Strategic Plan 2021 2025 - Resilience, Recovery, Rejuvenation Building a Better Future - Tuath Housing
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Strategic Plan 2021 - 2025 Resilience, Recovery, Rejuvenation Building a Better Future
Resilience, Recovery & Rejuvenation Building a Better Future
Tuath Housing Resilience, Recovery & Rejuvenation – Building a Better Future
Table of
Contents
We are Tuath Housing 02
Chair’s Foreword 04
Strategic Framework 06
Our Mission 06
Our Vision 06
Our Values 06
Seven Strategic Objectives 07
Attaining Key Objectives – Holistic Risk Management 08
First Class Services 10
Health & Safety for All 12
Effective Asset Management 14
Exemplary Governance & Standards of Regulatory Compliance 16
Organisational Efficiency & Productivity 18
Working in Partnership / Delivering More New Homes & Tenures 20
Value for Money, Financial Planning & Financial Strength 22
Closing Statement 24
01
Tuath Housing 2021 – 2025 Strategic Plan
We are
Tuath Housing
Welcome to Resilience, Recovery &
Rejuvenation – Building a Better Future,
our 2021 – 2025 Strategic Plan.
In 2020, Tuath celebrated its twentieth
birthday. Since then, the association has
grown to establish strong roots to become
one of Ireland’s leading Approved Housing
Bodies. Letting its first homes in late 2006,
it has rapidly grown to provide and manage
over 5,900 homes in every county at end of
September 2020.
The purpose of this Plan is to future. Many tenants will be the first public expenditure assumptions in
consider the current operating to suffer the financial consequences the short to medium term. No less
environment for Tuath and look to in the event of a recession and we important, how we live and how
establish core objectives for the recognise that they will require we build in the future are central to
next five years – targets we aim to additional services and support. Ireland’s commitment to reducing
achieve while remaining true to our carbon emissions and delivering on
mission, vision and values in an ever Even before Covid, there were major targets outlined in the Government’s
increasingly challenging social and challenges facing us. The country Climate Action Plan.
economic environment. was still in the grip of an ongoing
housing and affordability crisis. This Despite these threats and
We started 2020 continuing our was reflected in the numbers of challenges, Tuath’s core social
strong growth across the country households on waiting lists in need purpose remains; to help people
and while we still expect to add of social housing, many of whom across Ireland secure and maintain
some 5,000 new homes over will wait many years before being a home that is both safe and warm,
the next five years, the advent adequately housed. The shortage and one that they can afford. The
of Covid-19 will inevitably cause of housing supply across all tenures importance of home to everyone
uncertainty, disruption and change together with the struggles those has been highlighted in the Covid
in how we operate as a social in the private rental sector were crisis. Now is the time to ensure that
housing, not for profit business experiencing due to escalating rents, everyone has a fair opportunity
and how we interact with tenants continued to combine to result in a to live in a decent, secure and
and stakeholders. dysfunctional property market. affordable home.
While the full impact of the Beyond housing, the uncertainty We build properties and aim to build
pandemic will not be fully understood over the outcome of Brexit and its strong relationships with the people
for some time, it has already shaped economic implications for Ireland living in them. We view tenants as
how we at Tuath think and how we have still to be understood and our customers. Our business as a
propose to deliver services in the realised but weigh heavily across social landlord has been successful
to date because we have taken the
02
“Investment
in social and
affordable
housing is an
investment in
infrastructure,
an investment
for future
generations
and an
important
driver of
economic
activity today.”
time and made the effort to build its part in Ireland’s revival from As a thriving social business, we
good relationships with tenants. Covid-19. We are organisationally remain confident about the future
This helps us to understand how strong and financially robust. We and are motivated to gain the
we can make a positive difference plan to remain resilient and robust trust and respect of our customers
to tenants’ lives, their homes and whilst responding to the crisis as and wider community whilst also
their communities. best we can, via additional growth keen to stay focused on improving
by maximising historically low productivity. We recognise that for
We strongly believe we also have a borrowing costs, at the same time the next five years that we will need
role to play in the delivery of new as ensuring we have the capacity to ensure we apply the lessons we
affordable housing tenures, for to grow and effectively manage the have learned from our last plan and
those who are unable to access associated risks. the previous five years of strong
housing through the open market business growth. We will use these
or the social route. Tuath is ready Investment in social and affordable learnings to continue to improve our
to work in partnership with other housing is an investment in services, our performance and our
AHBs, Local Authorities, the Land infrastructure, an investment organisation.
Development Agency and private for future generations and an
partners to deliver and/or manage important driver of economic From our analysis of the future
affordable housing. Such projects activity today. It is not just about uncertain operating environment,
will provide an integrated mix the money and numbers though, we appreciate that there will be
of social housing, affordable / the added social value brought by massive tests and hurdles ahead.
cost rental homes, shared equity social and affordable housing is We also appreciate and understand
initiatives and private housing. immense. Social housing providers the huge importance of effective
deliver value for money on a whole risk assessment, mitigation and
Now more than ever, during this life basis in terms of generating management strategies.
massively unsettling period of not just benefits for tenants, but
huge uncertainty, resilience and to communities, wider society and If the Covid-19 crisis has
recovery are foremost in our the country as a whole and the taught us anything, it is to expect
thinking and how Tuath can play economy. the unexpected.
03
Tuath Housing 2021 – 2025 Strategic Plan 04
Tuath Housing Resilience, Recovery & Rejuvenation – Building a Better Future
Chair’s
Foreword
I write this at a time these values but also aim to adapt,
strengthen and improve across
of extraordinary the organisation for the benefit of
change in how tenants and stakeholders whilst
we live our lives. It playing a small part in the country’s
recovery and rejuvenation process.
has underlined the
importance of friends The Strategic Plan is formed around
and family, and of seven core objectives. The seven
priorities are based on the needs
what we call home. and requirements from customers,
stakeholders and partners, that have
helped us understand what matters
to them. Our strategy remains to
build more homes and deliver valued
services efficiently and effectively.
My term as Chairman of Tuath those who cannot access housing
was only two weeks old in June in the open market and for some Our focus is now, as it has always
2020, when I attended Borris of the most vulnerable people been, on getting the basics right,
Meadows in Portlaoise, a new Tuath in society. Now more than ever, every time. We know we don’t
development that is now home to the support we provide to people always accomplish everything we
thirty six families. through secure and affordable set out to do and we are open and
homes and our services is crucial, honest when we get it wrong, but
I was privileged to be joined by our as the economic impact of Covid-19 we are passionate about getting
first tenant of Borris Meadows, a sets in and tenants face the huge better and everyone at Tuath has a
young woman who was completing challenges which accompany it. We part to play in our progress.
her nursing studies and was shortly will listen to tenants’ and aim to
to join the ranks of front-line workers deliver what is most important to I offer my heartfelt thanks to fellow
battling the pandemic. Our thanks them at this time. Board Directors for their leadership
and appreciation to front-line and support, and all the staff within
workers such as this young woman For me, the pandemic has Tuath, for their continued hard work,
is not enough. We need to show our emphasised what it is to chair a commitment and dedication. Both
gratitude by providing more homes people powered, values-based the Board and staff have had an
for heroes, the everyday heroes who organisation with a valuable input into the preparation of this
have kept our country going every social purpose at its core which Strategic Plan. Overall, the Plan sets
day, throughout this crisis... nurses, is delivering on its core mission to out a clear path to delivering our
cleaners, shop and factory workers, provide social homes. Our mission, goals and I have every confidence
the list is long. values and aims remain the same that by working together, we will
as they were when we formulated continue towards Tuath’s Vision
The importance of the work of our last Plan. We continue to that we can change housing for
approved housing bodies right now value partnership working and the better.
is hugely important. Traditionally collaboration to deliver more homes
we have supported people through and quality services to customers. Daragh O’Sullivan
difficult times, serving as lifelines for We will in our new Plan cherish Chair
05
Tuath Housing 2021 – 2025 Strategic Plan
Strategic
Framework
Our Mission Our Vision
To provide good quality, secure Investing in people and
homes that people can afford. places by providing more
homes and choice.
Choice
Social & Working for
Environmental people and
Responsibility places, not profit
Our Values
Innovation Partnership
Sustainability & Customer
Resilience service
06
Tuath Housing Resilience, Recovery & Rejuvenation – Building a Better Future
Seven Strategic
Objectives
To ensure we stay focused on strengthening the business
and making the social impact we seek, we plan to
adopt seven strategic objectives for the duration of this
Strategic Plan. From these objectives, all our activities will
flow. We will measure our success by setting targets against
these objectives, ensuring that we deliver them effectively
and efficiently. Our seven objectives aim to deliver:
1 2 3 4
First Class Health & Safety Effective Asset Exemplary
Services for All Management Governance
& Standards
of Regulatory
Compliance
5 6 7
Organisational Working in Value for
Efficiency & Partnership / Money, Financial
Productivity Delivering More Planning &
New Homes & Financial
Tenures Strength
07
Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
Attaining Key Objectives –
Holistic Risk Management
All the while in the process of delivering our strategic
objectives, risk management will form an integral part
of the organisation’s internal control and governance
framework. In recent years, Tuath itself has experienced
constant change as a result of continual and significant
growth. Increasing and statutory regulation also brings with
it distinctive challenges.
The post Covid-19
environment too heightens
awareness predominately The delivery of valued Increasing financial Sustainable
on Health & Safety issues services to tenants and strength and balance growth
other customers and sheet diversification
while climate change brings stakeholders
challenges in how we deal
with the thermal warmth of
existing stock and how new
homes are to be developed. Significant investment Excellence in The addition of more
in homes to maintain governance high quality social
and upgrade existing homes to our stock
Our risk management policy aims housing stock
to provide an effective mechanism
through which the risks towards
the delivery of both strategic and
operational objectives can be
assessed and addressed. Overall, The ‘greening’ and Health and Safety Increased tenant
our approach to risk is to provide de-carbonisation of across all services consultation
housing stock and operations and community
assurance to stakeholders that we
engagement
have effective processes in place
to identify, assess, manage and
mitigate risk to support:
Improved efficiency A drive for value for Choice and
and productivity across money, best value diversification in our
the organisation and added social housing offer
value
08Tuath Housing
Good governance is the essence
of risk management. Tuath is
governed through a combination
of rules, policies, procedures and
training based on best practice
which establish legislative
compliance and embed strong
social values. The Board of Directors
retain overall responsibility for risk
management and determining
Tuath’s tolerance of risk or its risk
appetite against various activities.
The detailed scrutiny and evaluation
of risk is delegated to the Audit &
Risk Committee.
In all our activities, we will aim to of the annual audit. Internal audit we handle personal information in
comply with current legislation, is an important element of Tuath’s line with the regulations. We are
statutory requirements, codes internal control process. The internal constantly reviewing the data we
of practice, the requirements of audit process is responsible for hold, how we collect it, and whether
the Approved Housing Bodies aspects of the annual review of the we need to hold it or not and for
Regulatory Authority, the Charities effectiveness of Tuath’s internal how long do we keep it. Tuath
Regulatory Authority and any other control system. commits to being clear in telling
agency that impacts on our work, customers and stakeholders how we
and with all other relevant guidance As part of the organisation’s intend to use and protect their data.
and ‘best practice’. overarching auditing framework,
Tuath appointed an independent Being a significant provider of social
Tuath has approved financial data-protection officer (DPO) to housing coming out of the Covid-19
regulations and procedures oversee GDPR compliance for the crisis, produces particular risks.
that underpin internal control organisation. Tuath intends to Tuath’s risk strategy will have to
processes. The business planning comply with the GDPR (General contend and adapt to an uncertain
and budgeting process is used to Data Protection Regulation), operating environment. Additionally,
set objectives, agree action plans, a regulation in EU law on data in the medium to long term, the
and allocate resources. Progress protection and privacy for all advent of climate change is an ever
towards meeting business plan individuals within the European increasing risk. While Tuath is able
objectives are monitored regularly. Union. It also addresses the export to work with design and contractor
The risk management process is of personal data outside the EU. It partners to develop more new
embedded within the business gives individuals more control over carbon friendly homes, the main
planning process. how data we hold is used, and puts element of risk remains with existing
more responsibility on Tuath on how stock. Adaptation to climate impact
External audit provides feedback we use this data. The association will be an integral part of future
to the Audit & Risk Committee has developed data-protection capital investment and housing
on the operation of the internal policies and procedures, trained stock improvements.
financial controls reviewed as part staff, and endeavours to ensure that
09Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
First Class 1
Services
We aim to provide high
quality, valued and
responsive services
to tenants and
stakeholders
Tuath’s aim is to deliver effective
services to tenants, to listen to
their feedback and to understand
what they value, so that we design
our services accordingly. To deliver
on this objective we aim to widen
tenant involvement in our service
design and performance. We are also
making our services more accessible,
by flexible working and by designing
easy to use digital platforms, which
meet tenants’ expectations.
Continuing to evolve our operating
model, we will improve productivity
and quality by creating specialised,
expert teams. Resulting from
tenant and other consultation, the
implementation of a dedicated
repairs team within Tuath is to
take place. This new team will offer
tenants a one stop shop service on
all their repair and maintenance
needs. The safety of tenants is
Tuath’s highest priority and we will
continue to maintain properties to
the highest standards to ensure their
comfort and peace of mind.
10“We will improve
productivity
and quality
by creating
specialised,
expert teams.”
Throughout the lifespan of this Plan, many are happy in their homes and Key Outcomes
Tuath will expand provision for older just want to get on with their day
people and support for vulnerable to day lives.
1. High quality services that
groups. Demand for homes for
tenants value. We will aim
older people is growing due to During the period of this Strategic
to achieve a minimum 90%
demographic changes with people Plan, we will carry out a complete
living longer, and we will invest in evaluation of our existing housing
tenant satisfaction rating.
this area to ensure we meet the management software. We want
needs of our customers. to transform the areas of work 2. Establishment of a dedicated
and how we manage information responsive repairs and
Tuath is committed to listening to all across the business. Frontline staff maintenance team in 2021, to
tenants and using that consultation will have the tools they need where, improve service delivery.
to help form future decisions that when and how they need them.
are made across the organisation. In Our business analysts will explore 3. Improved tenant engagement
2021, Tuath launches the 2021-2024 new areas where we can digitalise and participation with
Tenant Engagement Strategy. We current practice and integrate more the launch of our Tenant
want tenants to have a real say in elements into the main system. Engagement Strategy in 2021.
the way Tuath delivers its services. We have opened new channels
We recognise that tenants know of access to our services and will
4. Enhanced digital services
better than anyone whether the continue to develop and expand
via the implementation
properties and services we provide these. We want functionality that
of new housing
meet their needs and gives them meets tenants’ needs because they
what they want. As a landlord, we want it and not because we are management software.
want to give everyone a chance able to do it.
to help shape the experience they 5. A focus on sustaining
receive as a Tuath tenant. While tenancies and working with
we hope that all tenants want to partners to achieve this aim,
participate, we also appreciate that as necessary.
11Tuath Housing 2021 – 2025 Strategic Plan
“We will ensure that staff are
provided with appropriate
equipment to undertake their
specific roles, health & safety
training on best practice and
the knowledge and confidence
to complete their work, safely,
for Tuath.”
12Tuath Housing Resilience, Recovery & Rejuvenation – Building a Better Future
Seven Strategic Objectives
Health & Safety 2
for All
We will continue to Tuath are committed to safety, Key Outcomes
health and welfare at work for
safeguard the health both tenants and staff.
1. Safety first – We will
& safety of tenants prioritise the safety of
and staff by having Our priorities are to ensure we
tenants, staff and contractors,
provide a healthy and safe
appropriate controls environment for tenants who live
supporting colleagues and
in place to ensure in Tuath properties and for staff teams as they work in new
and different ways.
compliance with all in our offices and workplaces. We
are living in an era of uncertainty
health and safety and the current health crisis has 2. Understanding – we will take
responsibilities underlined the importance of time to understand and
prioritising health and safety follow government guidelines,
matters over all others on a people adjusting the way we provide
first basis. We will ensure that the services to ensure we are
homes we provide are safe places complying with all safety
to live. Tuath appoints competent
guidelines – taking a step-by-
contractors and service engineers
step approach.
and we employ technically qualified
staff to make sure our properties
3. Listening and communicating
comply with all relevant standards.
– we will consult with tenants
We intend to ensure that staff and colleagues about the
are provided with appropriate longer-term shape of our
equipment to undertake their services. We will work with
specific roles, health & safety colleagues to make sure they
training on best practice and the have everything they need to
knowledge and confidence to remain safe at work.
complete their work, safely, for
Tuath. We will also ensure that the 4. Flexibility– We will be flexible
contractors we use will adhere to
and agile about the way we
the same principles when working in
work as we respond to a fast-
tenant homes, ensuring adherence
changing environment.
to health & safety requirements.
5. Full compliance with all
Tuath will plan and develop
strategies around health pandemic relevant statutory and
scenarios and government alert regulatory requirements
levels to ensure we have a clear regarding the safety of
idea of what our service will look tenants in their homes.
like at each of these levels and
into the future.
13Tuath Housing 2021 – 2025 Strategic Plan Seven Strategic Objectives Effective Asset 3 Management We will maintain and upgrade homes in line with our capital investment strategy to provide the highest standard of accommodation possible to tenants We are proud that we maintain Our Asset Management Strategy our housing to a good standard will reflect the objectives of this and keep our estates and homes Strategic Plan. It provides a detailed attractive and pleasant places to picture of the investment needs of live. As we continue to grow, we our properties, the value of housing need to ensure that our service stock, its popularity, and the action delivery remains fit for purpose and needed to ensure all our assets are a key challenge will be to ensure maintained in good order. the continued effectiveness of our responsive repairs service. As our For active asset management, stock ages, the demands on the information on how properties service will increase and it is essential are performing is crucial and over that we have policies and procedures the next five years, we propose to will drive improved efficiencies in place that deliver an effective, prioritise the continued improvement and the enhanced knowledge customer focused, planned and of our asset management data base will enable us to optimise responsive maintenance service. systems, which are used to the delivery of long term planned Over the initial phases of the plan assess the investment needs and maintenance programmes. we will explore all potential avenues performance of our stock. Tenant for added value in the delivery of feedback is important to us. We The challenge to decarbonise our responsive maintenance and will collect tenants’ views on repair existing housing will be at the seek to empower tenants to take performance through regular heart of our asset management greater control over the service they surveys. Tenant scrutiny of this priorities and with the assistance of receive from us as well as maximising nature is about tenants being external funding by way of energy the potential for partnership working actively involved in reviewing improvement grants, we will not only in order to achieve economies of how our housing services are improve energy efficiency, but will scale, generating increased value for being delivered, and even more create warmer, healthier and more money, best value and enhanced importantly, how they can be energy efficient homes. Retrofitting service delivery. improved. This strategic approach homes will not only reduce our 14
“Retrofitting homes will
not only reduce our carbon
footprint over the long-term it
will help to boost the economy
in the short-term.”
carbon footprint over the long-term Key Outcomes
it will help to boost the economy in
the short-term.
1. Full compliance with 3. Develop a modern, customer
legislation, property focused responsive repairs
With many owned properties
standards and best practice. service, that empowers tenants.
contained within multi unit
developments, we are acutely
aware of the risk of financial
2. Deliver value for money 4. Maximise opportunities to
shortfalls in sinking fund provisions and best value in capital decarbonise homes.
for maintenance by Owner investment, responsive
Management Companies. We will repairs, and cyclical 5. Provide resources for
undertake a comprehensive review maintenance programmes any additional cost
of these to determine the extent of and in the re-letting of implications for Tuath
financial shortfalls and to identify empty properties. Invest owned dwellings located in
any necessary provision that can over €20 million in the long- multi-unit developments
be accounted for in our long-term term maintenance of our managed by OMCs.
financial plans.
housing stock.
15Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
Exemplary Governance & 4
Standards of Regulatory Compliance
We will strive to continually improve The most effective Boards are ones
which benefit from individuals from
governance and risk management a range of backgrounds, experiences
and skill sets. This is important to us
as a diverse Board provides varied
thought, with each individual capable
of offering unique ideas and solutions,
Tuath is led by a highly-skilled A newly established Corporate based on their own personal
professional Board who are Services Directorate will continue background and experiences. Tuath
committed to driving the this work. Part of its responsibility has a succession plan for its Board
organisation to achieve its strategic will be to assist the Board with to help ensure that the right blend of
goals. Their responsibilities are, its yearly skills audit and to skills and experience is consistently
manage regular Board training, maintained amongst members for
• Strategic leadership
with particular reference to the long-term success.
• Financial supervision achievement of objectives in this
Strategic Plan. The aims of these Streamlining governance provides
• Risk management
processes are to ensure that the improved oversight of the
• Performance monitoring Board remains effective in an organisation as well as greater
increasingly changing governance clarity of responsibility and
• Ensuring good governance
and regulatory environment. accountability. Supporting the
A significant amount of work has The Board is committed to Board are three committees;
been undertaken to ensure we establishing and maintaining the
• The Housing & Development
have an appropriate governance skill set necessary to lead a growing
Committee
structure and that Board skills social business in an operating
meet the needs of both our current environment that is becoming • The Audit & Risk Committee
areas of operation and Tuath’s more complex.
• The Governance & Nominations
future business development.
Committee
Board Directors also participate
on sub-committees alongside
designated co-opted Committee
Members, recruited for their
specialist expertise. This also
presents the co-opted individual
with an opportunity to learn
more about Tuath. A successful
term as a co-optee may result in
the candidate seeking full Board
membership and is thus a potential
suitable source of effective Board
succession planning.
We must not, though, become
complacent. Ongoing learning and
16Tuath Housing
“We are
committed to
a process of
the continual
improvement
of governance
and oversight.”
development training will be a core Tuath welcomes the statutory Key Outcomes
requirement for Board Directors. regulatory framework that is
The Board delegates the day-to-day expected to be in place from
1. Regular evaluation of
operation of Tuath to the CEO, with 2021/22. Regulation is important to
performance and training at
delegated responsibility to a highly ensuring the interest of tenants are
Board level.
skilled staff team. protected and that the assets of an
association funded by the taxpayer
During 2020 the Board adopted a are safeguarded. During the period
2. To plan for succession with
new Risk Management Framework. of voluntary regulation over the a view to ensuring the right
One of the targets for the Corporate last few years, we strengthened balance of Board continuity,
Services Directorate will be to governance, financial viability, and evolution and long-term
embed the risk strategy down performance management, and are sustainability.
through the organisation, from the now a sustainable and flourishing
Board, through the CEO and Senior social business. 3. To prioritise transparency,
Management Team (SMT) and across accuracy and accountability.
all staff within Tuath. The Framework We are prepared and ready for the
is then integrated into day to day progression to statutory regulation 4. To wholly commit to
operations. We also plan to formalise and oversight which will allow us to statutory regulation.
reporting structures within Tuath. offer further and robust assurance
This will guarantee decisions made to stakeholders. We are committed
5. Continually monitor and
at Board level travel down through to a process of the continual
embed risk in everything we
the organisation, so that all staff improvement of governance and
do and to improve our use of
are aware of Tuath’s goals and oversight within Tuath. Through this
objectives. It also will allow better Strategic Plan, the aspiration will data, from risk reporting to
coordination across departments, be to have a governance structure better informed decisions and
permitting colleagues from different that both meets and maintains the policy-making.
parts of the business the opportunity highest regulatory standards and
to coordinate efforts to further those we look forward to working with the
goals and objectives. new statutory Regulatory Authority.
17Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
Organisational Efficiency 5
& Productivity
We will ensure the organisation is Tuath had already started the
process of internal organisational
properly resourced and fit for purpose change in 2020 before the arrival of
to deliver our ambitious, strategic and Covid-19 caused us to stop, rethink
business plans. and re-focus. From an emergency
response to the crisis, where the
priority was to urgently maintain
services and support staff, attention
has turned to the recovery phase.
As progress is made in how we deal
with the virus, during what may be
a lengthy and protracted period,
Tuath will put a plan in place that
manages business continuity and
ensures the health and safety of
tenants and staff.
In 2019, we sought expert
external advice on our existing
operational structure. The result
was the Tuath Work Force Plan.
The implementation of this plan
embeds a structure for Tuath that
will support consolidation while
simultaneously capitalising upon
the opportunities for growth which
continue to exist.
Tuath’s goal is to provide a quality
service to tenants with the need
to have professional, highly
motivated and properly resourced
staff teams. The Work Force Plan
aims to create a high-performance
culture, recruiting and retaining
high calibre people, as well as on-
going investment in their training
and development. Staff are our
most important resource and it is
important that we support and
enable them so that they have
the necessary skills and expertise
to deliver high standards. We will
endeavour to develop an engaged,
18“Our ambition to increase
digital communications with
tenants will also give tenants
more choice in how they
engage with Tuath.”
diverse and skilled workforce who services, putting residents at Key Outcomes
are able to deliver high quality the heart of everything we do. A
services valued by tenants. We aim blended approach to the working
1. To recruit, develop and retain
to ensure that we have an agile, environment with a satisfactory
highly motivated individuals
flexible and motivated workforce home-work balance is our aim.
with the skills and drive to
now more than ever. We will “grow Some staff will be able to work
our own” staff via our graduate, mostly from home, other staff
deliver Tuath’s vision. We aim
trainee and apprenticeship will use the office more. Covid-19 to be an employer of choice.
programmes and endeavour to has accelerated an evolution
encourage existing staff to continue in working practices that was 2. Implementation of our
their learning and development already in motion, primarily due Workforce Plan.
journey with the Association. to technological advancements
in IT and digital communications. 3. To enable staff to deliver in
The Tuath staff promise sets out a Tuath embraces this and we will an environment that supports
commitment to employees as we form new practices and processes and promotes diversity and
go through recovery from Covid-19 around mobile working systems. inclusion whilst strengthening
to ensure that Tuath is a place We will seek to embed remote our capability and agility.
where people want to work and working practices to reduce
develop a career. A key aspect of wasteful home to work journeys,
4. To foster a positive culture
this is involving staff in developing improve efficiencies and to reduce
reflecting our ethos.
and enhancing services. Staff come our carbon footprint. Our ambition
from different backgrounds, with to increase digital communications
5. To grow our own talent
varied outlooks. We value these with tenants will also give tenants
differences and will continue to more choice in how they engage via an enhancement of
embrace them. Tuath will invest with Tuath. our graduate, trainee and
and develop people talent, ensuring apprenticeship scheme.
staff have the right skills, attitude
and tools to deliver excellent
19Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
Working in Partnership/ 6
Delivering More New
Homes & Tenures
Our new Strategic Plan comes
on the back of a period of
extraordinary growth for Tuath
as we responded to the housing
crisis by significantly increasing our
development programme over the
last five years.
Our goal is to continue to achieve
long term, sustainable growth
Throughout the duration of this
Strategic Plan, we will significantly
“Adding up to
and viability through maximising expand the delivery of our own 5,000 new homes
government and private borrowing
and by generating surpluses year
construction programme. In
2021, we will take possession of
over the life of
on year whilst delivering value 465 new homes, built as part of this Strategic
for money. We will ensure that the Government’s Public Private
Plan will make
a real and
we meet our business, financial Partnership (PPP) programme. The
and growth targets to maintain new PPP homes are in counties Cork,
financial viability. We will do this Kildare, Clare, Galway, Waterford, lasting impact
to communities
while working in partnership with our and Roscommon, reflective of our
Local Authority and Departmental position as a national organisation;
colleagues to deliver more. partnership with key stakeholders is across Ireland
adding social
paramount to the delivery of these
Many people are still unable to get homes.
a home that meets their needs, for value to our
what they can afford. Tuath will
continue to build and acquire homes
We also plan to increase the number
of modular homes and properties work.”
for social rent but we also want to via off site manufacturing in the
provide homes for low- and middle- coming years to aid the speedy
income households who, without our delivery of new homes at best value.
help, are stuck in high cost and often Such projects completed to date are
poor quality private rented housing. high quality, have been delivered
We will do this by promoting and promptly, produced cost savings
developing new and innovative and, most importantly, have been
ways of delivering affordable and well received by tenants.
cost rental homes, in mixed tenure
communities alongside, social and Adding up to 5,000 new homes
private accommodation. over the life of this Strategic Plan
20will make a real and lasting impact Key Outcomes
to communities across Ireland
adding social value to our work.
1. We will strengthen our asset base to include the
We are determined to do more. As
acquisition of over 2,000 new turnkey homes.
part of our strategic plan we also
hope to assist in the consolidation
2. Our development/construction teams will build 500 new
of the sector by working with
other Approved Housing Bodies to
homes via direct construction projects.
investigate possible mergers and
acquisitions. We already work in 3. We will deliver mixed tenure projects to include social
collaboration with a number of housing, affordable / cost rental homes and private
housing organisations across a range housing. We want to offer choice to consumers. This will
of areas and we are keen to develop include the management of up to 465 homes delivered
further links with new partners. We through the TORC partnership as part of the Social
believe there are many advantages Housing PPP.
for existing organisations coming
together. We aim to play our part. 4. We will endeavour to deliver over 1,000 new homes via
new streams of pension and institutional investment
Our objective will be to maintain
funding.
Tuath as a market leader in
social housing development by
5. We will maximise the use of new building technologies
continuing to invest in asset
and off-site construction techniques wherever possible to
growth and our strategic plan.
We will compete strongly for new lower cost and cut time to accelerate building delivery.
business, but as an association
we will not pursue loss leading
activities to ensure we maintain
financial strength.
21Tuath Housing 2021 – 2025 Strategic Plan
Seven Strategic Objectives
Value for Money, Financial Planning 7
& Financial Strength
We will maintain financial
strength, organisational
stability and sustainability
in order to deliver
planned growth whilst
also covering current
and future financial
commitments on a value
for money basis.
A key priority for Tuath during the
course of this Strategic Plan will
be to maintain financial resilience,
supporting ongoing investment in
enhanced customer services and the
quality of our existing stock, while at
the same time improving efficiencies to
provide a platform for ongoing growth.
Tuath has a monitoring framework
of key internal financial indicators for
monitoring financial resilience and
credit strength. Operating within this
framework will allow Tuath to pursue
its strategic objectives on a prudential
footing, in particular isolating the
risks of proposed affordable housing
business from core social housing
activity. Tuath utilises short, medium
and long term rolling financial
forecasts which are stress tested to
ensure protection against adverse
performance trends, shocks and
market movements.
Continuous operating improvements
and efficiencies will be enabled by
economies of scale, technological and
organisational efficiencies and simpler,
more streamlined ways of working.
22“We live in
uncertain
times, but our
plan is robust
in the face of
the external
challenges that
face us.”
Financial provision will be made
within annual budgets for costs
Our financial strength is a key
component of our ability to achieve
Key Outcomes
relating to asset management and our vision. We focus on generating
1. To improve our gearing
to the maintenance, upgrading and yearly surpluses and increasing
‘greening’ of our housing stock. cash reserves, to service future ratio without doing less
commitments. The cash generated development and by still
Payment and availability funding comes from running a social business delivering more homes.
(P&A) and rental income will that concentrates on achieving value
continue to be key primary revenue for money. We see value for money 2. To endeavour to diversify
streams for Tuath. This income as providing an efficient service that our credit base through new
grows with the increase in number both satisfies tenants, secures best streams of funding.
of new homes we provide and by value and creates social value.
maintaining high occupancy rates 3. To aim for Earnings
and very low levels of rent arrears. Surpluses generated sustain our Before Interest, Taxes,
business, providing a great service Depreciation, and
Tuath will endeavour to maintain for today and secures our business
Amortisation (EBITDA) of
a diversified loan portfolio from for tomorrow by properly investing in
at least 40%.
a variety of sources to provide our homes. We only borrow to build
investment capacity and flexibility at and buy more homes. We do not
4. To ensure interest cover of
a competitive cost. We will continue borrow to run the business itself and
to investigate and explore new have never had an overdraft facility. at least 150%.
funding models but not at the cost We have strong and sustainable
of negatively affecting our credit ambition to do more over the next 5. Raise circa €500 million
rating as a viable social business. five years. We are living in hugely of private finance over
Other potential benefits include the uncertain times, but our plan is the course of this plan to
possibility for multi annual State robust, even in the face of the support our investment
programme development funding extraordinary external challenges in the provision of 2,700
in the future instead of funding that face us. new homes
approvals being granted on a scheme
by scheme basis.
23Tuath Housing 2021 – 2025 Strategic Plan
Closing
Statement
Over recent years, Tuath has consistently played
a key role in delivering social housing to scale.
We remain clear in our vision that much more
needs to be done to provide good quality,
affordable and secure homes for our citizens.
The Coronavirus pandemic has The Covid-19 crisis should be seen as the housing crisis. As a strong and
shown the importance of home. an unrivalled opportunity to rethink thriving social business, Tuath is
The pandemic will make the task of housing policy. There has been much well placed to deliver more. The
providing new homes much harder debate about affordable or cost large scale construction of new
for everyone but when the going rental housing, but little delivered. social and affordable housing will
gets tough the tough get going, This needs to change and change be a catalyst to help stimulate the
and that is exactly what is needed fast. Now is the time to rethink economy post Covid-19. We believe,
by everyone for everyone. At Tuath, and to act. Now, more than ever, as one of Ireland’s largest approved
we intend to keep going, we intend secure and affordable homes are housing bodies, we are duty bound
to keep changing housing for the badly needed. Homes for heroes. to play our part.
better and to keep delivering more New homes are needed for all the
homes for more people. ‘ordinary heroes’ who have kept This five year Strategic Plan is
the country going; the nurses, the designed to help us achieve this
cleaners, the bus drivers, the post sustainable growth by highlighting
workers, shop workers, bin men and the issues and challenges that
“We intend to so many more. Housing waiting
lists should be opened up for the
are important for Tuath Housing
in 2020. This plan will serve as a
keep changing workers who are keeping Ireland framework for the Board and staff,
housing for going; day in, day out. It is only right to guide us over the next five years,
the better
and proper that we provide homes formulating appropriate responses
for our everyday heroes. It would be and key action plans for today’s
and to keep a just and deserved recognition of uncertain economic environment
delivering
their service to their communities and new normal.
and Ireland.
more homes Sean O’Connor
for more
In an era of historically low interest Chief Executive
rates, cheaper borrowing costs
people.” offer us the opportunity to finance
greater spending and investment.
Now is the time to be brave. Now is
the time to be doing more to abate
24www.sourcedesign.ie
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