WDH EFQM Excellence Awards 2015 Management · PDF fileWDH EFQM Excellence Awards 2015 Management Document ... Project – Project Initiation Document and ... WDH EFQM Excellence Awards

WDH EFQM Excellence Awards 2015

Management Document

delivering promises, improving lives

WDH EFQM Excellence Awards 2015 Management Document Page | 20

Enabler 2. Strategy

We invite all stakeholders to help shape our future plans


2. Strategy

We systematically engage with all key stakeholders through a range of mechanisms, including regular surveys, stakeholder events, our Employee Council, Local Services Board (LSB), ‘Kevin’s Blog’ (CX update) and through less structured channels such as social media, summer roadshows, employee days, and regular networking with key partners. Our VFM Strategy considers VFM performance from four perspectives including the ‘community perspective’ recognising the impact we have on society and we use the information we gather to inform our strategic planning process. The Board approves the priorities each year to support our Vision and Strategic Objectives and where possible, the strategic priorities of the district. The VFM Strategy is reviewed annually and reported to our regulators, the HCA, through our AAS.

We deploy a RMF to anticipate, understand and plan for significant change in the regulatory and compliance climate. This is reviewed and updated on a quarterly basis and reported to CMB.

Our Research Team monitors the external environment daily, publishing News in Brief weekly updates on issues which may impact on us along with views from our perspective. They also produce special briefings on significant issues. Managers within the business carry out horizon scanning so they are aware of changes affecting their services. We have also commissioned a number of academic research projects. All managers are encouraged to attend and participate in workshops and conferences aimed at building their knowledge and understanding.

We have an operational scorecard which tracks our performance of eight business processes which are key to successful day to day activities. This is underpinned by a wide range of service area scorecards that ensure we understand our current operational performance across the business. Benchmarks are used wherever available to track relative performance on all these measures. Through the LSB we monitor the strategic challenges and responses of our key local partners. Through our membership of various sector-specific and broader bodies we constantly monitor new and emerging trends in IT and other relevant technologies, and their potential value to WDH. This intelligence is used to actively support strategy development by identifying strengths to exploit, weaknesses to improve upon, challenges and opportunities.

Our Vision and Milestones are set out clearly through the Vision and ‘Delivering the Vision’. Central to our Vision is the concept of confident communities, which can only be achieved and maintained by embracing sustainable change. Our strategies and policies are therefore designed to achieve this sustainable change in the long term, with long-term business cases for investment delivering both a financial and a social return. This is within the framework of our 40-year Business Plan. Our CPF translates our aims and objectives into measurable targets and outcomes, which form the heart of our PMF. Our Board has set out its tolerance for risk, on which our RMF is based and all investment decisions are assessed against. We have incorporated social rate of investment into our service review programme, to ensure existing services as well as new business cases, take social value into account.

Delivering the Vision sets out the mechanisms used to develop and deliver detailed plans for translating our Vision into appropriate action. Four cross-cutting Programme Boards have been set up, each tasked with ensuring delivery of one of the Strategic Objectives, namely Property, Place, People and Performance. Benchmarking data is used to help inform our level of ambition for the key targets and outcome measures that track progress on overall delivery. The Programme Boards commission and oversee a range of key strategic projects that deliver the changes needed to achieve our strategy. These are made up of key managers and Employee Council representatives to ensure all parts of the organisation are committed to a common change management agenda. Communications Team representatives also attend to communicate messages and outcomes both within and outside of the organisation of what is being delivered and why.


Objective Approach Owner Description Evidence Links

2a1 To stay one step ahead of the likely demands on the services so we are quick to adapt.

To understand what our key stakeholder groups need now and in the near future. SDCS, SDBS

We manage a variety of events to gather and understand stakeholder needs. This includes sharing strategy and objectives. Annual tenants and employees surveys are a part of information gathering. We are members of the LSP with key stakeholders.

Employee Survey. Customer Survey (Tenants). Stakeholder Survey. Stakeholder Event. Resident Involvement Strategy. Communications Strategy. Stakeholder Analysis.

1a 1e 5 6a 7a 8 9

2a2 Early warning of significant change in the community to understand possible future scenarios.

To analysis and understand the principle changes which may have an impact on our strategic planning. SDCS, SDBS

The Research Team produces a weekly summary of socio economic change in the area, explaining our response to the challenges. The Business Intelligence Team informs strategy planning and gathers external comparator information.

WDH News in Brief. Briefing Note Research i. State of the District Report. Stakeholder Event – Strategic Ambitions Context.

1b 2c

2a3 Early warning of significant change in the regulatory climate.

To understand and react to changes in the national environment for the social housing sector. DR, SDCS

We deploy a RMF to anticipate, understand and plan for regulatory and compliance change. This is reviewed and updated on a quarterly basis and reported to CMB. WDH4 Strategic Challenge event is held for all managers to contribute towards the development of our strategy.

RMF and Policy. AAS and Annual Operating and Financial Review. WDH4 Strategic Challenge ‘Visual minutes’ created as a record.

9a (G1 and V1)

2b1 To assess and refine progress against targets.

To track performance and delivery of the high level targets of People, Property, Place and Performance. SDBS

High level performance trends and scorecards are reported to CMB quarterly and tracked against the strategic goals. Scorecards are held by SDs.

Delivering the Vision. PMF. Performance Challenge.

1 5 6 7 8 9

2b2 Effective supplier partnership working.

To select supplier partners who match our requirements and complement our capabilities. DR

WDH goes through a procurement and tendering process when selecting suppliers and partners. This determines cost and quality and establishes compatible core competencies and culture.

How We Do Business. Procurement Procedure. Capita NEC3 Engineering Contract. Grounds Maintenance Contract.

4a 9b

2b3 Maximising the value of WDH investment potential.

To keep pace with technological change in house building and management sectors. SDBS, DI

In all parts of our operations and planning, the deployment of new technology in office systems and front line construction services, are researched and deployed where they can provide added value.

IT Strategy. New Build Investment Strategy 2015 to 2020. CWP 2013 to 2016. CWP 2014/2015. TotalMobile Working Project – Project Initiation Document and Project Snapshot Report

4b 4c 9



2b4 Comparison with other organisations to identify areas for improvement.

To secure and share performance data with partner organisations. SDBS, SDP

Performance is compared with other housing associations using HouseMark and our comparator group of up to 80 LSVTs. We share good practice through Select TEN and with other sector leading businesses through our Business Connect programme.

HouseMark Benchmarking Report. Select TEN Group minutes. Business Connect Programme.

6 7 9

2c1 Long term planning

We have a 30 year Business Plan and long term strategy with supporting policies in place SDBS

Since established, WDH has maintained a consistent strategy shown in the documents quoted in evidence. These comply with the 30 year plan required by our funders. The Service Improvement Plan (SIP) delivers the Strategic Objectives and is reviewed and reported to CMB quarterly.

Delivering the Vision. Policies and Procedures. Critical Process Map. Business Plan (shown on site).

1a 9a

2c2 Keeping the Vision at the centre of our thinking and planning.

Within the long term Vision for WDH we regularly review and improve our planning procedures and supporting documentation SDBS, SDCS

Our Strategic Objectives demand that we focus on affordable housing, confident communities and safer neighbourhoods. This displays a commitment to a sustainable future for both the business and our communities.

VFM Strategy. AAS. Succession Planning. Sustainability Strategy. Business Plan (shown on site). Annual Operating and Financial Review.

9a

2c3 Key results are aligned to our Strategic Objectives.

We link together our organisational planning and the outcomes we aim to achieve. SDBS

We deploy balanced scorecards, reflecting our four core programmes, as the primary tool to identify and understand the key results required.

Performance Report November 2014, for example Construction scorecard.

9b

2c4 Strategic risk avoidance.

To develop processes to minimise strategic risk but also deliver our objectives. DR, SDBS

Scenario planning identifies potential issues and the RMF deals with these. Quarterly review and updates are reported to CMB. Business continuity is ensured by the Business Continuity Plan (BCP) and team BCPs, all contained on the WDH Portal.

RMF and Policy. BCP and IT BCPs.

9b

2c5 Greater consistency in the way people work with customers.

The Competency Framework is used to achieve greater consistency in the way people at different levels within the organisation behave. SDP

Our Competency Framework outlines the expectations at various levels within the organisation. This is applied in a consistent way through annual appraisals and regular MSMs and impacts directly on the communities we serve.

Competency Framework. Appraisal Scheme Guidelines.

3 7

2d1 Turning long term strategy into shorter term actions.

To turn our long term strategy into annual and quarterly deliverable objectives. SDBS

Annual SIPs are designed to translate the key corporate strategies into team planning and objectives, and individual objectives.

Strategic Staircase. SIPs. Team Plans. Milestone Strategy Model. Operational Process Maps – Electrical Repairs Testing, Start Tenancy Management.

2c 5



2d2 Developing realistic objectives and planning throughout WDH.

We create SMART objectives for every team to deploy in core activities. SDBS

Targets are set annually on the basis of historic performance, our current aspirations and our strategic goals. We take account of external and environmental influences and comparative evidence.

PMF. Customer Charter Standards.

5

2d3 Coordinating WDH activity to achieve value for money for our customers and the business.

For new development projects careful costing of resources and employee time are essential steps to ensure positive return on investment. DR, SDBS

Planning is focused on effective use of financial, physical and technological resources to support the delivery of our strategy. We review the efficient use of approaches quarterly and changes are made when needed. Budgets are devolved wherever required.

Innovation in IT Projects - TotalMobile and CRM; Innovation CMB Report. Example of a Cost Centre.

4b 4c 4d 5 9

2d4 Adapting communication to the groups being addressed.

To ensure we communicate with each group of internal and external stakeholders to keep them informed and aware of our actions. SDCS

We have different ways to share our plans and achievements with stakeholder groups. Approaches are tuned to fit the groups being targeted.

Briefing Note - weekly. Tenant events and meetings. Annual Report 2014. WDH News.

1d 3d 4e 5e 6a 7a 8a


Glossary

AAS Annual Assurance Statement Our document that is presented annually to our regulator, the HCA, to show how we deliver our VFM Strategy and deliver VFM for our stakeholders.

AHP Affordable Housing Programme The government’s programme aiming to increase the supply of new affordable homes in England through investment administered by the HCA.

ASB Antisocial Behaviour A wide range of activities carried out by a minority of people, which makes life unpleasant for others. This can include using foul and abusive language, threatening behaviour, harassment, excessive noise, vandalism and graffiti.

Audit Commission Our regulator before the HCA. Their role is to audit and regulate public services.

BCP Business Continuity Plan Our BCP is a flexible tool to manage any response to an incident that threatens the continuity of business activities.

BiTC Business in the Community National body actively promoting socially responsible and ethical business.

BSC Balanced Scorecard A collection of performance indicators used to monitor and report performance.

Care Link Our telecare service which gives older and vulnerable people, and their families, reassurance and support, 24 hours a day, every day.

CBL Choice Based Lettings Choice based letting schemes that give applicants the chance to bid for empty council and housing association properties advertised. Our letting service is called Homesearch. Choice Based Lettings originated in the Netherlands – the ‘Delft Model’.

CDP Career Development Plan Used in annual employee appraisal scheme to identify any personal development needs required primarily to meet business needs.

Charity Commission The registrar and regulator of charities in England and Wales.

CIH Chartered Institute of Housing The professional organisation for people who work in housing – many of our employees are members.

CLP Community Leadership Programme A personal development programme with the objective of meeting the development needs of young people in our community. It aims to offer opportunities, not only in practical skills, but also allowing aspects of creativity and experiential learning to assist curriculum development.

CMB Corporate Management Board Comprising of Chief Executive and Directors, responsible for directing the company within the parameters agreed with the Board.


Code for Sustainable Homes The national standard for the sustainable design and construction of new homes. It aims to reduce carbon emissions and create homes that are more sustainable inclusive of waste, water, pollution, energy and ecology. The Code ranges from Level 1 to 6, with Level 6 being the highest standards attainable. Currently the national minimum standard is for homes to be delivered to Level 3 with aspirations for new homes to be carbon neutral by 2016. The Codes are currently under central government review. We build new homes to this standard.

Community Learning Programme The programme works in partnership with Wakefield Council’s Adult and Community Education Service. It offers free courses and qualifications to put people in a better position to secure jobs relating to office work or customer service.

CoRE Continuous Recording of Lettings and Sales in Social Housing in England.

A national information source funded by the Department for Communities and Local Government recording information on private registered providers, local authority social housing tenants and the homes they rent and buy. Policy makers and practitioners use the system for monitoring housing costs, assessing affordability and developing policy.

CPC Corporate Planning Cycle The annual planning framework ensuring organisational deadlines are met. Our key activities are documented and addressed based on the resources available.

CPF Corporate Planning Framework Sets Corporate Priorities and the short, medium and long term objectives of the company in line with the financial plan. It is reviewed annually.

CPRG Corporate Planning Review Group Group formed to review corporate documents and approaches.

Corporate Priorities The annual priorities that, following consultation, are agreed and delivered each year within the Strategic Staircase.

CR Corporate Responsibility A form of corporate self-regulation integrated into a company’s business model to ensure it can comply with the spirit of the law, ethical standards and international norms. It aims to embrace responsibility for corporate actions and to encourage a positive impact on the environment, stakeholders, consumers, employees, investors, communities, and others.

CRM Customer Relationship Management Refers to the practices, strategies and technologies that companies use to manage, record and evaluate customer interactions to deepen their understanding and improve relationships with their customers.

CRS Corporate Responsibility Statement Our statement of intention about how we want to work ethically in our communities for the economic, social and environmental benefit of our residents.

CSE Customer Service Excellence A standard driven by the UK Government aiming to bring professional, high-level customer service concepts into organisations by offering an improvement tool to help them deliver services that put their customers at the core of what they do.

CSG Cost Sharing Group See NSS.


CWP Capital Works Programme The programme with dedicated resources used to improve and modernise our housing stock. The programme is set to 2015/2016 and reviewed annually.

DHS Decent Homes Standard A better quality of accommodation meeting specific government imposed standards including; double glazed windows, central heating and new kitchens and bathrooms.

DPDP Direct Payment Demonstration Pilot We and Wakefield Council were chosen as one of the five areas to take part in the Department for Work and Pensions (DWP) Direct Payment Demonstration Project as part of Welfare Reforms. It tested the government’s Universal Credit System to see Housing Benefit paid direct to tenants encouraged them to take responsibility for their own finances.

DWP Department for Work and Pensions Government department responsible for welfare benefits.

EIB European Investment Bank Our funders.

HCA Homes and Communities Agency The non-departmental public body that is our regulator and funds new affordable housing in England.

HIC Health Inequality Caseworker Our employees funded by health service. Originally established as part of the Community Engagement, Health and Wellbeing Pilot Project. The first project in the UK to integrate and bring together a housing provider and health commissioner to support individuals and families in the most disadvantaged communities, work toward reducing health inequalities, promote well-being and independent living, and develop health and wellbeing skills.

Homebuilder Homebuilder Team using our own workforce to build our new homes. It offers apprenticeships to people in the local community.

Homesearch See also CBL. Our property letting service.

HouseMark The housing sectors benchmarking club which enables comparison between housing providers performance.

HSE Health and Safety Executive The government’s regulatory body for ensuring health and safety at work in line with legal requirements.

HWDB How We Do Business The document outlining the scope and scale of how we operate as a business.

Independent Living Schemes Our homes provided with communal facilities and support to enable older and vulnerable people to live comfortably, safely and independently.

ISO 18001

A framework for occupational health and safety management. It helps organisations put in place the policies, procedures and controls to achieve the best possible working conditions, aligned to internationally recognised best practice.

JSA Jobseekers Allowance The government benefit payable to people under pensionable age who are available for, and actively seeking, work of at least 40 hours a week.

Learning and Development Our team responsible for providing a wide range of training and development opportunities. Role is to ensure employees have the skills and knowledge to maintain or improve services and performance, and satisfy individual aspirations.


JCC Joint Consultative Committee The group of WDH Directors/Managers and trade union representatives working together to ensure fair employee terms and conditions and conflict resolution.

JSNA Joint Strategic Needs Assessment A process identifying the current and future health and wellbeing needs of a local population. It is used to decide the priorities and targets contained in Local Area Agreements.

LCCU Leeds City Credit Union A financial cooperative providing affordable financial services to anyone living or working in Leeds and Wakefield who is a resident of certain housing associations or who works for ‘Select’ employers. It provides these services for our tenants.

Lifetime homes. A concept designed by housing experts with features that can be universally applied to homes at minimal cost. They add comfort, convenience, flexibility and adaptability to the home and support the changing needs of individuals and families at different stages of life.

Local Authority Public sector bodies with statutory responsibility for local service delivery. See Wakefield Council.

LSB Local Services Board A single body that brings together public, private, community and voluntary sector organisations to tackle key issues for local people. It provides strategic direction and democratic leadership for the Wakefield Together Partnership.

LSP Local Strategic Partnership The Wakefield Together Partnership bringing together all partners who contribute to a safe, healthy and prosperous District.

LSVTs Large Scale Voluntary Transfers Involves local authorities transferring the ownership of its housing stock, with the agreement of its tenants, to a registered social landlord. This enables investment in improving the housing stock without calling on public sector housing budgets.

LWYL Love Where You Live A neighbourhood improvement campaign involving our tenants and residents, and our employees, to make communities a better place to live.

MSM Management Support Meeting Periodic meetings between managers and employees to enable employees to meet their goals and targets. Supplements the annual employee appraisal scheme.

National Computing Centre Independent organisation and is the largest and most diverse membership body in the UK IT sector. Accreditation ensures IT functions are aligned to business objectives, good practices deployed and organisations are best of ‘breed’.

NHS National Health Service The publicly funded healthcare system for the UK. The largest and oldest single-payer healthcare system in the world. Primarily funded through the general taxation system.

NSS Northern Shared Services Changes to UK tax regulations in July 2012, permitted charitable organisations to work closer together through a non-profit making Cost Sharing Group (CSG). This new venture allows the sharing of skills and resources without incurring a VAT charge. This can result in significant cost savings for each member organisation.


OneCALL Our customer contact point which people can call 24 hours a day, every day, to report and book repairs, pay rent and make general inquiries about WDH.

OFR Operating and Financial Review The annual statement required by law and provided by our Directors to the Board, outlining the financial position of the company.

PID Project Initiation Document The document used to start a project and outline expectations and deliverables.

PMF Performance Management Framework

Sets out the range of activities, processes and assurances we use to ensure performance is aligned against Business priorities and Strategic Objectives. It contains performance indicators and targets that are reviewed annually to ensure we continually improve.

PPMF Programme and Project Management Framework

Sets out our top-level delivery mechanisms for achieving the Vision milestones. It contains the key projects and the approach to delivering change. It is reviewed annually.

Performance Challenge Performance results are provided monthly to CMB for challenge and assessing progress against Corporate Priorities.

QAG Quality Assurance Group The group of WDH Directors and senior managers determining the priorities of, and the delivery of, the home/property improvement programme.

RBS Royal Bank of Scotland Our funders.

RIDDOR Reporting of Injuries, Deceases and Dangerous Occurrence Regulations.

The reporting of most serious work related accidents in line with health and safety legislation.

RMF Risk Management Framework This documents e the significant risks facing the business to ensure key decision makers within WDH are aware of them, so that better quality decisions are made and appropriate action is taken to manage these risks.

RSLs Registered Social Landlords Are private, non-profit making organisations that provide low-cost social housing for people in need of a home. They are the main providers of homes for rent and although private, are regulated by the state.

SAP Standard Assessment Procedure The UK Government’s approved methodology for calculating the energy performance of dwellings. All new build properties and properties for rent and sale have to be assessed. It analyses the performance in terms of predicted energy that they will use, as well as their impact on the environment.

Section 106 Section 106 agreements are often used by planning authorities to provide new affordable housing in England and Wales. Typically, new housing developments over a given threshold size (commonly 15 dwellings in many local authorities) are required to provide a pre-determined proportion of affordable housing for registered providers. We can purchase properties for rent and shared ownership, under Section 106 agreements from developers at a discount on market value.

Shared Ownership Scheme Allows buyers to purchase a share of the property up to a maximum of 75% while paying an affordable rent on the remaining amount.

http://en.wikipedia.org/wiki/Affordable_housing


SHIFT Sustainable Homes Index for Tomorrow

The UK housing sector's independent sustainability benchmarking and best practice learning network demonstrating commitment to measuring, monitoring and improving environmental performance.

SHMA Strategic Housing Market Assessment

An assessment used by local authorities and regional bodies to develop a good understanding of how housing markets operate. It assesses housing need and demand to inform local and regional strategic housing policies.

SIP Service Improvement Plan The plan ensuring that our Strategic Objectives and Corporate Priorities become operational. It helps identify priorities for team plans and employee appraisals and is reviewed annually.

SLA Service Level Agreement Part of a contract that defines particular aspects of a service’s scope, quality and responsibilities that are agreed between the service provider and the service user.

SROI Social Return of Investment A method for measuring extra-financial value (i.e., economic, environmental and social value not reflected in conventional financial accounting) of work relative to resources invested.

Supporting People Support services subsidy for vulnerable people who receive Housing Support Services administered by the local authority.

TPAS Tenant Participation Advisory Service

Promotes and supports tenants to become involved with the policies and services associated with running their homes and estates.

TSA Telecare Services Association The industry body for telecare and telehealth, and the largest industry specific network in Europe. A not-for-profit membership based organisation, with over 360 member organisations mainly within the UK, with some from overseas. It promotes and supports the telecare and telehealth industry, supporting long term health conditions and maximising an individual's care choice.

TST Tenancy Support Team Our unique relationship with West Yorkshire Police is at the forefront of tackling antisocial behaviour and crime on our estates. The TST consists of seven police officers who work with our employees in each of our seven neighbourhoods.

UC Universal Credit A new benefit for working age people, being introduced by the Government in stages between 2013 and 2017 across the UK. It will eventually replace benefits for people who are out of work and tax credits for people in work

UK CSI United Kingdom Customer Satisfaction Index

A national measure of customer satisfaction. It provides insights into the state and direction of customer satisfaction at a national level, across 13 key sectors and for individual organisations.

VFM Value For Money A term used to assess the maximum benefit from inputs, processes and outputs through the economic, efficient and effective use of resources.

Wakefield Council The public sector local authority with statutory responsibility for local service delivery. See local authority.

Wakefield Standard The standard to which we improve our housing stock, developed in accordance with tenants views at stock transfer in 2005. This is an aspirational standard above the governments DHS.


WDH3 Our senior managers, whose role is to develop the Vision and identify the key strategic issues and key messages, which need to be delivered throughout the organisation.

WDH4 Our operational managers who review corporate messages, provide a forum to review service improvement plans and address operational issues.

Welfare Reform The UK Government’s agenda on how the welfare benefits system is to be changed for non-working people.

WYP West Yorkshire Police The regional police force for the Wakefield District.

WDH Job Title Abbreviations (Enabler Owners)

AM Area Managers

BEM Business Excellence Manager

CDM Corporate Debt Manager

CEM Customer Excellence Manager

CX Chief Executive

DI Director of Investment

DR Director of Resources

MDO Managing Director of Operations

PDM People Development Manager

RDM Research Development Manager

SDBS Service Director Business Systems

SDC Service Director Construction

SDCS Service Director Corporate Services

SDF Service Director Finance

SDHR Service Director Human Resources

SDN Service Director Neighbourhoods

SDW Service Director Wellbeing

delivering promises, improving lives

Vision

to create confident communities

Mission

to inspire, transform and promote excellence

Values

to be creative, inclusive and work with integrity

Wakefield and District Housing Registered Office: Merefield House, Whistler Drive, Castleford, West Yorkshire WF10 5HX

www.wdh.co.uk

Documents

WDH EFQM Excellence Awards 2015 Management · PDF fileWDH EFQM Excellence Awards 2015 Management Document ... Project – Project Initiation Document and ... WDH EFQM Excellence Awards