Our strategic plan 2014 -2019 Presented by Nick Barton CEO - - PowerPoint PPT Presentation

Our strategic plan

2014 -2019

Presented by Nick Barton CEO

Housing, Finance & Customer Services Policy and Scrutiny Committee 16th June 2014

Strategic Plan 2014 -19

Strategic need

• Our journey – We’ve delivered exceptional results in

some areas but key areas to improve are evident and pressing

• Reality & opportunity – we have reached a “steady

state”, we have to grow to survive, we have to improve to be the best

• Financial imperative – Severe financial pressures, a

£2.7 m p.a funding gap in 2019

Strategic Plan 2014 -19

Delivering to stakeholders

Core business – a new approach to embed performance in a proven approach

• Improving customer service is symbiotic to survival
• Embedding a “continuous improvement” culture drives up quality

and customer service in a systemic way

• CI drives out waste and therefore cost
• Focus on lessee satisfaction through improved processes, training and

future transparency

Delivering for our shareholders

Commercial strategy

By 2019 to deliver from 3rd party sources profitable revenue streams of up to 20% of company turnover from a variety of activities:

• Expand Homeownership activities inc. FH/LH portfolio
• CWD management mandates (new schemes within & beyond borough)
• CWR – Continue our investment to support strong organic growth
• Regeneration: provide 3rd party specialist consultancy services
• PDHU - increase users by 25%

Strategic Plan 2014 -19

Asset strategy

Long term asset management and planning – Leaseholder benefits: Major investment (+£230m) in existing stock but must

ameliorate lessee impacts 7yr visibility, 24/7 tailored I.T accessibility and “smoothing”

Re-structuring existing portfolio: Interchange non-core freeholds for 1 & 2

appts.

Better Homes – major works : Restructured team to focus on contract

administration / quality / resident liaison / 2-7 yr horizon

Regeneration opportunity: Develop relationships to significantly exceed >320

unit plan with WCC/WCH

Procurement: New trust based way of working with WCC – single entity / ”open

borders”

Strategic Plan 2014 -19

Strategic Plan 2014 -19

Technology strategy

• KEY to our future strategy
• Overhaul and rebuild our core I.T systems (but future –proof for this

strategy)

• Transfer customer and resident interaction to 24/7 applications

accessible on any device (90% transaction/40% B2C)

• Enable full employee remote access from any device
• By 2015 move to “cloud” computing

HSSE & Assurance

To embed a robust and resilient operating model with high levels of in- built assurance we will secure:

• ISO 9001

(quality management system)

• ISO 14001

(environmental management system)

• OHSAS 18001

(occupational H & Safety management system)

• PAS 55

(asset management system)

Phased in across the business over next three years to replace custom and practice with “within the line” best practice.

Corporate communications

2014 re-launch of existing web presence to address missed

• pportunities with:
• B2C (residents)
• B2B (Business and future customers)
• B2S (stakeholder communities not addressed by the above)

We will be promoting interaction, functionality and crucially uplifting B2B impact.

People & values

• Review and develop an explicit incentive model that clearly

links annual personal objectives to the strategic intents

• Ceasing activities that don’t have that clear demonstrable link
• By Q2, 2015 to move to a performance ranking system that,

becomes a powerful tool to identify where the real talent lies

Corporate Strategy

Two distinct proposals to underpin our strategic intents:

• Restructure our corporate entity to ring-fence DB pension

costs to enable a competitive future cost base to be established

• Re-life our Board structure to support the new strategy and

maximize your executives prospects of success

Alignment with “Better City, Better Lives”

• A healthier, safer city…
• CWH ASB expert in each of four areas
• In 2013/14 7 ASBO’s, 1 Premises Closure, 9 Possession Orders, 7 ASB

injunctions and 1 Tenancy demotion – National Average 1 ASB eviction per council

• “Warm Homes” initiative in partnership with PCT £85,000 over past two

years

• Sports – 13 WCC youth supported on ground by CWH 650 attendance

p.w / £500,000 for sports facilities

• Homework Clubs – 300 children p.a /up to £70,000 external funding
• Debt Advice Service –record low levels of rent arrears (1.3%) and lowest

eviction rate in London

• 35 moves enabled to meet under-occupancy rules (no evictions

expected)

• £1m p.a on improvements to maintain independent living

Alignment with “Better City, Better Lives”

• An enterprising city…
• CWH Employment Team major partner of Westminster Works initiative – since

2009 with £280,000 ext.funding 130 residents into work. Current target 80 residents by Summer 2014.

• Further support & advice provided to 350
• CWH took on a number of residents as apprentices – first ones now becoming

middle managers

• CWH – 2010 Social Fund Employer of the Year
• A more connected city…
• 2012 new approach to resident engagement –residents AMC’s with Resident

Board member attendance

• All maintenance contracts subject to “open meetings” with residents to review

and challenge

• “CityWest Factor” to break down age related barriers on estates

Strategic Plan 2014 -19

To summarise..

We set out our plan for 2014-19

• Our aim, to be the leading provider of housing services in the UK by

2019

• Build on past performance with new structured approach , focussed
• n quality - this will drive out cost
• Transform our service proposition to residents with smart IT
• Expand our 3rd party commercial revenue streams
• Design in new levels of business assurance
• Design out weaknesses in major works delivery and consequent

lessee impacts

• Deliver financial returns for Westminster residents
• 20% increase in income / 20% reduction in cost – our “20:20 Vision”
• Align with “Better City Better Lives”

Questions for the panel:

• Have we missed anything?
• Are there areas that we should expand upon in

the future?

• Does the panel wish us to focus upon and

emphasise specific areas?