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TRANSCRIPT
Corporate Strategy 2017–2022
Contents
Corporate Strategy 2017–2022
page
Message from the Board 3
Who we are 5
Our Vision and Values 6
Our strategic objectives 7
The Board 9
Leadership Group 10
Financial forecasts 11
If you need the information in this business plan in large print, Braille, on CD, or explained in your own language, please contact us on 01495 745929.
A Welsh language version of this plan can be found at our website: http://www.melinhomes.co.uk/publications Printed copies are available on request.
SUSTAINABLE BUSINESS OF THE YEAR 2015
TOP 100 NOT FOR PROFIT2015 / 2016 / 2017
Corporate Strategy 2017–2022
Message from the Board
The strategic direction and priorities included within this corporate strategy are our response to the environment we expect to operate in over the next five years. The strategy and the associated business action plans are intended to position us to meet the challenges of the future and fulfil our aspirations. We want to provide the best customer service, delivering value for money, growing to reach out to more people and adding value to the communities within which we work.
We continue to be a social landlord at heart, delivering affordable housing and related
services to a wide range of people in need. To achieve this, we will continue to invest in our core business, increasing our size by building new homes and focusing on the priorities of our residents by working with our Residents’ Panel.
To maximise the resources available to deliver more affordable homes, we have created a subsidiary organisation NowYourHome which will provide homes of all tenure types in the future. As we do this, we will have a clear understanding of our risk appetite, our financial capacity and the need to protect our core business.
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Corporate Strategy 2017–2022
Message from the Board
We intend to remain an independent and leading ethical business in our operating area and will work to deepen and strengthen our existing strategic relationships. In particular, we expect to build on our existing collaboration with health and social care colleagues through ‘In One Place’ and find opportunities to promote and support the vital role played by social housing and care services in building strong, healthy prosperous communities.
We seek to be an agile organisation and will respond to the economic situation and changing demographics by flexing our services and activities to meet people’s needs and make a positive impact on their lives. This will include: supporting people into employment and learning through our employment service and our partnership company Y Prentis, and helping
to cut energy bills and improve the health and well-being of some of Wales’ most vulnerable households through the delivery of the Welsh Government’s Warm Homes energy programme.
We will further strengthen the way we are governed, building one ethos, focussed around a passion for customer service, across the whole organisation. To support this, we will continue to invest in our people and create a positive working environment and culture.
We look forward to the coming year, to meeting the challenges we will face with enthusiasm, determination and imagination, and to reporting on our continuing journey to providing the highest quality homes and services to the people and communities we serve.
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Corporate Strategy 2017–2022
Who we are
Figure 1: Map showing the five local authority areas Melin owns and manages homes in.
Table 1: Breakdown of homes by local authority area
Local Authority
Rented Homes
Low cost home ownership
Mortgage Rescue
Other** Total
Blaenau Gwent 322 33 4 30 389Monmouthshire 803 118 15 193 1,129Newport 634 9 0 74 717Powys 56 26 0 0 82Torfaen 1,282 247 32 126 1,687Other LA* 0 16 0 0 16Total 3,097 449 51 423 4,020
Figure 2: Housing stock
2,7202007
2,8042008
2,9652009
3,0202010
3,1792011
3,5112012
* shared ownership homes in Cardiff, Caerphilly and Vale of Glamorgan.
** includes leasehold, homeless leasing, intermediate rents and commercial units.
3,7322013
3,8612014
3,9252015
3,9752016
4,0202017
Powys
Blaenau Gwent
Torfaen
NewportOther LA*
Monmouthshire
Figures as of 31st March each year.
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Vis
ion
and
Val
ues
Corporate Strategy 2017–2022
Vision and Values
l To be an excellent landlord
l To be a major provider of new homes
l To be a partner of choice
l To create opportunities for residents and communities
l To be a vibrant place to work
Vision Values
Our vision describes what we want to be over the next five years. It focuses our attention on what is important over the medium term and informs the priorities that we take action on.
Our values describe the approach that we will take when running our business and will guide the behaviour of our people as they seek to deliver our vision.
Our work will be underpinned by:
l Equality and Diversity
l Accessibility
l Innovation
l Partnership
l Communities and people, not just bricks and mortar
l Being responsive to change and flexible in approach
l Being an excellent employer
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Corporate Strategy 2017–2022
Our strategic objectives
Vision: To be an excellent landlordObjectives to be achieved over the strategy period
l To be an upper quartile or ‘top 10’ performer in all key performance areas.
l 90% of residents are satisfied with how repairs are dealt with.
l To deliver year on year improvements in the results of the resident STAR survey.
l Deliver year on year improvements in tenancy sustainment.
Vision: To be a major provider of new homesObjectives to be achieved over the strategy period
l To build 1,000 new affordable and outright sale homes
l To spend all Social Housing Grant allocation.
l Establish a strategic land bank and forward pipeline programme.
l All affordable new homes built to lifetime homes standards
l All affordable new homes to provide residents with the means to reduce energy costs.
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To support the delivery of each element of our vision we have developed strategic objectives. They drive the content of our detailed business action plans and budgets.
To measure the progress, we are making the board will set strategic targets and operational measures. These will form the backbone of our performance management framework and will help track progress against the expected strategic outcomes.
Corporate Strategy 2017–2022
Our strategic objectives
Vision: to be a partner of choiceObjectives to be achieved over the strategy period
l Secure a share of all Welsh Government funded energy programmes.
l Undertake an annual review of governance arrangements.
l Establish a system of individual and collective board appraisal.
l Financial models are in place to demonstrate viability over a rolling 30 year period.
l Develop our risk management framework including assessing the Board’s appetite for risk.
Vision: to create opportunities for residents and communitiesObjectives to be achieved over the strategy period
l Our activities and programmes are delivered within budgets allocated.
l Support 50 apprentices a year through Y Prentis
l Establish the future 10 year vision for Melin.
l Apply the VFM Strategy to all procurement contracts and programmes including the usage of the community benefits measurement tool.
l Undertake a review of our care and support activities
Vision: to be a vibrant place to workObjectives to be achieved over the strategy period
l Achieve the Tai Pawb Equalities and Diversity Mark
l Implement a new staff salary system
l Achieve re-accreditation of Investor in People status.
l Retain (as a minimum) our position in the Sunday Times Top 100 Best Companies list.
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Corporate Strategy 2017–2022
The Board9
Chris EdmondsonMSc Cert. Ed
Freelance management researcher, adviser and editor.
Julie ThomasRNMH, Dip. Nursing, MSc
Retired Divisional Director of Community Services with Aneurin Bevan University Health Board. Julie is Chair of our Human Resources Committee.
Steve CieslikBA(Hons), FCIH, FIRPM
Retired self-employed leasehold management specialist.
Tony CrowhurstB.Sc, CDip AF, MRICS
Employed by the Disability Advice Project and other Welsh access groups.
Richard EsseryBSc (Hons), MSc, Chartered MCIPD, Grad ICSA, JP
Retired Human Resources and learning/development manager.
Simon HarrisonACIB, CeFA, CeMAP
Corporate finance business advisor.
Dennis RobinsonRetired Solicitor.
Lorraine MorganRN, RM, RCNT, PGDipN (Lon), M.Sc (Econ) Wales, FHEA
Lorraine is a registered nurse and social gerontologist and now works as an independent Consultant on ageing. She is Chair of our Customer Services Committee.
Anne HaywardLLB Solicitor
Anne is a retired solicitor and Chair of our Audit & Risk Committee.
Tracey BlockwellCompany director & trustee of Disability Advice Project.
Wendy BowlerMSc (Health)
A Healthy Working Wales assessor and community councillor.
Janet HarrisTenant board member and Chair of the Residents’ Panel.
Lyndon MayTenant board member.
Toula PearsonTenant board member.
Vice Chair
Chair
Corporate Strategy 2017–2022
Leadership Group
Paula KennedyChief Executive
Paula was recently appointed as Chief Executive of Melin Homes and has held leadership positions for over 20 years of her career. Formerly the Chief Executive of Brunel Care Housing Association.
Peter CrockettFMATT, FCCA
Deputy Chief Executive
Held senior posts in the housing association sector since 1995 where he has gained considerable experience in all aspects of strategic finance, including loan funding as well as all other support services.
Peter DaviesMCIOB, BSc
Director of Development
Peter has considerable experience of property development in the public, private and housing association sectors and is a Company Director of NowYourHome.
Adrian HuckinFCIH, BA (Hons)
Director of Communities, Enterprise and Care
Adrian joined Melin Homes in September 2010 having previously worked in senior positions in both the public and housing association sectors. He is a Company Director of Y Prentis.
Dave CookMCIH, MBA, MSc
Director of Customer Services
Dave has been Director of Customer Services since
2009. He is responsible for Housing and Asset Management services and the Direct Works Force.
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Corporate Strategy 2017–2022
Financial forecasts
Balance Sheet 2017 Budget
2018 Forecast
2019 Forecast
2020 Forecast
2021 Forecast
2022 Forecast
£ 000s £ 000s £ 000s £ 000s £ 000s £ 000s
Fixed assets 222,347 243,435 255,954 269,704 278,688 287,672
Current assets 26,143 23,794 18,069 19,891 21,497 22,931
Total assets 248,490 267,229 274,023 289,595 300,185 310,603
Monies owed by Melin 232,147 250,691 257,354 272,748 283,055 293,129
Reserves 16,343 16,538 16,669 16,846 17,130 17,474
Gearing (Net worth) 53.87% 59.96% 60.50% 65.87% 68.37% 66.78%
Gearing (Historic cost) 35.51% 37.18% 35.75% 37.49% 38.11% 37.36%
Income & Expenditure Account Forecast
2017 Budget
2018 Forecast
2019 Forecast
2020 Forecast
2021 Forecast
2022 Forecast
£ 000s £ 000s £ 000s £ 000s £ 000s £ 000s
Income 17,509 18,231 18,491 19,456 20,783 21,544
Expenditure 13,413 14,155 14,412 14,755 15,293 15,810
Operating surplus 4,097 4,076 4,079 4,701 5,490 5,734
Interest payable & other activities
-3,399 -3,881 -3,949 -4,524 -5,207 -5,390
Surplus 697 195 131 178 283 345
Interest cover 1.47 1.31 1.34 1.37 1.41 1.44
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