plan to ensure progress can be monitored, regularly reported to the Group Board and communicated to all stakeholders.

Our Vision

Why it is important:

We believe that providing a quality offer by way of the products and services we deliver to our customers can only be achieved by listening to and investing in our employees, customers and communities.

By 2018 we will continue to have:

• Employees who feel valued and are skilled to carry out their roles• Customers that feel their views and ideas are listened to and acted upon• Excellent standards of service across the Group• Capital assets that are fit for purpose, well maintained and well managed.

We will measure our success by:

• Being recognised as a Times Top 100 ‘Three Star’ Company (achieved December 2013)• Having achieved and maintained Decent Homes and Coast & Country standards on 100% of our stock throughout the year.

How we will get there:

We will achieve our aims by delivering the following strategies:

• Asset Management• Communications• Customer Services• Inclusion, Equality and Diversity• Information and Communication Technology• Organisational Development• Resident Involvement• Sustainability.

Aim 1: Provide a Quality Offer



Times Top 100 ‘Extraordinary Organisation’

Coast and Country was again placed in the Times Top 100 Best Companies survey, being ranked as the ‘6th’ best not-for-profit organisation to work for in the UK. The Group were also recognised as a ’three star extraordinary’ organisation and won a special award for ‘Giving Something Back’. This fantastic outcome represents the third consecutive year our Times Top 100 ranking has improved and is testament to the hard work and effort put in by managers and staff to create an organisation that we can be proud to work for.

Customer Service Excellence (CSE)

In December 2013, we were awarded the Customer Service Excellence accreditation for the fourth year in succession. This highly acclaimed and prestigious national award was a tremendous achievement as it reflected the commitment that all our employees give to providing the best service they can to our customers. Compliance plus was noted in seven key areas, including customer satisfaction, staff professionalism and attitude, partnership working and timely outcomes.

Telecare Services Association (TSA)

In November, the HomeCall Independent Living Service was re-accredited by the Telecare Services Association (TSA). This national accreditation recognises the service as fully meeting the strategic and operational requirements of the Code of Practice. Achieving this accreditation demonstrates that a quality support service is being provided, management is fit for purpose and gives reassurance to new and existing customers that we are able to meet a diverse range of 24 hour support needs.

Tenant Participatory Advisory Service (TPAS)

In December 2012, we achieved the Tenant Participatory Advisory Service (TPAS) kite-mark for a further three years. The assessment panel were very impressed with the work of the organisation and highlighted a number of areas of good practice, especially within our culture. This was a very clear and public acknowledgement of the commitment and contribution we receive from working with our customers. Gillian McLaren, TPAS Consultancy Manager – Northern, commented ‘I was extremely impressed with how embedded resident involvement is with all staff and the excellent working partnership it has with tenants. The organisation has continued to grow and progress and this will ensure that it continues to deliver excellent services in partnership with tenants now and in the future’.

Our Achievements in 2013/14

Considerate Constructors / Construction Health and Safety Scheme (CHAS)

The entire Property and Assets direct workforce are registered with the Considerate Constructors Scheme, and are required to comply with the scheme’s code of considerate practice. The inspector commented that Coast & Country has “a very committed customer focus supported by extensive systems and procedures. It is clear that the business does not just want to support the community but is part of the community. The extensive events such as school visits, tenant forums, community activities, weekly briefings and well-presented personnel and vans all do much to improve the image that the wider public has of the construction industry”. The Group also retained their Construction Health and Safety Scheme (CHAS) accreditation in the period.

Investors in People (IIP)

In July 2012, Coast & Country were awarded a ‘gold’ accreditation by Investors in People; this was followed by the achievement of an IIP Health and Wellbeing award in August 2013. A number of employees were interviewed by the assessors, answering questions about what it is like to work for Coast & Country, including a review of staff benefits, working conditions, learning and development and change mentality. The assessors were also shown around a number of sites to get a sound understanding of how the organisation works together and how we all communicate with each other. Only 2.7% of organisations are awarded ‘gold’ status so we are extremely proud of this achievement.

Inclusion Equality and Diversity

Throughout 2013, the Group have been promoting inclusion, equality and diversity to employees and involved residents by holding events to celebrate a Year of Culture. The events were very well attended and provided an excellent forum for knowledge and awareness to be raised across the organisation. The Group also achieved the Diversity Network Accreditation in November, demonstrating the importance that is placed on inclusion, equality and diversity and delivering excellence to our customers through partnerships.

Following an application to Stonewall, who represent thousands of employers in the UK, the Group were ranked 268 in the equality employer status list.




Continuing to support our communities is as important to us as the homes we provide because one is sustained by the other.

By 2018 we will have:

• Enhanced the quality of life and life chances for our communities by increasing employment and improving our customers’ financial resilience

• Embedded the principles of the Social Value Act within procurement practices.


• Supporting 1,500 people back into employment through our Journey into Work initiative• Increasing the amount/percentage of rent collected to 100.5%• Reducing the amount/percentage of arrears to 2.75%.



• Journey into Work• Social Inclusion.

Aim 2: Support our Communities

Journey into Work

The Journey into Work (J2W) programme is at the heart of our community investment ethos, supporting people into employment and has been amazingly successful since its inception in 2009. The programme has, at its core, a range of initiatives covering advice, skills development and project based activities. Working with a number of key partners our approach covers such schemes as:

• Job clubs with funds to remove barriers to finding work• Click Start – helping residents to get online• Joint Enterprises with Jobcentre Plus and Work Programme providers• Promoting the value of apprenticeships• Forging Futures• Resident Training programmes• Creating jobs and skills throughout our Regeneration and Development programmes• Westfield Farm and Barn

Together through these initiatives, we have helped over 1,500 people back into work, supported the provision of over 2,800 training places and offered information, advice and guidance to over 5,100 residents.

We are also working towards the delivery of Small Firms Enterprise Development Iniatiative accredited training for Business Support and Business Enterprise and will progress this further during 2014/15.

Apprenticeships

We have an excellent reputation, both in the North East and nationally, for our approach and commitment to apprenticeships. We are actively involved in delivering the Apprentice Celebration Event (ACE) conference and have spoken about our approach at a ministerial launch in the House of Commons during National Apprenticeship Week twice in two years.




Forging Futures

Forging Futures is a hugely successful employability scheme which offers self-marketing training and paid work placements to the long term unemployed. The scheme has been developed in partnership with Avanta, a Work Programme provider, and is unique in its approach. In 2013/14 the scheme has been jointly funded by New College Durham and North East Procurement (NEP).

In the first six months of the scheme over 100 people went through the programme and 28 have been successful in moving into paid work placements and permanent jobs.

Welfare Reform

Welfare Reform represents the biggest challenge the social housing sector faces in a generation, with working age households losing up to 25% of their Housing Benefit should they have spare bedrooms within their homes. Coast & Country have responded to this by working with those tenants who are affected by the changes through consultation and advice, by developing a Bedroom Tax Toolkit and delivering a loan shark and payday loans awareness campaign. Led by our Tenants’ Panel, a Bedroom Tax summit was attended by 72 representatives from 24 housing providers across the North East, to further raise awareness and encourage the development of action plans to tackle the changes proposed through welfare reform. We have also invested in ‘My Home Finance’, a National Housing Federation (NHF) initiative to provide low cost loans as an alternative to pay day and illegal lending. We have supported out local credit union through the provision of accommodation at a ‘peppercorn’ rent.

Westfield Farm extension

Westfield Farm, a Grade II listed building consisting of a farmhouse and cottage dating from the mid 1700’s, is a community resource centre and a thriving hub of our J2W initiatives. The Farm and adjoining Barn are being used to full capacity, delivering training, digital inclusion projects, volunteering opportunities and as a base for formal involvement groups.

The buildings adjoining the Farm are owned by Redcar and Cleveland Borough Council, who have indicated that they would like to work with us in the future to expand our community provision. The practical skills activities provided at the Barn are currently restricted by space, and an extension would enable us to increase our skills training provision and offer an increased range of enterprise opportunities. If the opportunity arises over the next two years to acquire this area we would again harness the support of our employees and supply chain to bring the buildings back into use for our communities.

Big Lottery – Start Right Stay Right project

We were awarded £800,000 over five years for our ‘Start Right Stay Right’ project to help first time tenants get off to the best possible start in their new homes. The scheme offers help and advice so that customers can manage their bills, get the best deals on utility services, avoid getting into debt and increase their financial capability. Nine months in, the team had been successful in improving the financial capability of 117 cases completed.

Re:Furnish Emporium

Over the last 12 months we have been working hard to secure a suitable location for a new Furniture Recycling Scheme and have negotiated a five year lease for a former saleroom and storage unit in Saltburn. The location is excellent for this new venture as it already has an established reputation for second hand furniture, good transport links and is geographically central to the borough. Saltburn itself is a vibrant community and we envisage that our activities will integrate well with some of the other initiatives such as vintage fairs, farmers markets and ‘real food’ events.

Re:Furnish will be the core activity and the areas of growth will centre on volunteering, training and work placements for the long term unemployed.

Mortgage Rescues

During 2013/14, we completed 19 mortgage rescues, helping families threatened with repossession to remain in their homes as tenants and providing them with benefit and money advice and other support to enable them to successfully manage their new tenancies. The mortgage rescue scheme comes to an end in April 2014.




In order to continue to offer the range and level of services we provide to our customers we need to have a robust and targeted plan for business growth as well as being able to respond quickly, professionally and commercially when other opportunities are presented.


• Pursued areas for new business growth• Acquired additional homes• Built more new homes.


• Increasing the value of our commercial contracts to £3m a year• Increasing the net profit margin of commercial contracts to 6%• Increasing our stock levels to 11,000 properties• Achieving the Independent Living Services gain as per the Business Plan assumptions.



• Business Expansion• Development.

Aim 3: Expand our Business

Click Start

Our approach to Digital Inclusion has been extensively developed, demonstrating Coast & Country’s commitment to supporting tenants and residents to get online in order to improve their lives and life chances. For those tenants without internet access, ‘Click Start: Your Way to an Online Future’ was launched, a new initiative to help customers to explore the internet and take advantage of the benefits. Westfield Farm has been named as a UK Online Centre and has hosted various events including:

• Techy Tea Parties (in partnership with EE)• Keep Calm and Stay Safe Online• Meet the Champions• Coffee at the Farm with Baroness Martha Lane-Fox

The initiative has proved a great success; key partnerships have been established with GoON UK, EE and UK Online Centres, linking our approach into broader national policy and initiatives. This proactive strategy has created interest at the highest level, most notably demonstrated when Baroness Martha Lane-Fox, visited Coast & Country to discuss the initiative and help promote our approach. This encourages other organisations and local authorities to engage in this agenda and develop similar strategies to tackle digital inclusion.

Baroness Martha Lane-Fox visits Westfield Farm to support our approach to digital inclusion



Commercial Contracts

At 31 March 2014, the value of Coast & Country’s commercial contracts reached £2.1m. Our Property and Assets division has been winning contracts within the North East, from adaptation work with Middlesbrough and Dale and Valley, kitchen installation works with Derwentside and electrical rewiring work with Cleveland Police. In addition our Handyman scheme is being further developed and has been expanded to offer home improvement work as well as smaller routine repair and maintenance jobs.

HomeCall Independent Living Service

Our HomeCall and assistive technology service was under threat in 2012/13 as a result of budget reductions at Redcar and Cleveland Borough Council. A business plan to develop this service into a commercial Independent Living Service was approved by the Group Board and went live in April 2013 with a renewed contract for Telecare Services and a partnership with Heritage Healthcare to provide a domiciliary care service. We have also negotiated a contract for Out of Hours Services for Broadacres Housing Association, as well as retaining the out of hours service for Redcar and Cleveland Borough Council.

Time4 Building & Maintenance

Times4 Property Services, a subsidiary brand through which we deliver high quality building and maintenance services, was rebranded as Time4 Building & Maintenance in November 2013 to better reflect the work that we do and support our wider commercial aspirations.

Mill Meadows, Filey

March 2012 saw the launch of our Mill Meadows development in Filey with a sea-side themed celebration marking the opening of the sales and marketing office. This was followed up in September 2012 with the launch of the show home by legendary cricket umpire, Dickie Bird.

The Mill Meadows development, which is being delivered by Coast & Country Developments (CCD), will offer 180 properties for sale, 60 shared ownership units and 60 for rent, providing a sustainable mixed tenure community. All homes will be energy efficient, economical to run and built to a high standard whilst community facilities on the scheme will also form a key part of the development.

Interest in properties has been very good in a challenging climate for house sales and to date we expect to have sold 12 open market and 16 shared ownership units by the end of March 2014.

Eastbourne Road, Darlington

Representing our first development in Darlington, the site at Eastbourne Road has capacity for 76 units, of which we will develop 44 (17 shared ownership and 27 market rent) by March 2015. The scheme was launched in March 2014 and it is anticipated that the first properties will be handed over in July.

Empty Homes and Stock Acquisition

Our nationally recognised Empty Homes scheme has been very well received at all levels of regional and national government. The scheme was set up in 2010 as an innovative pilot led by Coast & Country to tackle three key government aims:

• Bring long term empty homes back into use• Increase the number of affordable homes across the Tees Valley• Increase the training and employment opportunities for young unemployed people.

In total, we have secured £6.8m of funding to deliver 284 units of accommodation by March 2015. This will include a mix of properties acquired for Group ownership and those on long term leases from the owners. All will be let at affordable rent levels.





The successful delivery of Aims 1, 2 and 3 are dependent on the Group continuing to have appropriate and robust governance structures in place as well as being financial viable.


• Improved our ‘Value for Money’• The highest standards of governance and accountability• Robust business planning and financial management.


• Maintaining full compliance with the HCA regulatory governance and financial viability standards• Having achieved Value for Money savings of £5m (cashable and non-cashable)• Ensuring on-going compliance with our financial covenants.



• Corporate Governance• Procurement• Treasury Management• Value for Money• Viability.

Aim 4: Be a Strong, Independent Viable Company

Corporate Rebrand

In 2013 the Communications Team undertook a brand refresh exercise, recognising that the Group’s brand was mid-way through its lifecycle and needed to be re-aligned to better reflect the forward thinking nature of the business. To this end, following consultation with staff and tenants, the team developed a new ‘visual language,’ which has now been rolled out.

Governance (Board Structure)

Maintaining good governance arrangements is fundamental to our ongoing success and viability. In order to increase commercial knowledge and awareness to support the Group’s diversification, the composition of the Group Board was changed from 4:4:4 to 8 independents, 2 tenants and 2 local authority representatives in April 2014.

CARE Awards

In order to celebrate the first class service that employees across the Group provide to customers, Coast & Country held its inaugural CARE awards in September 2013. The awards ceremony was hosted by Channel 4’s Fairy Godmother and patron of Westfield Farm, Hayley Taylor, and employees were commended in a range of categories, including Rising Star, Inspirational Leader, Innovation and the Employee and Team of the Year.

Human Resources

The Group’s new time and attendance management system, Carval, was fully implemented in July 2013. The new system allows for a greater level of management information to be produced giving a greater insight into the recruitment and employee cycle and also links to Payroll. The Group’s HR policies were also reduced and condensed in the period from over 50 documents to just seven.

Service Planning

Service Plans are crucial in developing the ‘golden thread’ from the Corporate Plan to the day-to-day activity of teams, highlighting major actions and developments planned within the financial year. 2013/14 was the first year of the revised service planning process across the Group and each service area consulted with their teams to produce first class documents, which were then made available to all employees through the corporate intranet.


Corporate Plan 2013/18 | 2014/15 Update30 31

Business Performance and Value for Money (VfM)

Business performance remains strong, particularly in respect of the fundamental housing management service areas of repairs and maintenance and gas servicing. Our approach to Value for Money is robust and the Steering group is driving and embedding the strategy across the Group. During 2013/14 we estimate cashable savings, reduction in our costs and increased income generation to be over £1m. To support the achievement of VfM targets throughout the Group, a Board Champion was appointed in 2013/14.

Risk Management and Insurance

As a result of a rigorous tender exercise, Arthur J Gallagher Housing (AJG) were appointed as the Groups insurers for a three year period commencing April 2014. The tender exercise delivered efficiency savings in excess of £120,000 in year one and we will be working closely with our new insurance partners throughout 2014/15 to further improve processes and reduce liability claims made against the Group.

The Group were also acknowledged by both Continuity Insurance and Risk magazine and ALARM for our sound risk management practices in 2013.

Corporate Plan 2013/18 | 2014/15 Update 32Corporate Plan 2013/18 | 2014/15 Update

Strategy

2. BusinessExpansion

3. Communications

4. CorporateGovernance

5. Customer Services

6. Development

7. ICT

8. Inclusion, Equality and Diversity

9. Journey into Work

10. Organisational Development

1. Asset Management

Sponsor

Anthony Brown

Iain Sim

Iain Sim

Ronny Harris

Anthony Brown

Hazel Dale

Ronny Harris

Ronny Harris

Ronny Harris

Anthony Brown

Owner

Jason LoweLesley Conroy

Anthony Brown

Lyn Peacock

Lyn Peacock

Tracy O’Neill

Marie Lodge

Deborah Matthews

Tracy O’Neill

Tracy O’Neill

Adele Currie

John O’Hare

Priority

1.2 Own and manage homes which can meet changing needs of our communities1.3 Ensure our homes are tidy, well maintained and safe1.4 Analyse local RSLs and use the findings to improve our offer1.5 Examine options for an Asset Management Tool

2.1 Deliver growth and expand HomeCall ILS in line with the Business Plan2.2 Deliver growth and expand Time4 Building and Maintenance Services in line with the Business Plan2.3 Deliver the ‘Empty Homes’ project2.4 Increase value and profit of commercial contracts

3.1 Deliver an increased digital focus (web traffic, digital downloads, paper publications)3.2 Enhance and embed the new tenant magazine, Your Homes (scrutiny exercise, e-magazine)3.3 Increase the media presence of the Group: Five times on Today3.4 Improve the use of data and insight3.5 Develop performance reporting framework for Communications3.6 Deliver great campaigns3.7 Support managers to produce excellent communications (training sessions)3.8 Investigation into commercialisation of service

4.1 Develop and implement a robust Quality Management System4.2 Progress the establishment of a Group structure for the Company4.3 Undertaken Board Director recruitment

5.1 Retain Customer Service Excellence accreditation5.2 Recognise National Customer Service Week 5.3 Embed the use of Customer Relationship Management (Orchard Dashboard)

6.1 Develop new homes in strategic Local Authority priority areas6.2 Deliver the priorities and unit numbers identified within the Business Plan

7.1 Promote and embed Digital Inclusion7.2 Implement a secure and flexible Mobile Working solution7.3 Complete Network Infrastructure hardware upgrade

8.1 Strengthen our position as an inclusive employer 8.2 Embed and promote equality to all staff

9.1 Strengthen the Westfield Farm resource centre9.2 Deliver the Forging Futures project

9.4 Improve training provision including SFEDI accredited training9.5 Exceed local labour targets9.6 Advice and Guidance

10.1 Ensure engagement is integral to all OD activities10.2 Expand HR and Learning and Development business opportunities10.3 Deliver excellent employee coaching and support

1.1 Provide high quality homes and services

9.3 Delivery of the STAR programme

Aim

1

Aim

2

Aim

3

Aim

4

Bus

ines

s Sy

stem

s

Com

mer

cial

an

d A

sset

s

Com

mun

ity

Inve

stm

ent

Cor

pora

te

Arr

uran

ce

Dev

elop

men

t

Fina

nce

HR

and

OD

Inde

pend

ent

Livi

ng S

ervi

ces

Mai

nten

ance

O

pera

tions

Mai

nten

ance

O

pera

tions

Nei

ghbo

urho

ods

LEA

DER

SHIP

Apr

il

May

June

July

Aug

ust

Sept

embe

r

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Interdependency

11. Procurement Hazel Dale Rob Baillie

11.1 Reduce sub-contractor spend11.2 Embed ethos of green procurement11.3 Embed principles of Social Value

12. Resident Involvement

13. Social Inclusion

14. Sustainability

15. Treasury

16. Value for Money

17. Viability

Ronny Harris

Ronny Harris

Anthony Brown

Hazel Dale

Hazel Dale

Hazel Dale

Tracy O’Neill

Louise Harding

John O’Hare

Hazel Dale

Anthony Green

Lyn Peacock / Hazel Dale

12.1 Use involvement to build up residents’ confidence and work related skills12.2 Ensure we are inclusive and accessible to all12.3 Continue to support successful co-regulation and be accountable

13.1 Promote financial inclusion and respond to welfare reform13.2 Increase the availability of affordable, quality second hand furniture and household goods to tenants and provide additional training and volunteering opportunities 13.3 Deliver safer communities by addressing anti-social behaviour, hate crime and neighbour nuisance 13.4 Integrate a health and wellbeing programme into service delivery wherever possible13.5 Increase customers’ access to digital services and make them aware of the relevance it can have to improve the quality of life and life chances

14.1 Ensure good energy management in all aspects of our business by targeting and reducing energy consumption, increasing energy efficiency and adopting a practical commitment to renewable energy technologies14.2 Address the negative environmental and social impacts associated with travel to work and business related travel14.3 Procure new fleet and review internal vehicle usage to improve our carbon footprint14.4 Achieve environmental, social and economic gains by purchasing only what we need and increasingly purchasing resources and materials that can be reused or recycled or come from well-managed sustainable resources14.5 Manage the process of waste disposal, minimise the amount of waste produced, increasing opportunities for recycling, reusing waste and removing any barriers to effective waste management14.6 Deliver solutions through Eco and Green Deal14.7 Manage our natural environment for the benefit of existing and future communities, protect and enhance green spaces and encourage local bio-diversity14.8 Education in sustainability will enable people to build the knowledge, value and skills to take part in decisions about the way we do things, to improve the quality of life now, without damaging the planet for the future

No actions / interdependencies (Board level actions)

16.1 Performance and Delivery16.2 Embedding (Communication and Engagement)16.3 Continuous Improvement

17.1 Develop Treasury Management Policy17.2 Establish robust process for benchmarking across the organisation17.3 Prepare the Company for the IFRS17.4 Deliver robust business, corporate and service planning

11.4 Continue to embed POPs

Notes................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

................................................................................................................................................................................................................................................................................................

Corporate Plan 2013/18 | 2014/15 Update 33


© Coast & Country 2014

01642 771300

[email protected]

14 Ennis Square, Dormanstown, Redcar, TS10 5JR

www.coastandcountryhousing.org.uk

Date post:	23-Jul-2016
Category:	Documents
Upload:	coast-country
View:	216 times
Download:	0 times

Corporate plan

Documents