Business Plan 2016-21 - North Wales Housing
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
This document is also available in Welsh. Business Plan 2016-21
CONTENTS
4. H omes Are Where 23. Supported Housing &
Our Heart Is Homelessness
6. Standing In The Future 26. B etter Places To Live
7. Our Working 29. Engage, Listen, Act
Environment 31. Social Enterprise
12. Strategic Options 33. Employing People
13. Homes For Who Add Value
Wales Campaign 35. Governance
15. Homes For 36. Regulation
North Wales
37. Business
17. Home Ownership
42. Treasury Strategy
18. Retirement Living
43. B udget
HOMES FOR NORTH WALES | Business Plan 2016-21
North Wales Housing is
committed to excellence and
sustainability through local
investment of resources in
its communities and places,
adding value by delivering
with integrity, responsibility
and creativity.
HOMES FOR NORTH WALES | Business Plan 2016-2104
HOMES ARE
WHERE OUR
HEART IS
Founded in 1974, North Wales There is growing
Housing (NWH) today is a acknowledgement in modern
successful social enterprise business that success comes
providing homes and delivering through value creation for
services to over 2,600 all rather than value creation
households across North Wales. for a few. For NWH, social
We understand the value and responsibility is at the core of our
importance of a good home… business strategy.
That’s where our heart is. We aim
to make a positive contribution
to our local communities and
our commitment means that we
will continue to be significant
investors in the regional
economy.
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2105
In November NWH was the North Wales Housing is a relatively small
recipient of the Silver award in housing association that packs a big punch
the ‘Best Housing Association’ in the communities in which it works. It is
category at the What House
everything a community-based housing
Awards 2015. The award was
association should be.
presented at what is the largest
and longest running showcase NWH has spent a lot of time understanding and thinking
for the housing industry, with about the needs of its communities and then working out
1,750 people attending their 34th strategies to meet those needs successfully. It’s a great
annual presentation in London. example of not always requiring the biggest resources to
This is what the Judges Report deliver big impacts if an organisation is focused, innovative
said about us: and committed to its purpose.
Among the many instances of NWH’s positive achievements
this year are two new extra care schemes in Abergele and
Bangor, housing more than 90 older residents; a dementia
care home for 16 people in Old Colwyn; transforming ugly and
derelict buildings into excellent new homes in Ruthin, Rhyl and
Llanberis through its empty homes strategy; and working in
partnership with a Community Land Trust to create the first
urban housing cooperative in Wales, now onsite with its first
new development.
All of this has been done while working to the highest
sustainability standards, providing new apprenticeships and
work placements, and driving service improvements for
existing residents. North Wales Housing adds real value for its
communities and its local partners and is a worthy recipient of
the silver award.
Our aim over the next five years is
not just to live up to this but to use
it as a platform from which we can
improve what we deliver for local
people and communities.
HOMES FOR NORTH WALES | Business Plan 2016-2106
STANDING
IN THE
FUTURE
Where does this plan take What makes us stand out? We
us? It is intended to guide our are an authentic, sustainable
growth as a successful regional and ethical business…one that
business – a housing association, stakeholders can believe in with
commercial developer, grounds confidence. We like to listen,
maintenance provider, a care understand and learn. It helps us
provider and community based to go the extra mile and find a
social enterprises connected better way.
through a single group. We
We will work with a
see ourselves as a regional
business head and a
market leader in vital areas
such as supported housing,
social heart.
homelessness services and
retirement living. But we also
recognize that the world is
changing and we face both
challenges and opportunities.
In a culture of improvement we
have to be prepared to transform
our business and our thinking.
The completion of a robust
strategic options appraisal will
help to map out the possibilities
for our growth (see p.12).
Our Business Plan
sets out our direction
Homes Are Where
Our Heart Is
Supported Housing &
Homelessness and priorities for the
next five years.
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2107
OUR
WORKING
ENVIRONMENT
Economy
The uncertain and fluctuating economic climate has the potential
to adversely affect the business plan. Consequently this could limit
ambition for future service delivery and diversification into new
products and services.
The current key issues may be summarised:
There is uncertainty around the future rent policy in Wales;
Interest rates will start to go up, increasing the cost of capital;
educed social housing grant rates would place a greater reliance
R
on debt to fund development;
he continued lack of plentiful and cheap bank loans has resulted
T
in an increased reliance on alternative forms of finance which come
with a different set of risks that we need to understand and manage;
usiness models that are dependent on the performance of the
B
housing market, e.g. achieving sales, are likely to be adversely
affected by a downturn as assumed income dries up;
niversal Credit is finally rolled out, the full impact of welfare reform
U
on revenue will materialise;
iversification into other activities to cross-subsidise core
D
objectives may be beneficial, but comes with new risks that
need to be understood and managed so that our assets are
not jeopardised;
here is a real threat that housing association activity in Wales
T
will be reclassified as ‘public sector’ by the ONS.
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2108
Housing Market
Most of the sales in North Wales There are some significant temporary accommodation for
over the past year were detached developments in our region key workers that will ultimately
properties which on average sold which are likely to have a major become additional to the island’s
for £218,997. Semi-detached impact on housing markets. The housing supply for sale or rent.
properties had an average sold project with the most potential
In the north east of the region,
price of £138,878 and terraced for impact is Wylfa Newydd, the
there has been substantial
properties averaged at £119,736. redevelopment of the nuclear
investment activity in Flintshire
power station in Anglesey. This
North Wales, with an overall including expansions at British
project is of a size and scale to
average price of £165,995, was Aerospace, who now employ
have a considerable impact on
similar in terms of sold prices to over 7,000 people, and the
not just the local but the regional
nearby West Wales (£163,246) development of off-shore wind
housing market.
and South Wales (£163,252), farm services at the Port of
but was cheaper than Mid Wales We can also add to this the Mostyn. Markets around these
(£187,591). The most expensive proposed Land and Lakes leisure areas are likely to become
area within North Wales was development near Holyhead, increasingly buoyant. Similarly in
Isle of Anglesey (£179,372) and another significant project, the Wrexham, where construction
the cheapest was Denbighshire planning conditions for which of the new North Wales Prison,
(£156,634). carry a considerable affordable an investment of £212m,will
housing requirement. boost the regional economy by
Housing market recoveries are
around £23m a year and the
generally dependent on a stable There is potential for NWH to
creation of up to 1,000 jobs once
and growing economy. An be involved in collaboration
operational from Spring 2017.
improving UK economic outlook to develop ‘legacy’ projects:
and a sustained improvement projects that initially provide
in consumer confidence will be
required before we see a broad
based housing market recovery. HOUSE
PRICES
4%
UP
Avera
g e Sale
Detac Price
hed P
£218, ropert
ies
997 In the past year house
Semi-
Detac prices in North Wales were
£138, hed P
ropert
878 ies 4% up on the year before
Terrac and similar to 2007 when
e d Prop
£119,7 erties they averaged at £166,397.
36 (Figures: Rightmove)
(North
Wales
over th
e past
year)09
Private rented sector
The private rented sector more building, the allocation of supply It is important that we are not
than doubled in size in every subsidies, rent determination complacent or cynical about
local authority in Wales between and the role of social and the growth of the private rented
2001 and 2013, dominating intermediate housing? sector. In Conwy, some 90% of
tenure changes. The result is that tenants were either satisfied or
In many areas of Wales private
new build over this period, while very satisfied with their landlord.
renting appears to be a substitute
directed at social and owner- Affordability is a key issue and
for social housing, which
occupied sectors, has hardly with RentSmart Wales on its way
may be neither available nor
affected the scale of provision in the main challenge may be the
accessible. There is significant
these tenures. Some 80% of the ability of some landlords to meet
variation in rent level amongst
growth in private renting came via standards. Developing for private
privately rented homes whereas
transfers within the existing stock rental through Domus Cambria
social housing rents show
of owned and socially rented is not currently seen as a viable
more consistency. The report’s
homes (Public Policy Institute for option owing to the high level of
findings raise the question of
Wales: The Potential Role of the investment required versus the
how the private rented sector will
Private Rented Sector in Wales). slow returns available over a long
contribute to the future provision
period.
How will this structural change of affordable homes in Wales.
impact on policies on new
Government
The Welsh Government has set The Welsh Government Budget of welfare reform; a commitment
out the difference that it wants for 2016-17 saw continued to more and better housing;
to make to the lives of people in investment in Social Housing measures to tackle poverty and
Wales: Grant (SHG) with an increase energy efficiency; and support to
of £5m overall. Alongside this promote cohesive communities.
ealthy people living
H there was a commitment to The Well-Being of Future
productive lives in a the existing rent setting formula Generations Act has been
more prosperous and for the next year. There was designed to enable the Welsh
innovative economy, protection for the Supporting public sector to work towards
safer and more People budget but a reduction in improved social, economic,
cohesive communities, funding for homelessness. environmental and cultural
with lower levels of Welsh Government’s Programme well-being for people for
poverty and greater for Action included an emphasis years to come. Furthermore
equality; a resilient on educational attainment; the introduction of the Social
environment with more growth and jobs; health and Services and Well-Being Act from
sustainable use of our health services; and supporting April 2016 will change the way
natural resources and a children, families and deprived people’s needs are assessed and
society with a vital communities. The latter included the way services are delivered,
measures to mitigate the effects giving people more of a say in the
sense of its own culture
care and support they receive.
and heritage.10
Changing Population
North Wales Population:
The key demographic factors for North Wales Housing are the growing
Aged 65 & Over...
older population and the challenges facing the significant number of
households living in areas of deprivation, including the inherent health
and other inequalities that this brings. 2015
It is estimated that 18.5% of the resident population of North Wales
is aged 65 and over and this is predicted to increase by 60% up to
18.5%
2033. The proportion of people aged over 75 years in the region is
2033
already higher than the average for Wales, 9.3% compared to 8.6%.
North Wales also has higher proportions of people aged 55 years and
over and lower proportions of the population aged between 15 and 34
29.6%
years, compared to Wales. This has a potentially damaging effect on
the size of the workforce and the availability of local skills.
Tackling health inequalities is a key issue: almost 20% of the
population living within the most deprived wards in Wales are located
in North Wales. Gwynedd and Wrexham have the highest proportion of
9.3%
aged 75
their population living in the most deprived wards within the region. or over
Health – tackling avoidable health inequalities by 2025
After considerable effort over recent years, there is momentum to
housing and health collaboration. A group has been established
which is finding the synergies between housing, health and social care
and working together. Together we can make a real difference. We
are aiming to share intelligence, break down barriers, communicate
better, work collectively, use our assets and empower both the people
who work in housing and health but also those who rely on our help.
Ultimately this is about improving people’s life chances.
Health care in North Wales has been changing. The NHS in Wales
has changed its currency from ‘bed spaces’ to ‘care at home’.
Budgetary control remains a major issue and BCUHB have strict
targets on savings. 2016-17
There are some key strategic themes identified by BCUHB that Conduct study into
demonstrate that housing can be a key partner: health histories of hostel
residents to develop clearer
Targeting prevention where it’s most effective
understanding of links
Shifting resources to communities between homelessness and
health, for consideration
Co-ordinating the delivery of health and social care
by 2025 Programme
Focusing investment to maximise service benefits. Management Group.
HOMES FOR NORTH WALES | Business Plan 2016-2111
Climate Change
Fourteen of the fifteen warmest years on record have occurred this
century. What are likely climate change impacts? Best predictions are
for more Extreme Weather Events (EWEs), frequent and violent storms,
lower rainfall in summer, warmer summers, warmer winters, more
winter rainfall, more heatwaves, and increased risk of flooding.
Welsh Government has introduced a Sustainable Development
Charter. Its supporting principles of sustainable development are:
Low footprint Polluter pays
All key policies should be clear on how they would reduce Wales’ Social and environmental costs
ecological footprint to move towards a sustainable Wales, showing of development should fall on
how they will reduce greenhouse gas emissions and helping move those who impose them.
towards a zero-waste society.
Local solutions
Full costs and benefits Solve problems locally, especially
Financial procedures should take account of the full range of costs in managing waste and pollution,
and benefits, including those not measured in monetary terms (such rather than passing them
as environmental costs and benefits), and those that are global as well onto other places or to future
as local. Whole system thinking and whole life accounting are also generations.
key approaches to be used. Taking account of risks - especially to the
Reflecting distinctiveness
economic, social and environmental wellbeing of communities - and
Approaches to sustainable
uncertainties associated with action and inaction should also be part
development should reflect and
of the decision-making process.
respond to the particular needs
Evidence base and issues of communities, and
Decision making should be evidenced-based where there are threats the differing economic, social and
of serious or irreversible damage. Lack of scientific certainty is not a environmental circumstances in
reason for postponing cost-effective measures to promote sustainable different parts of Wales.
development.
2016-17
Develop new Sustainability
Strategy 2016-21 taking
account of Wales’
Sustainable Development
Charter and using learning
through SHIFT.12
STRATEGIC
OPTIONS
A fundamental aspect of good governance is the need to
comprehensively assess all options for the future, as part of our
strategic planning. This is especially important in the current volatile
and higher risk environment for all housing associations. We therefore
carried out a robust Options Appraisal to ensure that opportunities for
change are fully considered.
This exercise was conducted independently using sector-leading
experts to demonstrate that our approach is well-founded and
objective. We believe it is not only about genuinely assessing what is
best for our tenants and the business, but that it should also serve
to provide stakeholders with adequate assurance about how the
business is being led and managed.
The Group Board considered a report in May 2016 and decided
that North Wales Housing, as a financially viable organisation,
will remain as an independent social enterprise.
What are we looking for in the future?
Our values will be important in determining future direction.
We want our future to be built on certain key principles:
financially sound and viable business with a high level of
A
resilience to changes in our operating environment.
The best opportunities for our existing and future tenants.
More and better homes for North Wales.
great place to work with security for our colleagues as
A
far as is feasible.
Homes Are Where Supported Housing &
Our Heart Is
Standing In
The Future
Homelessness
Better Places To Live 2016-17
Engage, Listen, Act Conside
rs
possibilit trategic
Our Working Social Enterprise
Environment
ie
Options s from
Employing People
Strategic Options Who Add Value
Homes For Appraisa
Wales Campaign
Governance
to influe l
Regulation nce futu
Homes For direction r e
North Wales Business and plan
Home Ownership Treasury Strategy ning.
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2113
Homes for Wales brings together those who believe everyone has a
right to a decent affordable home to call their own. NWH is proud to
support the campaign.
Why are we doing this?
Quite simply, there is a housing crisis in Wales.
ince 2008, house prices in Wales have risen by 16% with house
S
prices now more than 6 times the average person’s income.
To meet current demand, 12,000 new homes are needed each year
in Wales. Last year, 6,170 new builds were completed in Wales;
1,923 affordable units were provided by housing associations.
8,596 families in Wales have been on a housing waiting list since
before the last election.
152,000 young people still live at home.
23,000 properties are lying empty in Wales.
In 2014/15, 5,070 households in Wales were accepted as homeless.
63% of under-35s in Wales rent their homes, while only 23% over
the age of 35 find themselves in this position.
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2114
Why are we doing this? What are we asking for?
The time has come to end the We are calling on all political Although the campaign is aiming
housing crisis. Housing is key to parties to commit to end the at the election, it will need to
the economy and infrastructure housing crisis and build a continue. This is not a quick
of Wales. A strong housing sector stronger Wales. We want the next fix and we need to maintain
creates jobs, reduces health Welsh Government to publish pressure but also offer our
inequalities and makes savings an ambitious plan for housing support to Government to ensure
to the NHS budget, regenerates as part of the Programme for delivery.
communities and tackles poverty. Government that sets out how
The National Assembly for Wales they will end the housing crisis in
elections offer the opportunity Wales so everyone has a decent
to ensure that housing is a key affordable home to call their own.
political issue.
HOMES FOR NORTH WALES | Business Plan 2016-2115
Building new housing is not We believe that we can support both popular and successful.
just an investment in bricks and Councils to develop more social The dwellings had been vacant
mortar. Identifying the priorities housing and achieve ‘more bang for over ten years and required
across our region and the ways for their buck’. We are open to effective partnership working
in which we can deliver solutions exploring alternative forms of involving strategic housing,
is essential to the way we work. financing, including local authority planning and conservation
By working with councils we led initiatives such as Public to achieve. The result is an
believe we can help to deliver Works Loan Board borrowing outstanding development
their strategies, building new and on–lending to RSLs, in which honoured with the Quayle
homes and shaping places. By we are partnering Gwynedd Award, a civic prize for buildings
working with communities we Council. which have “enriched the town
can better understand what and local villages by good new
At NWH we’re not afraid to take
people really want. design and texture or by sensitive
on a challenge, to innovate and
restoration”.
Our partnerships are try new things. We’ve enjoyed
important to us. significant successes and We have since worked as
awards recognition in taking development partner to
Our meetings and discussions
forward complex, protracted Denbighshire Council for Plas
with local authorities have
and financially challenging Penyddeuglawdd in Pendyffryn
informed our Business Plan. We
developments. For example, Road, Rhyl – a property
have ambitious growth plans and
we were invited to refurbish a conversion into 3 two bedroom
a reputation for delivering high
terrace of three properties at houses and 3 new build two
quality developments to cost and
116-124 Mwrog Street in Ruthin. bedroom bungalows adapted for
quality standards.
The scheme, comprising a mix disability. This is a Grade II listed
of general needs houses / flats building and reputed to be the
and two new build bungalows to oldest house in Rhyl. In addition
provide supported living, proved to providing affordable homes the
project addressed a top planning
Homes Are Where Supported Housing & priority in eliminating a local eye
Our Heart Is Homelessness
Standing In Better Places To Live sore and also picked up a LABC
The Future Engage, Listen, Act award.
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2116
WH and West Rhyl Community Land Trust have worked
N e are building 10 rented
W
together for several years. Three properties were acquired with Welsh properties at Llangoed,
Government support and refurbished to provide homes for local Anglesey. A development of
families. Managed by the CLT, their members have been mentored and five two bedroom houses on
supported by NWH colleagues. The redevelopment of 11-33 Abbey the site of the former English
Street, which were very poor quality houses in multiple occupation, Methodist Church in Longford
continues. The innovative Afallon Housing Co-operative scheme, the Road, Holyhead was funded
first in North Wales, will include 7 new houses, 4 refurbished apartments through Anglesey’s Vibrant and
and a local shop / resource centre. This scheme has a key role in the Viable Places programme. A
regeneration of the area and is set for completion by the middle of 2016. new project at Carreg Domas,
T
he West Rhyl model is being built on co-operative lines, clearly an Holyhead to provide 9 one
approach favoured by Welsh Government given its emphasis in the bed units is being considered.
Housing Act. Ensuring effective governance is vital and a management Potential opportunities through
board is being established, initially with equal input from NWH and the Anglesey’s Empty Homes
CLT. As Welsh Government is providing grant support, it’s essential that Strategy are also progressing.
we continue to be involved for financial assurance. Over time, the CLT wynedd’s Empty Homes
G
is expected to incrementally take more leadership and residents to play Strategy has enabled us to
an increasing role. Ultimately the aim is to enable a fully co-operative acquire three houses in Bangor
housing scheme. and Caernarfon, one of which
In 2015 we acquired and refurbished a number of single empty dwellings will be used for homelessness.
as part of Denbighshire’s Empty Homes Initiative. The two properties at A proposed project at Coetmor,
28 and 36 John Street, Rhyl were completed in February 2016, providing Bethesda was unfortunately
6 flats to be managed by West Rhyl CLT. unable to proceed as a result
of an adverse risk assessment,
ur first development with Wrexham Council is on site and will deliver
O
despite considering a range of
12 rented homes at Whitegate Road. An additional 11 homes will be
alternative ways to develop the
built in 2016-17 at Bonc Wen, Brook Street, Rhosllanerchrugog.
site in close consultation with
orking with Conwy Council, we’re redeveloping 118-126 Abergele
W Gwynedd Council.
Road, a terrace of town houses with some former commercial units
in Colwyn Bay that is part of the Council’s Vibrant and Viable Places
programme. The Olinda Trust vacated 25/27 Llewelyn Road, Colwyn
Bay and this has allowed its conversion into six self-contained ‘move-
2016-17
on’ flats. This will ease the pressure on homeless facilities in the town • Continue to explore new
including our own Noddfa hostel. Supplementing this for the Council will funding models including
be four flats through the conversion of 9 Marine Road, Colwyn Bay. PWLB on-lending.
• Deliver the development
programme on time and
within budget.
• Complete regeneration of
Abbey Street and establish
our co-operative housing
approach.17
HOME
OWNERSHIP
Founded in 2011, Domus We are aiming to complete the We also engaged a large scale
Cambria is a private Company sales outstanding at our first developer to ‘audit’ our entire
limited by shares. Whilst our development at Hafan Gogarth. process and product to enable
principal aim is to build homes Whilst the properties have all us to learn from their perspective.
for profit, it is important that we been reserved some prospective
Taking these lessons on board
do so in an ethical manner. Given purchasers have experienced
and seeking to minimise the
the demand for new homes and difficulties in selling their existing
risk we are examining closely
the increasing difficulties faced by homes, leaving just a few
the opportunity for formal
people wishing to access home apartments available for sale.
collaboration with a developer.
ownership, we believe there are The experience gained from this
Assisted by solicitors Trowers
strong markets across North initial project has been invaluable
and Hamlin we are considering
Wales. The Domus Cambria and will be applied as we seek to
entering a Collaborative
Board has 50% independent expand our role in time, enabling
Agreement before looking at
members and an independent us to become a more confident
possible sites. The aims are
chair. developer. We have employed a
to spread costs and minimise
range of sales approaches with
risks whilst delivering a project
our agents and introduced a
with a more secure return on
variety of incentives.
investment.
2016-17
• Complete all sales at Hafan
Gogarth by June 2016.
• Pursue opportunities to
develop housing for sale
and the renovation and
resale of empty homes.
• Identify and consider
a m b r ia is an ms
C i
potential collaboration Domus usiness that a
b
opportunities. ethical p homes and
lo ,
to deve commercially
s in
service ng its profits
t i
reinves munities
Homes Are Where Supported Housing &
Our Heart Is Homelessness
m
local co
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2118
RETIREMENT
LIVING Shoul
home
expec
d not
ad
be a m ecent
inimum
ta
We support Welsh Government’s We also believe it is important to popul tion for our
ation
Strategy for Older People’s draw on the Dublin Declaration in Wa older
les?
Housing (Phase3) 2013-23. on Age Friendly Cities and
But we believe strongly that the Communities in Europe 2013.
strategy cannot be successfully This set out a range of values
achieved without a decent home. and principles and included
Should not a decent home a policy framework involving
be a minimum expectation active ageing: ‘the process of
for our older population in optimizing opportunities for
Wales? health, participation and security
in order to enhance quality of
A good home is the foundation life as people age, allowing
for success in other aspects people to realise their potential
of life and good housing can for physical, social and mental
provide the basis for a strong and well-being throughout their lives
healthy community, especially for and to participate in society
older people. according to their needs, desires
and capabilities, while providing
them with adequate protection,
security and care when they
require assistance.’
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2119
To demonstrate the scale of the challenges ahead: The 21st century has gradually
seen change in the way that
An increasing older population: by 2030, the population in Wales
housing solutions for older
aged 65 and over is projected to have grown by 28% overall to
people are being delivered. Local
around 850,000, with an increase among the oldest age groups at a
authorities have been unable to
far higher rate. These older populations are the groups most likely to
maintain and operate care homes
require additional support. This demographic trend is exacerbated
economically at the standards
in some parts of Wales where significant numbers of people move
expected, whilst many private
from England when they retire.
care homes have closed for
Significant numbers of older people living alone: nearly half of similar economic reasons. Over
people in Wales aged 65 and over are understood to live alone, the same period the proportion
a known risk factor for needing care and support, because of its of population over retirement
impact on mental health and wellbeing. age has grown, a trend that is
Increasing numbers of people living with limiting long term illness: set to continue. The nature of
the number of over 65’s projected to be living with limiting long term housing provision has begun to
illness will increase from about 220,000 in 2015 to about 295,000 change over that same period,
in 2030. This group are also more likely to need care and support to although possibly changes are
maintain both physical and mental wellbeing. not occurring quickly enough, nor
delivering the sort of numbers
Increasing number of people living with dementia: the number of
required.
over 65 year-olds projected to be living with dementia will increase
from about 43,000 in 2015 to around 64,000 in 2030. Whilst for
some this will mean they require institutional forms of care, many will
be able to maintain independent living in appropriate, well designed
housing with care and support.
Significant numbers of older people provide unpaid care: it is
estimated that by 2020 almost 45,000 people aged 65 and over will
be informal carers, including approximately 4,000 aged over 85.20
...Retirement Living
We now have expertise in the provision of Extra Care Housing having within the NWH Group. It is clear
built the first such scheme in Conwy at Llys y Coed, Llanfairfechan. that there will be growing demand
This partnership scheme with Conwy Council was completed in 2010, for dementia care but whether the
providing 46 one and two bedroom apartments for rent. A second extra Trust can be well positioned to
care project with Conwy was delivered in April 2014, the £11m Hafod y deliver more homes and services
Parc in Abergele. The two schemes have provided 95 homes with care in the future will depend on our
and to an extremely high standard. In December 2014 we opened Cae ability to cope adequately with
Garnedd in Bangor, an £8.35 million extra care housing scheme with the challenge of maintaining care
Gwynedd Council, providing 42 self-contained apartments. standards within an increasingly
Whilst popular and successful, these projects have each required a high pressurised financial climate.
element of grant. It is clear that there will not be any further grant for Helping people cope with
extra care, although local authorities require more and may be able to dementia means going beyond
support projects with limited funding. It is also apparent that in England, the home and NWH will be
larger schemes are being delivered with lower total build costs and developing an organisation-wide
significantly less grant. Our challenge is clear and we are in discussion Dementia Strategy.
with potential partners with a view to finding a mutually beneficial Another retirement living option
funding solution that would enable the development of more homes for is our development of 35 two
retirement living. bedroom apartments for sale in
The Olinda Trust offers residential care and support for dementia Abbey Road, Llandudno. The
sufferers. Having purchased, refurbished and extended Plas Parciau Hafan Gogarth scheme has been
at Old Colwyn to provide a modern, peaceful and relaxed home for developed by Domus Cambria
16 clients, the property is leased by NWH to Olinda Trust and it has and is aimed at the over 55’s
achieved registration from CSSIW. We aim to demonstrate its viability market. Any profits from the
over the coming years such that the service can be expanded from development will be recycled and
reinvested by the Group.
HOMES FOR NORTH WALES | Business Plan 2016-2121
A new direction, a new offer
Schemes are currently located in towns rather than in more rural areas. There are limited examples of
There is the potential to draw on learning from elsewhere in the UK extra care housing services
to develop solutions which address the housing, care and support working in partnership with
needs of older people in rural areas which may include some form of health, and there is the potential
retirement living. to offer, for example:
Currently there is very limited choice of tenure in Wales with only a Step-up or step-down
small number of private (assisted living) schemes. Given the number services which prevent
of older owner occupiers in Wales there is a significant gap in the hospital admission or facilitate
market for the various forms of leasehold provision, including shared hospital discharge.
ownership, as well as private and social renting. Facilities in which to base
ithin Wales, total housing wealth is estimated
W community health services in
at £171billion. However, housing wealth does not local communities.
mean better living conditions, with many older A base for public health
people being equity rich but cash poor and living initiatives working with local
in conditions unsuited to their situation. It is organisations and local
becoming increasingly important to provide communities.
housing choices that allow older people to
downsize and access their housing equity, which
in turn increases the availability of larger homes
for younger families, with at least a quarter of
this likely to be held by the over 65s
McCarthy & Stone (2014) Improving the delivery of older person’s housing in Wales
Given demographic trends, work needs to be carried out to ensure
schemes are able to meet the needs of residents with more complex
needs; for example, there may be the potential to improve how
well some buildings enable people living with dementia to live
independently.
There needs to be further work done to understand the most
effective and efficient scheme design which ensures all communal
space is useable and is used, whilst also ensuring the scheme itself
is affordable both for the provider and its residents. There may be
examples of aspects of some schemes not being fully utilised at the
moment.
The use of telehealth and telecare is under-developed,
and this is a particular opportunity as a way of
enhancing or developing services in more rural areas.
HOMES FOR NORTH WALES | Business Plan 2016-2122
Extra care housing typically includes a number of services which can be provided by local businesses, including
by social enterprises. Providers need to be proactive about identifying these opportunities particularly during the
design stage of a new service, but also on an ongoing basis to reflect the needs and interests of their residents
and their local communities.
Alongside the development of new extra care models, we have also reviewed our sheltered housing services
to ensure we are delivering the quality and value expected by residents. It remains a popular form of provision.
Research tells us that most people want to stay in their own homes in later years. We will therefore consider
developing a service using Rakes and Ladders and/or our in-house maintenance team to carry out repairs, small
jobs and garden maintenance for older owner-occupiers.
Our sheltered and extra care schemes contain a range of communal facilities and services that could benefit
older people living in the local community. This continues to be a priority for us to develop in 2016-17. Enabling
such people to access services and social facilities through our schemes would be complimentary to local
authority plans and achieve real advantages in health and social care:
It is understood that It could assist the BCUHB There could be additional
loneliness and isolation aim of ‘shifting resources to income generated through a
are key determinants of communities’. reasonable charge for ‘club
health and so increasing membership’ (e.g. Clwb
Resources would be better
the opportunity for social Hafod y Parc).
used.
interaction could be valuable.
Interest in sheltered or extra We need to challenge our current
ome older people may be
S thinking on the lives and lifestyles
care schemes would be
able to stay longer in their of an ageing society and look
generated with the likelihood
own homes. for new and inspiring models.
of increasing demand and
waiting lists, making schemes One such model is co-operative
more sustainable. housing. We are already at an
advanced stage of developing
a co-operative housing project
and partnership with the West
Rhyl Community Land Trust. This
concept has also been used by
some groups of older people who
2016-17 wish to exercise a stronger degree
• Develo
p new m of control in the management
delivery ode of their accommodation and its
for retire ls of
without m
reliance ent living environment. Our experience
• Demon o n high g with West Rhyl may help to
strate fin rants.
Olinda T ancial via position us for other co-operative
rust mod bility of
• Deliver el. developments, e.g. working with
con
care at P sistently high le communities of older people
las Parcia ve
Olinda T u throug l of where there is sufficient interest
rust. h the
• Examin
e potent and commitment.
services ial fo
to help o r delivering
their ow ld
n homes er people stay in
• Positio .
n ou
as comm r older people’s
unity hu h
• Develo bs for no ousing
p an n -residen
Dementia organisation-w ts.
Strategy ide
.23
SUPPORTED
HOUSING &
HOMELESSNESS
In Wales there has been increasing pressure on the Supporting
People fund, with effective year-on-year cuts to funding available for
provider organisations like ours. We are only really now seeing the
funding cuts that have affected English Supported Housing providers
for several years. The real term effect for NWH is that, like all other
Supported Housing providers that rely on Supporting People funding
to provide projects and services, we are having to operate within a
more competitive and commercial environment. This means balancing
the intended outcomes of providing our supporting people services
against the bottom-line costs of providing those services.
We will look for ways to reduce costs and increase We are a growing
efficiency whilst adding value to our services. leader in Supported
Housing, providing
excellence across
If you treat an individual as North Wales to our
he is, he will remain how service users and
he is. But if you treat him as funders.
if he were what he ought
to be and could be, he will
become what he ought to
be and could be.
Johann Wolfgang Von Goethe
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2124
Local authorities are increasingly We also have a project funded by NWH has two over-arching
requesting more detailed financial Welsh Government Section 180 priorities for Supported Housing:
information on the services we funding which, despite increased to improve our current services
provide and they have begun to scrutiny, we have maintained. even further, by reviewing our
benchmark some of our services current offer to both service users
Cuts of around 10% were
and cost information against and funders; and to expand the
projected for 2016-17. Although
other service providers. The number of projects we provide,
this level of reduction has not
increasingly competitive nature looking at opportunities right
materialized we have imposed
of providing Supporting People across our operating area.
this level of reduction to our
services means we are unable (at
budgets in order that we can be With this in mind, we are actively
present) to gather clear financial
more competitive and to deliver looking for any new tendering
data from other providers to
better value for money. opportunities that fit our values
enable clearer benchmarking
and strategy.
of our services, as this is
commercially sensitive.
Homelessness
Homelessness remains a significant challenge across North Wales. Changes in welfare and housing
benefits and reductions in investment in services continue to increase the risk of further rises in the
number of people at risk of, and presenting as, homeless. Quite simply, there are too many homeless
and too few options.
Wales has a Ten Year Homelessness Plan, a working document that aims to reduce homelessness to a minimum
by 2019. This goal is clearly threatened by the changes that we are seeing across the spectrum of our society
and much will depend on the success of the measures being introduced by the Housing (Wales) Act.
The Act aims to do more to prevent homelessness and the considerable negative effect it can have on
people’s lives. It includes a new strengthened duty on local authorities to take reasonable steps to prevent
and relieve homelessness, with an emphasis on prevention; enabling local authorities to discharge their main
homelessness duty through suitable accommodation in the private rented housing sector; and taking steps
towards ending family homelessness. It is intended that the legislation will result in:
ewer households
F ore focus on the service
M A stronger emphasis on co-
experiencing the trauma of user, helping them to address operation and multi-agency
homelessness; the causes of homelessness working; and
and make informed decisions
etter, more targeted,
B Greater protection provided
on finding solutions to their
prevention work; for children in households who
housing problem;
are homeless or threatened
Increased help, advice and
ore effective use of the
M with homelessness as well
information for households
private rented sector as a as additional help for children
who receive limited assistance
solution to homelessness; leaving care.
under the current legislation;25
...Homelessness
This ambitious legislation was We’ve taken account of these housing need and the pressures
rightly applauded and has trends and Welsh Government on people and housing make it
attracted worldwide attention for strategies in developing the vision likely to become a more familiar
its approach. Yet only a year after for our services set out in our sight.
its introduction the homelessness Supported Housing Business
The enthusiasm and commitment
budget was cut by 8.1%. This will Plan. Through our hostels in
of our staff and their ability to find
undoubtedly make it more difficult Colwyn Bay and Bangor, along
innovative solutions has brought
for local authorities to implement with our outreach and support
us awards. We will continue to
the far-reaching changes. work with a range of clients, we’re
deal in homes, help and humanity
making a significant contribution.
by doing everything we can to
But rough sleeping remains the
give people an option and the
most visible manifestation of
support they need.
2016-17
• Review current service offer
with emphasis on improving
competitiveness.
• Evaluate potential future business
opportunities.
• Consider opportunities for
partnership working.
•Analyse costs and budgets to
prepare for anticipated future
pressures on Supporting People
HOSTEL funding.
HOMES FOR NORTH WALES | Business Plan 2016-2126
BETTER
PLACES TO LIVE
The Welsh Housing Quality There may be properties in For 2016-17 maintenance
Standard (WHQS) for all our stock that cost more in budgets have been reduced by
homes has been achieved. maintenance than they generate 3% in line with organisational
Our in-house repairs team in income: can that be addressed efficiency targets. We are aiming
was expanded to enable us to economically or should we to deliver services more efficiently
deliver the remaining kitchen and consider disposal? As we move to deliver better value without
bathroom replacements more further into an age in which it loss of standards. In a continuing
cost effectively. The team was will be increasingly important tough economic climate the
also augmented by a Tenant to demonstrate value, such an more efficient we can become
Liaison Officer to improve our analysis may also help us to act the better we can protect the
communication around the more strategically in relation to level of services to tenants whilst
programme. It is important stock investment. To this end maintaining homes at WHQS.
however, to validate the standard we will be analysing reactive
and our accuracy regarding maintenance expenditure and
compliance will improve shortly examining different service
when we install a WHQS module models to achieve better results
to our systems. Independent on day-to-day costs.
verification of achieving the
standard is planned and we are
currently working with TIAA to
determine initial findings.
We plan to take a more strategic
view of our asset management.
Some properties are likely to be
more cost efficient than others.
Taking into account the rental
income received, how does each
of our properties perform?
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2127
...Better Places to Live
The challenge of maintaining The provision of high quality NWH participates in two
homes at WHQS will also be services to customers is common housing register
harder thanks to the need the foundation of a strong (CHR) initiatives. The Gwynedd
to meet tougher codes of relationship between landlord Housing Options Service was
sustainability. We’re planning and tenant. Continuous implemented in September 2012
for this through our asset improvement means evaluating and is regularly monitored to
management strategy. In all feedback from customers to ensure that it’s delivering what
aspects of our business provide better services. We want we expected. The SARTH (Single
we aim to meet the needs our housing management to Access Route to Housing) project
of the present without be effective so sometimes we includes the County of Conwy,
compromising the ability work in partnership with other which went live in May 2015. The
of future generations to agencies - to ensure a better project was partly grant-funded
meet their own needs. Our response to problems or to add by Welsh Government.
Sustainability Action Plan 2010- value to services.
Despite the introduction of the
15 is being renewed to build on
Over the Plan period Spare Room Subsidy as part of
our achievements to date (see
we’re looking to develop Welfare Reforms, our rent arrears
section on Sustainability).
more progressive housing levels have reduced. This is a
But if we want to see the full management practices to result of effective preparation
benefits of sustainable working ensure that the focus is modern and an increased emphasis
we must ensure tenants and ambitious and has due on money advice, working
understand how to get the best regard to the multi-disciplinary closely with tenants affected by
out of their heating systems requirements of the role the changes. The impending
and other sustainable features. including, for example, tenant introduction of Universal Credit,
Working closely with new engagement, financial inclusion, however, is expected to make an
residents to achieve this is a tackling anti-social behaviour, adverse impact and we will need
priority. Increasing the energy digital inclusion, sustainability. to monitor the position closely
efficiency of our homes may be Our approach will be set out in and continue to assist tenants.
essential for sustainability but a new Housing Strategy in From 2016 alone we will see the
given the economic climate and 2016. We live in an information HB Family Premium withdrawn,
its impact on residents it’s vital age, so it’s especially important changes to the Support for
that we work together to combat that we look to promote digital Mortgage Interest waiting period,
fuel poverty. inclusion to increase IT skills removal of the Assessed Income
amongst residents, improve Period in Pension Credit awards,
communication and increase reduced work allowances and
access to information. a reduced Benefit Cap. Further
changes will follow in 2017 and
2018.28
...Better Places to Live
Our ability to serve customers in Welsh has gradually improved. The
Welsh language requirement for all roles has been reviewed and
the level of Welsh expected has been expressed more clearly. We will
continue to make progress without disadvantaging existing colleagues.
Our website has been acknowledged as ‘good practice’ in terms of its
dual language application.
Our in-house repairs team has been fully integrated within the
association and has moved to a new base that has better facilities
and location, situated next to the A55 outside Conwy. We believe our
service delivery has been good and this is reinforced by high levels
of satisfaction amongst tenants. To date the in-house service has
proved to be cost effective and competitive. The expansion of the
team to cover reactive maintenance across Conwy and Gwynedd has
increased the value of our services to tenants. In time we would like to
explore commercial prospects within the local market with a view to
establishing a further income stream for the organisation.
Our commitment to health and safety is strong and we emphasise the
importance of data management and performance monitoring. Gas
safety is the subject of regular Board briefings and performance has
been maintained at an excellent level throughout the past year.
2016-17
• Independently verify the achievement of
WHQS to provide independent assurance
of the condition of stock.
• Develop post WHQS programme of works
to achieve higher levels of sustainability.
• Develop Housing Strategy to set out future
housing management service.
• Closely monitor the on-going impact
of Welfare Reforms, in particular the
introduction of Universal Credit, with the
aim of minimising the effect on tenants
and the business.
• Achieve the Chartered Institute of
Housing’s Neighbourhood Charter.
HOMES FOR NORTH WALES | Business Plan 2016-2129
ENGAGE, Eng
LISTEN, ACT L
It’s vital that we know what should reflect tenant needs
people think of us and what and show that we care. The
they want from us. Our most Welsh Government’s Regulatory
important relationship is with Framework requires all social
our tenants and we have landlords to work with their
to understand their views, tenants and service users in
Your Future, Our Future
needs and expectations. We planning and assessing the
are continuing to expand our quality of services.
approach to engagement to
Consultation is underway to
ensure that all customers have
find out what tenants want from
access to an appropriate level
engagement with NWH and a
of involvement. We are also
new Local Tenant Participation
embracing new developments in
Strategy is on track. Work on
social media.
tenant profiling has commenced
Consulting and involving and so far around 60% of our
tenants in the services we tenants have been ‘profiled’
provide is fundamental. We but this needs to increase. Our
use the feedback we receive communication with tenants
to identify and prioritise areas prior to and during planned
for improvement. If we are not maintenance work has improved.
gathering customer feedback, We also have a digital inclusion
we could be making strategic strategy.
business decisions that are
not in line with our tenants’
interests. We believe that better
communication between landlord
and customer can give greater
awareness of each other’s
perspectives. Our services
Homes Are Where Supported Housing &
Our Heart Is Homelessness
Standing In Better Places To Live
The Future Engage, Listen, Act
Our Working Social Enterprise
Environment
Employing People
Strategic Options Who Add Value
Homes For Governance
Wales Campaign
Regulation
Homes For
North Wales Business
Home Ownership Treasury Strategy
Retirement Living Budget
HOMES FOR NORTH WALES | Business Plan 2016-2130
...Engage, Listen, Act
The range of methods we are employing to engage tenants is wider
than ever. It is expected that the tenant profiling exercise will give us
further insight and reveal other new ideas. This includes identifying
which new tenants are more likely to find it difficult to sustain their
tenancies, so we can give them additional advice and support from the
start. We would also like to make contact with those who never report
repairs to check on their wellbeing and identify whether they need any
support. It may also help us identify any repairs that need carrying out
to avoid any of our properties falling into disrepair.
Tenant profiling has revealed that around 60% of our tenants have
internet access at home, increasing to 70% taking account of access
via smart phones and tablets. Our Digital First project has helped us to
review, refresh and relaunch our tenants portal, now called ‘My NWH’,
and to pre-register all tenants with the aim of encouraging as many as
possible to use this digital form of contact.
We have again participated in the Connected Housing Index through
Visceral Business and having been ranked 100 in the study, this
summary is taken from the 2015 report:
For a relatively small organization, North Wales
Housing’s Connected Housing result this year is
notable for two reasons. Firstly, for its growth in
engagement on Facebook during the last year
and secondly, for the levels of digital media
engagement is has acquired, relative to its size.
Furthermore our Chief Executive featured in the Top 20 of the
Connected CEO Study, also compiled by Visceral Business.
2016-17
• Increase level of tenant
profiling achieved.
• Report on information and act
upon conclusions.
• Develop overall narrative and
digital interaction to achieve
better results from engagement.
• Develop a refreshed Digital
Inclusion Strategy.
HOMES FOR NORTH WALES | Business Plan 2016-21You can also read
