Corporate Plan 2010 - 2020 (2015: The next five years)
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Transcript of Corporate Plan 2010 - 2020 (2015: The next five years)
New Charter Group has changed significantly since its
creation in 2000. We have grown and developed a wide
range of services and created new opportunities and
partnerships way beyond those originally envisaged.
Our changing world requires a plan which can be flexible
and responsive. Planning over any length of time in a
rapidly changing world will always be problematic, although
the direction of travel we adopted in 2010 remains largely
valid. The new version of the plan looks towards 2020 with
actions which support our vision…
Our people continue to
understand this vision;
its simplicity frames work with
customers and partner agencies.
Any future direction for
the Group must meet this
expectation.
Watch a video summaryof this Corporate Plan here
By 2020 we will...• remain a leading social business, supporting individu
als and building communities.
• continue to be providing outstanding landlord services.
• continue to be viable, well governed and well regarded by any relevant regulatory regime.
• be a partner of choice and be in>uential.
• be ?nancially strong, making maximum use of new and existing assets in the delivery of our vision.
• own or manage 30,000 homes, an ambition that can only be achieved through mergers
with like-minded organisations.
• offer a range of rental products which will includesolutions for the most
marginalised of customers.
• be providing a fantastic customer experience.
• continue to respond to the challenges offered by public expenditure reductions
and welfare reform.
• research, create and develop new business opportunities.
• make effective use of additional resources driven out of effective use of our asset base.
• provide greater innovation in the way customers are involved in scrutiny and direction
of our business and ensuring greater accountability.
Our Vision:
Have developed strategies
which ensure we understand
our assets and their
contribution to overall viability.
Support many
more people
to lead
independent lives.
Have provided in excess of
1250 new homes for a range
of customers. Most homes will
be social or affordable rent, but
some will be homes for ownership
and market rent.
Ensure all our homes
are as fuel-ef?cient and
green as is affordable.
By 2020 we will...
Be working in
partnership with others
to get the best outcomes
for our neighbourhoods.
Be vibrant places
where people want
to live.
Become places where people
are able to become involved
and contribute to the life of
their community.
Provide strong and sustainablecommunities embracingdiversity of people and tenure.Be more ?nancially anddigitally inclusive.
Our Vision:
Have a highly engaged,
highly skilled and well
trained resilient workforce.
Have greater insight into
the needs of existing and
new customers and respond
appropriately.
Have established well de?ned
talent management and
succession planning strategies.
Employ people who are open
to rapid and continual change
and responsive to innovation
and new ways of working.
By 2020 we will...
Be continuing to help young people
to raise their aspirations and achieve
more than they thought possible
through our sponsorship of Great
Academies Education Trust.
Provide customers
with opportunities
to become
economically active.
Have further embedded our
commitment to our values
driven leadership throughout
the company.
Understand our communities
better and target resources
accordingly.
An ambitious plan needs the right
framework and strategies to bring
it to life. Our ?rst ten years helped
us to develop clear principles which
continue to underpin our plan.
Our GREAT values run
through everything we
do; helping our people
and our partners see
that we are an ethical,
responsible and
accountable business.
We will continue to ensure we
understand the risks we face,
ensuring we mitigate and build
resilience where we can but we
will be prepared to continue to do
new and innovative things where
these are in the interests of our
customers or business.
Our Value Impact and Performance
construct will help us to ensure we
understand our costs of operation
and inform our social and ?nancial
return on investment.
Making it all happen
y
us to develop clear prin
continue to underpin ou
Our GREARR TAA va
through every
do; helping ou
and our partn
that we are an
responsible an
accountable b
nue to ensure we
he risks we face,
mitigate and build
here we can but we
red to continue to do
vative things where
the interests of
our costs of operation
ur social andd ???nancial
vestment.
Our philosophy of continual improvement
means our approach is based on
commitments to systems thinking,
coaching, customer focus, performance
management and leadership.
As a social business working in a
regulated sector, we maintain the
highest standards of corporate
social responsibility and
governance; striving to ensure
we meet standards way beyond
the expectations of Government,
regulators and society.
As a so
regulate
highest
social re
governa
we meet
the expe
regulator
By 2020 these
principles wil
l be...
• embedde
d across the
company.
• used to e
nsurewe re-
designhow we wo
rk, ensuring
we areimpro
ving the expe
rienceof our
customers.
• underpinn
ing investme
nt in the bus
iness,ensuri
ng new
technologies
help us to im
proveour se
rvices.
• further im
proving our
understandi
ng of our ten
ants to
develop the b
usiness.
• helping to
ensureequalit
y anddivers
ity areat the
heart
of thecompa
ny.
Corporat
e Plan
2010–202
0
Developing our business
Our Tameside-basedtransfer landlord willcontinue to be themost signi?cant providerof affordable homes inthe borough.
By 2020 New Charter Homes will...• be inspiring people to achieve their aspirations through a choice of homes,employment, health & wellbeing opportunities.
• have achieved ?ve-star status across all the neighbourhoods where we operate.
• have developed the Independent Living Service for older people.
• be providing ef?cient and cost effective services that demonstrate social impact and value.
By 2020 we will...have developed a minimum
of 1250 new homes with a
tenure mix to support future
further development.
Developing our business
Aksa will continueto be a strongcommunity basedhousing association.
By 2020we will be...developing services and
accommodation which meet
the needs of older people
in the community.
By 2020we will be...continuing to grow
and have built or
acquired 50 new
homes a year.
By 2020Aksa Homes will be...
• supporting residents intosustainable work or
self-employment.
• working with partners toreduce tenants’ dependency
on public services.
• acting as a voice for thecommunity that we serve,
promoting regeneration and
protecting community assets.
• delivering a high quality sociallettings agency to over 300 homes.
Developing our business
By 2020we will...have delivered a minimum
of 100 new homes.
By 2020 we will...have a strong range of new
and existing products to meet
the needs of older people.
By 2020we will...have expanded
GH Response to
provide services
externally.
As a maturingorganisation,Gedling Homeswill have becomea well establishedlandlord in theEast Midlands.By 2020
we will...provide a range of new
housing solutions to meet
the needs of a wider
customer base. By 2020we will...be delivering ?ve-star
neighbourhoods.
Developing our business
NCBC remains an essentialcomponent of our successfulbusiness. A directly employedworkforce will continue tobe important in ensuring ourproperties are maintained tothe highest standards.
Generating over
£15M of value
to the Group.
Demonstrating value for
money as a preferred
Group partner, developing
new skills to meet
changing needs.
Competing successfully
for new work across
the North West.
Continuing to develop
staff and expertise in
cutting-edge building
technologies.
By 2020 NCBC will be...
Be a more
diverse employer.
Developing our business
Providing support for vulnerablepeople through partnerships andcollaboration will continue to beimportant over the next ?ve years.
By 2020we will...raise the skills, creativity
and resilience of our
workforce.
By 2020 Threshold will...• have retained core contracts and won new work.
• be providing new support services enabling increasing numbers of people to become more self-reliant.
• be working with more partners.
• have expanded the range of creative housing solutions for customers.
Developing our business
Supporting a locally based newsprintand radio offer has helped ensureplurality for local media in Tameside.
By 2020we will be...providing a strongcombined newsprintand radio offer plus aclear digital focus.
By 2020we will be...providing opportunities
for volunteers to develop
skills and expertise.
By 2020we will be...viable.
Developing our business
As a small charity GreatNeighbourhoods hasestablished a track recordof supporting widerGroup initiatives as wellindividuals and communitybased organisations.
By 2020we will be...continuing to support
gifted and talented
individuals.
By 2020we will be...providing a greater level of
strategic support to Group
initiatives.
By 2020we will be...assisting community
based projects.
SUPPORTING
INDIVIDUALS
New Charter GroupCavendish 249,Cavendish Street,Ashton-under-Lyne,OL6 7AT
Main switchboard:0161 331 2000
Email:[email protected]
Twitter:@newchartergroup
Web:www.newcharter.co.uk
Resource Reg. No. 2110