ASSET MANAGEMENTSTRATEGY OVERVIEW2019 - 2022

T R I D E N T G R O U P AT A G L A N C E

A group of housing associations, charities and social enterprises managing 3,424 homes across the Midlands.

We own assets of close to £170m.

57% of Trident Group’s residential accommodation is either bedsits or one bedroom properties.

Around 33% of our homes support our various care and support activities and a substantial part of our business is to provide short-term support to vulnerable community groups.

Many of our services operate on a 24/7, 365 days per year basis, linked to resident vulnerability and our partnerships with colleague organisations and local authorities.

Our registered care and support charity, Trident Reach, provides homes and services (homeless, mental health, young people, older people, people with disabilities, BME groups and domestic violence) to people in the Midlands. Our current homelessness contract with Birmingham City Council is the largest in the City and is valued at £1.8m per annum (£9m over five years).

75% of our residents (including those that live in our general needs schemes) and customers are characterised by low income, economic inactivity, cultural and ethnic diversity, disability, multiple needs, vulnerability and isolation.

L O C AT I O N O F O U R S T O C K A N D S U P P O R T S E R V I C E S

- Lead provider of a consortium for delivering domestic abuse support.

- Delivery of extra care and community hub services at Oakland Village.

- Mental health and learning disabilities contracts held, including a crisis centre (Oak Paddock).

- Domiciliary care delivered for those with mental and physical disabilities.

- Multiple contracts including supporting single people and families experiencing homelessness, young people exiting gangs.

- Accommodation for young ex-offenders, plus 10 registered care homes and a pioneering contract to support male victims of domestic abuse.

- Deliver domiciliary care for those with learning disabilities, short break services for children and young people with learning disabilities and also deliver single adult homeless accommodation.

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C O N T E X T F O R O U R A S S E T M A N A G E M E N T S T R AT E G I C A P P R O A C H

Sets out how we will effectively manage and maintain our assets with the overall aim of delivering quality, safe and affordable homes that support the needs of our residents.

Clear identification of the importance of effective knowledge of our stock through the collection and management of data to drive intelligence based asset management decisions.

Sets out a risk-based approach for decision making, with the prioritisation of asset investment, improvements and priorities for service delivery being assessed using the Corporate Risk Strategy and model.

Meet the requirements of the Regulator of Social Housing (RSH), specifically ‘Financial Viability’ and ‘VFM’ elements of the Economics Standards, and the ‘Home Standards’. Ensuring that all residents live in homes that are safe, well-maintained and appropriate for their needs as well as meeting the Decent Homes Standard.

Recognition of Trident Group’s stock of bedsits and smaller one bedroom flats within low and mid-rise housing blocks and greater investment costs for communal areas and external elements - balance of investment is recognised in our approach to major works and capital investment programme.

Energy sustainability with our commitment to reduce resident utility costs by investing in assets to bring all homes to a minimum standard of energy efficiency band D, Standard Assessment Procedure (SAP) rating.

Investment in our 4 year Stock Condition programme commencing in May 2018 and surveying 100% of our blocks (low rise to high buildings), communal areas (including estates, ground and internal areas) and approximately ¼ of our domestic properties.

Undertaking options appraisal analysis of our stock portfolio, using data from stock condition surveys and supported by our Portfolio Asset Value Evaluation tool (PAVE).

Group development sabbatical until 2021 but with a commitment to deliver 20 extra homes as part of the Matrix Housing Partnership by 2022, financed as part of the Homes England funding package for the Affordable Homes Programme.

Committed to the voice of our residents being at the heart of service delivery, ensuring that residents have every opportunity to engage and play a constructive role in evaluating and improving our services.

Investment in our existing assets to future proof them and to bring redundant or under-used spaces into active use.

Clover Court

Our extra care village, Oakland Village, in Swadlincote, South Derbyshire

Visitors admiring the view from Oakland Village in Swadlincote, South Derbyshire

O U R O B J E C T I V E S F O R A S S E T M A N A G E M E N T

Our objectives for asset management reflect the operating environment and our aim to deliver quality, safe and affordable homes that support the needs of our residents. These aims are summarised into five key standards and associated objectives.

Service Standards Objectives

Understand our assets and maintain accurate data Continually improve the quality of management information about the nature, condition and sustainability of the stock to effectively deliver responsive and planned repairs.

Have a clear understanding of the condition and type of stock we manage to identify the short and long term capital investment requirements.

Maintain stock data that is accurate, comprehensive, and up-to-date to manage risk and effectively demonstrate compliance.

Maintain safe, decent and efficient homes Invest in our stock to achieve homes that are safe, energy efficient, well maintained and are appropriate for residents’ needs.

Continue to invest and maintain stock to meet or exceed the Regulator’s ‘Homes Standards’ including the requirements of the Decent Homes and Fitness for Human Habitation standards.

Ensure we are fully compliant with all housing and safety legislation and effectively respond to future changes in regulation and industry standards.

Meet the needs of residents through effective communication and involvement

Place our residents at the heart of Trident Group’s future decision making process, by using our customer intelligence and consulting directly where appropriate.

Ensure that residents are empowered to play an essential role in decision making through effective resident involvement.

Have a clear method of communication with residents on health and safety matters. Encourage open, transparent and effective communication with residents.

Deliver a quality and cost effective service Deliver value for money through targeting investment where it will have the best financial and social return.

Through effective procurement and competitive tendering drive quality, efficiency and value for money in all of our services.

Ensure that stock secures and strengthens our financial viability and organisational sustainability.

Optimise asset performance and ensure continued business growth

Carry out options appraisals on stock and explore the range of alternative options to improve outcomes for residents.

Undertake appropriate disposals of assets enabling investment in new homes and reinvestment in existing homes.

Create flexibility in our housing stock, suitable for delivery of supported housing and conversion to other tenure if contracts are withdrawn.

Understand the markets in which we operate, using the asset base to develop opportunities to expand the housing stock.