1. Chair s overview: we have had a successful year and we want to continue to provide the best, value for money services for customers...

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1 1 Our plan Updated May 2014 Contents 1. Chair s overview: we have had a successful year and we want to continue to provide the best, value for money services for customers We are a not-for-profit social housing provider with charitable status managed by a 15-strong Board By the end of quarter three of 2013/14, we had delivered 34 of our 68 promises We have 20 performance indicators against which we measure our progress Our four change initiatives will help us deliver our promises and achieve our objectives We are investing over 24m to improve homes and neighbourhoods Affordable housing programme Empty homes programme Mortgage rescue properties Section 106 affordable housing planning gain Private sector renewal Our Board members bring a diverse range of valuable skills and experience Tracy Woods (Chair) Bob Allen (Vice Chair) James Ingham (Vice Chair) Anita Carroll Olwyn Cunliffe Jean Gillies Clare Griffiths Alison Hamnett Guy Harkin Kate Lewis Kevin McKeon Chris Saunders Eunice Rowley Stephen Sharples... 12

2 7.15 John Vickers

3 3 1. Chair s overview: we have had a successful year and we want to continue to provide the best, value for money services for customers that we can We have been extremely busy this last year, focussing on strategic and operational improvements designed to modernise our organisation, systems and processes: We have introduced new IT and communication systems. Our Debt and Money Advice Team has had a successful first year. We have changed our office buildings and reviewed associated costs. Our new in-house contact centre is now operational, and we are already completing more calls right first time. We have reviewed our repairs service, and introduced a new Repairs Policy and performance management system. We have reviewed our management structures and we are now starting to implement some changes. These initiatives will mean we can offer customers even better value for money and put us in a stronger position to provide the high level of service our tenants want. In addition, we have continued to improve our performance in other areas and we have clear plans to continue that good work. We are having an increasingly positive impact on communities: tackling isolation, worklessness, poor health and low educational achievement on our in areas that most need our help. Moreover, of course, we continue to deliver the promises made to tenants in Bolton Council s offer document (see section 3). To support our work, we have developed exciting new partnerships with other housing providers in Greater Manchester, the Octagon Theatre and Bolton Wanderers, all of which focus on improving the opportunities for our customers and their families. All of us on the Board are very aware of the pressures facing our customers and the wider community in Bolton. That is why we are trying to ensure we focus our efforts on the most vulnerable and at risk, not just through the services we offer, but also through those provided by other organisations such as food banks, voluntary groups and Hoot Credit Union. We are also very keen to make sure there are more homes available to meet demand, and we have already built 62 new homes and plan to build 152 more in the coming 3 years. There is a lot to do, and it is my responsibility and that of the other Board members, to make sure we meet the challenges of the next 12 months, ensuring the best services for customers, provided in a way that proves value for money. 2. We are a not-for-profit social housing provider with charitable status managed by a 15-strong Board We are a not-for-profit social housing provider with charitable status registered with the Homes and Communities Agency. In 2010, tenants voted in favour of transferring Bolton Council s stock of c. 18,000 homes and associated land to us. We also provide services that make our communities stronger and more sustainable, and work with Bolton Council to invest in privately owned homes and their surrounding areas.

4 We have a 15-strong board: five council nominees, five tenants and five other members who are from neither the council nor tenants (we call them our independent members). 4 You can find more details on our members in section 7. We also have a co-opted non-voting staff representative who attends meetings for nonconfidential agenda items. We also have: A Customer Committee of 12 members (mostly tenants). An Audit Committee of five members (all board members). A Standards Committee of three members (none of them are members of our board or other committees). Board members who are champions for certain services areas. Task and Finish Groups who look at specific issues as and when needed. These groups have either at least one Board and/or Customer Committee member. A Green Café Committee of five members. Our Chief Executive and five Directors are responsible for the day-to-day running of our business. We are currently organised into five directorates, however we are implementing a new management structure in April 2015: Technical Services Regeneration Housing Services Business and Financial Services Organisational Development 3. By the end of quarter three of 2013/14, we had delivered 34 of our 68 promises Because they are accountable to our regulators and stakeholders, every three months our board review progress made on delivering the promises made in Bolton Council s Formal Consultation Bolton Council s proposal to transfer its homes (also known as the offer document ). The table below summarises our progress by the end of quarter three of 2013/14: Promises made Promises delivered Promises close to being delivered *We monitor two promises using a different method. Promises on target for delivery 68* Promises off target for delivery

5 5 4. We have 20 performance indicators against which we measure our progress Off target, Close to target, On target Status Indicator Score No target % of rent loss due to vacant properties (Q) 1.83% Level of bad debt provision (Q quarter 3) 879k Cumulative annual cash flow deficit (Q quarter 3) 14,145k (surplus) Maximum net debt per unit owned (Q) 1,618 In-house contractor financial position (variation to budget) 647k Current rent arrears levels (Q) 2,224,458 Rent collected (from current tenants) as a percentage of rent owed (rent debit) 95.6% Levels of arrears from former tenants (Q) 1,279,792 Collection rate of arrears from former tenants 19% Additional income from affordable rents (Q) 525,226 Percentage of areas from the regulatory framework (national standards) that are fully compliant (Q) 91.4% (Q2) Percentage of days lost due to sickness (Q) 3.84% Percentage of customers satisfied that their views are listened to and acted on (biennial) Percentage of offer document promises on target to be completed within timescale (Q) Percentage of customers satisfied with our improvement programme 55% (Q1) 92% 91% Percentage of repairs completed right first time 91.45% Percentage of homes that are non-decent (Q) 2.2% On target delivery of the improvement programme (Q) N o of properties without a valid CP12 (gas) certificate 0 Percentage of customers satisfied with physical improvements (six monthly) 1 off target 3 close 87% (Q2)

6 6 5. Our four change initiatives will help us deliver our promises and achieve our objectives We want to provide homes and neighbourhoods we can all be proud of. Everything we do must help to achieve this vision, so we check we can say at least one of the following about each of our projects and activities: 1. It helps us put customers first. 2. It builds homes we can be proud of. 3. It builds neighbourhoods we can be proud of. 4. It helps us run a strong, financially viable, socially responsible and well-governed business. 5. It helps us develop and grow. Along with our business as usual activity, our corporate change initiatives will help us to achieve those objectives: Initiative Corporate restructure: thematic working to provide greater flexibility and efficiency Paving the way: our customer access and ICT strategy Modernising our approach to asset management and our repairs Dealing proactively with the impact of welfare reform Lead person Offer document promise Corporate objectives #1 #2 #3 #4 #5 Jon Lord Sharon Taylor Jim Higham / Sharon Taylor Ian Ankers / Sharon Taylor

7 7 6. We are investing over 24m to improve homes and neighbourhoods We will deliver many of the promises made to tenants in Bolton Council s offer document by investing 24,654,000 to improve homes and neighbourhoods (we call this our improvement programme). We have shown some of the main activities and their budgeted costs below: Activity 2014/15 budgeted cost ( ) Electrical works 1,389,900 Heating 2,303,000 Kitchens and bathrooms 8,761,400 External refurbishment 3,500,000 Windows and doors 560,000 Environment 1,500,000 Structural works 700,000 Demolition 130,000 Brickwork 475,000 Damp and condensation 375,000 Conversion and improvements 160,300 Health and safety 125,000 Asbestos 500,000 Common areas 100,000 Fire doors 115,000 Disabled adaptations 1,350,000 Extra care and sheltered facilities 100,000 Contingency 300,000 Commissioning 1,956, Affordable housing programme In August 2011, we approved a proposal to build 42 new homes and buy back 32 further homes by the end of We did this through the Homes and Communities Agency s Affordable Homes Programme. We have also progressed other opportunities, which we have funded from current budgets. In partnership with Bolton Council, we made a successfully bid under the Homes and Community Agency s Affordable Housing Guarantees Programme to build 18 more homes and we expect those homes to be ready by May Empty homes programme We have acquired 15 empty properties. We are working on some of these homes to make them ready to let, others already have tenants.

8 We have converted a formerly empty housing office into four homes and we have taken out leases on a further 27 empty homes. During 2014/15, we will convert an empty resource centre into six flats. 8

9 9 6.3 Mortgage rescue properties Although the Mortgage Rescue Scheme ends during 2014, we are currently trying to acquire a further seven units through this scheme. 6.4 Section 106 affordable housing planning gain We are party to the Section 106 Agreement and acquired three new build properties during 2013/ Private sector renewal We renew privately owned housing stock in Bolton on behalf of Bolton Council. This work includes adapting privately owned or privately rented homes to meet the needs of a disabled occupant. The national Disabled Facilities Grant funds this activity. The agreed split of the budget is below; however, we are able to flex this if necessary: Activity 2014/15 budgeted cost ( ) Home improvement assistance 1,500,000 Affordable warmth 245,000 Minor works assistance 160,000 Disabled adaptations (council funding) facility grants 250,000 Disabled adaptations (government funding) 1,147,000 TOTAL 3,302, Our Board members bring a diverse range of valuable skills and experience 7.1 Tracy Woods (Chair) 7.2 Bob Allen (Vice Chair) Tracy has worked in finance in the housing sector for a number of years and is currently the Assistant Director of Finance at Parkway Green Housing Trust in South Manchester. Tracy is a qualified member of the Chartered Institute of Management Accountants. She has delivered financial and management information and implemented financial and resource planning systems in sectors such as retail and manufacturing. As a Board member, Tracy has a particular interest in financial inclusion and tenancy sustainability. Bob is a councillor for the Heaton and Lostock ward of Bolton. He brings a wealth of experience in the real world, contacts and links to the council, and a determination to get the best deal for our customers. Bob wants to see us not just maintaining the bricks and mortar, but also encouraging people to grab opportunities for work and selfdevelopment.

10 James Ingham (Vice Chair) Having been a tenant for many years and involved with us for some time, James feels ideally qualified to represent tenants views. His experience of life on Bolton s social housing estates gives him a clear view of the hopes and aspirations of his fellow tenants, and his aim is to represent these feelings to us and to colleagues on the Board. 7.4 Anita Carroll As a tenant, Anita understands the importance of tenant involvement in influencing his or her own community. Her professional work has helped improve her communication skills to an extent where she feels able to help other tenants voice their concerns or opinions. Anita is interested in helping local people improve or develop their own communities through education, employment or regeneration. 7.5 Olwyn Cunliffe Olwyn is the Chairperson of Maltby Resident Association. Olwyn s approachable manner and communication skills enable her to find out tenants needs and assist in whatever way she can. Olwyn is always willing to learn new skills to improve and achieve goals. She hopes that by working with us she will achieve her aspiration for a cleaner and better environment. 7.6 Jean Gillies Awaiting biography. 7.7 Clare Griffiths Claire has worked in housing and regeneration for nearly 20 years. She is passionately committed to making a difference in neighbourhoods. She is a senior member of the team of directors at Plus Dane Group. She leads on delivering a range of new and refurbished properties for rent and sale, oversees the group s 25m commercial subsidiary and is develops strategy for the group. Claire feels she can support us in strategic development, new models of development and regeneration funding, partnership working and private sector development.

11 Alison Hamnett 7.9 Guy Harkin Alison has over 30 years experience in the public and not-for-profit sectors. She started her career in housing as a rent clerk in south Manchester and in the early 1980s got involved in organisational development. For the last five years, she has been involved in delivering change programmes, working with employees and customers to improve services by empowering local communities to get involved. Alison is particularly interested in customer governance, community empowerment and engagement, co-regulation and organisational development. Guy spent more than 20 years as a senior lecturer in management at the University of Central Lancashire, prior to which he was a research fellow at Manchester Business School. He has been an elected member of Bolton Council since 1980, with a break between 2004 and 2009, and from 1983 to 2004 was Deputy Leader of the Council. During his break, he was secretary of Westhoughton Sports and Social Club Kate Lewis Kate is a councillor for Breightmet Ward and has been a member of our Board since May Although a relatively new member, she has a keen interest in social housing and looks forward to the chance to develop her knowledge and understanding of housing issues. Kate is particularly interested in our neighbourhood management and community development work, and the positive impact it can have on individuals, communities and the town Kevin McKeon Kevin recognises the valuable work we do for the Bolton family and believes the provision of social housing, which is our core activity, is one of the most important challenges facing society. Kevin strongly believes in creating vibrant local communities. He would like be involved in the work we do to encourage tenants to participate in the life of their neighbourhood Chris Saunders Chris s involvement in housing started in 2005 with the development of the Leadership for Housing Programme. This was an executive development programme designed in partnership with the National Housing Federation, which aimed to improve the housing sector s leadership capability. In addition, Chris has run programmes on organisational development and change, and has coached senior housing executives. He is particularly interested in governance issues,

12 organisational development and the delivery of key value propositions made to our customers Eunice Rowley Eunice is an active member of New Bury Residents Association. She brings a passionate interest in the community, and a desire to see quality delivery of our promises and real customer empowerment Stephen Sharples Steve is a consultant working in social housing and regeneration and has carried out a wide range of commissions on social housing, urban renewal and community projects across the UK. Steve has a particular interest in customer and resident involvement issues, regeneration and the options for investment in social housing John Vickers John is our staff representative.