NOTTINGHAM CITY HOMES

Transcription

1 ITEM: 8 NOTTINGHAM CITY HOMES THE BOARD REPORT OF THE CHIEF EXECUTIVE 22 JANUARY 2015 NOTTINGHAM CITY HOMES DRAFT CORPORATE PLAN SUMMARY 1.1 This report provides the Board with a first draft of Nottingham City Homes Corporate Plan for Attached at Appendix 1. 2 RECOMMENDATIONS 2.1 It is recommended that the Board discusses and comments on the draft Nottingham City Homes Corporate Plan for and the proposed Company values. 3 BACKGROUND 3.1 Nottingham City Homes Corporate Plan for sets out the company s ambition for the next three years. The Plan is ambitious and challenging, but we believe it is realistic. It builds on our successes as an ALMO over the last ten years and the transformational journey we have made in terms of culture, service and performance. 3.2 This Plan considers our operating context, both locally and nationally. We know that we will continue to see considerable change both external and internal over the next three years. There will be elections in May 2015 and whatever the result we will face a number of challenges: Cuts in public funding for NCC and supporting people Welfare reform / universal credit Growing demand for services and meeting the expectations and aspirations of our tenants and leaseholders Social and demographic change 3.3 This Plan has been developed in partnership with tenants and leaseholders, officers and councillors of Nottingham City Council, partners, Board and our employees. An extensive consultation programme asked for views on NCH services and our future priorities. 3.4 A variety of methods were used to enable the widest range of views: tenant survey (postal and on-line) presentations and discussions with tenant groups (including the Tenant Communications Panel, Equalities Panel, Customer Excellence Panel and Tenant and Leaseholder Congress)

2 informal consultation with tenants at the Tenant Fun Day, September 2014 and Older Persons Conference, October 2014 meetings with our Board, trade unions, managers, and colleagues, including representatives from our employee equality groups every team across NCH asked to input ideas and suggestions a survey sent to all councillors asking views on future priorities listening to our partners 3.5 Following further consultation with partners and employees the final version of the Corporate Plan and Company values will be brought back for approval by Board on 26 March THE PLAN 4.1 Our Corporate Plan sets out our plans and priorities to build the type of organisation we want to be now, and in the future a sustainable top performing ALMO that will be in great shape for Nottingham, and for our tenants of today and tomorrow. 4.2 The plan focuses on the views and aspirations of tenants and leaseholders and their priorities: quality homes delivered through effective repairs and maintenance, value for money services, tackling anti social behaviour, making homes more energy efficient and safe and attractive neighbourhoods. 4.3 Consultation showed strong support for maintaining the same strategic direction we began in Our vision remains the same creating homes and places where people want to live and we have built on our existing corporate goals to include an additional fourth goal to reflect our ambition to grow our business and invest back into our communities: To be a first class housing organisation in the eyes of our tenants and leaseholders, securing our place as one of the top housing organisations in the country, providing value for money and continuously improving performance To be a major player in transforming the quality of life in our neighbourhoods, making a difference to the lives of tenants and leaseholders, helping them to be proud of where they live, contributing to tackling unemployment, reducing crime and building strong and cohesive communities To be a great place to work, widely respected as an efficient and professional organisation, with a value based culture, recognised as an employer of choice and maximising our contribution to the wider Nottingham ambition To generate new business, securing income to reinvest in Nottingham and our communities, continually developing the business and strengthening our commercial expertise, so that we generate additional value for our customers and the council 4.4 The Corporate Plan describes how each of these goals will be delivered, the key priorities, and the performance targets to be achieved by 2018.

3 This includes: Our ambition to be a top ten performing housing organisation. This Plan identifies key performance areas in which we will maintain or achieve levels of performance that will place NCH amongst the top housing organisations in the country. Developing two new subsidiaries to build new homes for market rent; and as a registered provider to secure funding to build new homes, managed by NCH Maximising our contribution to tackling poverty, through the provision of good quality housing, reducing fuel poverty, financial inclusion, tackling ASB and supporting tenants into work. 4.5 Every employee is instrumental in realising our ambition for At the heart of this Plan are our values as an organisation. Our values define the way we work, who we are, and shape customer expectations. As part of developing this Plan we have engaged employees in revising our company values. The values are still in draft form and we are consulting employees, trade unions and the Board on the following: Value Passionate about providing outstanding services Always looking for ways to improve Work as one team - with each other, our customers and our partners Being reliable, keeping our promises, doing what we say we are going to do Being professional in all we do Being there when people need us the most Getting it right first time Finding creative solutions to best help people Being approachable, accessible, and caring. Going the extra mile to help Respecting our customers, treating people as individuals and valuing the diversity of Nottingham s communities Listening to our customers about what works and what doesn t Using the experience and ideas of everyone who works at NCH Encouraging people to question, challenge and contribute Learning from the best elsewhere and applying this learning here Being creative and innovative encourage fresh thinking Being ambitious wanting to be high performing wanting to be the best Being courageous and not being afraid to change, Understanding and managing risk rather than avoiding it Being forward thinking Working as one team across the whole Company tackling barriers and silo working to deliver a seamless service Earning trust and respect from our actions Supporting our customers to get involved with NCH, and with local projects Collaborating with partners to make Nottingham a better place to live

4 Provide great value for money Respect people our colleagues, our customers, our communities Recognising and thanking colleagues, customers and partners for their achievements Being effective and efficient in all we do, demonstrating value for money Being cost aware and tackling waste Actively seeking new business opportunities Seeking new funding streams for the Company and for our residents Supporting local business and social enterprises - making the Nottingham go further Being clear about our priorities and focus on delivering them Being clever with our resources; use the best information we have to target spend to achieve the maximum impact, Making decisions based on long term value Respecting and valuing people as individuals, Telling the truth, being fair and honest Acting with integrity Valuing diversity, Engaging, empowering, and developing people, Basing decisions on facts and being open and accountable for the decisions we make Acting in the public interest, not our self interest Supporting Nottingham s communities to be great places to live Celebrating success 4.6 The Plan will be reviewed annually, through an independent health check undertaken by our Customer Excellence Panel. Performance against the Plan will be reported to Board, tenants and leaseholders and Nottingham City Council. 5 FINANCIAL, LEGAL AND RISK IMPLICATIONS 5.1 Financial Implications The Corporate Plan sets out our ambition to be an efficient, value for money organisation. The final version of the Corporate Plan will set out the company s planned revenue and capital expenditure. 5.2 Legal Implications None identified at this stage, however this will be kept under continuous review. 5.3 Risk Implications The key corporate risks are highlighted within the Corporate Plan. The Plan will be revised following the local and general elections in May 2015, taking into account any changes to the operating environment.

5 6 IMPLICATIONS FOR NOTTINGHAM CITY HOMES OBJECTIVES 6.1 The Corporate Plan sets out the company s objectives EQUALITY AND DIVERSITY IMPLICATIONS 7.1 The Corporate Plan highlights our commitment embedding equality and diversity across the organisation. A full equality impact assessment will be undertaken on the final version of the Corporate Plan. 8 BACKGROUND MATERIAL AND PUBLISHED DOCUMENTS REFERRED TO IN COMPILING THIS REPORT 8.1 A wide variety of reports and publications of relevance to social housing and the ALMO sector have been referred to in the preparation of this Corporate Plan. Contact officers: Janet Glass Head of Business Improvement and Development Loxley House Station Street NG2 3NG Tel: janet.glass@nottinghamcityhomes.org.uk Date: 15 January 2015