Hundred Houses Society - Corporate Strategy 2016 -2021
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Hundred Houses Society Corporate Strategy 2016 -2021
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Introduction from Hundred Houses Chair Nick Abbey
I was delighted and honoured to be chosen to take up my role as Chair of Hundred
Houses in the last year. Looking forward the future is bright. From solid foundations
the Board has developed our Corporate Strategy and Plan which sets out our
ambitions and intentions for the future.
Our ambition is to provide more homes for the people of Cambridge. We are
excited about the opportunity to work with our customers and partners and look
forward to being part of the solution to the housing crisis locally by providing much
needed homes that the people of Cambridge can afford.
We are proud of our heritage as an independent organisation which continues to
grow to help address housing need. Hundred Houses is a charitable housing
association founded in 1933. We completed our first development of 100 homes in
Eastfield in 1935. Since then, we have expanded and innovated. We focus on
continually investing in modernising our customers’ homes.
Hundred Houses currently own and manages over 1,350 homes in Cambridgeshire.
We have plans to grow by developing mixed tenure and new homes that people
can afford every year.
We are proud of our new mission ‘great value, better services, more homes’ and of
our new strategic objectives.
Nick Abbey
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The Threats, Opportunities, Challenges and Strengths Influencing
our Corporate Strategy Identified at Hundred Houses Strategic Away
Day
Threats Opportunities
Uncertainty arising from possible Management contracts for third parties
Stock rationalisation opportunities
changes to UK constitution and
Potential build for sale
withdrawal from EU (economic impact, Partnerships to build new homes, increase
UK credit rating) asset base
Added pressure to ‘sweat assets” and Mergers and acquisitions
maximise income and borrowing Diversification
Changes to pension rules and pension Opportunity to manage other stock
scheme deficit Raise city-wide awareness and impact to
increase reputation
Deflation
Philanthropy (business) to improve welfare
Increased competition in the Future infrastructure development, e.g.
Cambridge market Chesterton railway station
G4 = takeover Pay to Stay
Customer polarisation
Challenges Strengths
Governance structure Financial performance and cash position
Change management and leadership Geography and housing stock density
team Local, established brand and reputation
Understanding the drivers of Lessons learned and moving the
performance and embedding Value for organisation forward in the right direction
Money Purpose-built Head Quarters in the right
Implementation of planning framework location, being local
Preparation for “deep dive” inspection, In Quality staff
Depth Assessment (IDA) Strong stock values
Developing an effective customer
engagement framework
Employee skills mapping, i.e. right for the
job, employee engagement
Effective recruitment and retention of
new talent
Lack of certainty
Capacity and Business Plan financing
Fostering a positive relationship with
external contacts
5Our Mission:
“Great Value, Better Services,
More Homes”
Our Strategic Objectives
1. Provide
more homes
in Cambridge
4. Develop 2. Deliver
motivated better
and effective customer
people service
3. Ensure
great value
through
business
efficiency
61. The Strategic Principles Influencing our Ambition to
“Provide more homes in Cambridge”
We will stay close to home and provide homes and services in the Greater
Cambridge area.
We will build as many new homes as we can, using our resources prudently, and
[using grant where we can] subject to the availability of finance.
We will prioritise building affordable homes for people below local average
incomes using the subsidy we can generate from;
the sale of assets
newly built market sale housing
and from efficiency savings.
We will prioritise all phases of the redevelopment of Eastfield.
How we will know we have succeeded
130 new homes provided
We have completed the regeneration of Eastfield
We have replaced 100% of the homes sold
72. The Strategic Principles Influencing our Ambition to
“Deliver better customer service”
We would like customers to assist us to develop services.
We will tailor our service approach for different customer groups.
We will provide services on-line wherever possible:
We will help customers to become more confident using on-line
services such as booking and tracking responsive repairs on-line
We will aim for digital being the default approach for all basic
transactions by 2020
We will provide money and welfare benefit advice.
We will support new tenants where they would like us to.
How we will know we have succeeded
New customer services strategy by March 2017
Digital approach for 100% of basic transactions
Invest in welfare benefits, money and debt advice and measure the
Social Return on Investment (SROI)
Assess and support new tenancies
Develop Net Promoter Score to assess customer engagement and
improve
Strengthen customer led scrutiny to make continuous service
improvements
Top quartile customer satisfaction
83. The Strategic Principles Influencing our Ambition to
“Ensure great value through business efficiency”
We will retain and invest in properties that are:
in or close to Greater Cambridge
good value for customers and for HHS.
We will sell some high value assets to generate funds to build more homes where
they are needed.
We will become more efficient and achieve challenging savings targets.
We will have a strong procurement strategy.
We will raise new funds by 2018 to build more homes.
We will achieve an operating margin before property transactions > 30%
We will regain Homes and Communities Agency (HCA) financial viability rating V1
How we will know we have succeeded
Develop a Value for Money
Strategy by December 2016 Develop strategic partnerships
for shared services
Invest £300k improving services
through effective use of
technology (channel shift) At least 85% of customers
believe their rent is VfM
We have collected >100% of
rent Work with suppliers to deliver
social value
We have sold existing homes
with a poor Return on Asset
We have won an additional
Review of Asset Management housing management contract
to reduce maintenance costs to
ensure Value for Money (VfM)
94. The Strategic Principles Influencing our Ambition to
“Develop motivated and effective people”
A strong golden thread from the Corporate Strategy to individual performance.
The team fully engaged in plans with consultation and change well managed.
All projects effectively managed and resourced.
Recruit for competencies and train for skills wherever practical.
Provide development opportunities which retain talent.
Performance dashboards relevant to service areas in place.
A strong performance culture.
How we will know we have succeeded
Develop People Strategy March 2017
Achieve Times Top 100 status
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