Strategic Objectives Actions

We will be valued as an influential and high quality landlord, a forward thinking employer and a trusted partner in our core communities

We will maintain our excellent customer service and satisfaction levels

Develop a new STAR Survey action plan Develop and implement a new approach to collecting

and acting on resident satisfaction information Develop a 5-year plan for planned

maintenance and communal decorating Review and improve the current phone system New website to be developed with better

access and functionality for our residents

We will develop and maintain good relationships with our key local partners

Develop a new Communication Strategy which will include social media and develop a 2-year Communications action plan to deliver the Strategy Play an active part in key local forums

such as Develop Croydon Nurture relationships with influential figures

who operate in our local boroughs Carry out an external stakeholders

survey for March 2017

We will maintain good relationships with our regulator and consistently achieve high ratings

Make sure the Financial Forecast Return is always current and reflects recent legislation Work with the external auditors to ensure

a clean audit which is fully compliant Produce a high quality Value for Money

statement reflecting the Business Plan Retain a good quality Board who steer the

organisation and ensure that CCHA is not put at undue risk Report to Board to enable sign off of

compliance of the HCA regulatory standards

We will fulfil our obligations to ensure that the health and safety of our staff, residents and visitors is protected at all times

Deliver the 2016/17 Health & Safety action plan Deliver the 2016/17 Landlord section of

the Health & Safety action plan Undertake a staff Health & Safety satisfaction survey

We will prioritise enabling residents to keep their homes and promote mobility

We will ensure that our income is maximised

Improve the system for tenant recharges to improve recovery rates Complete the Value for Money (VfM)

review of all service charges Review the estate services

contract to ensure VfM Post all rent and housing benefit

postings as soon as received Fully review agency managed properties

to deliver higher income levels Introduce intensive housing management

to the Sutton older persons service Undertake a VfM review of the

supported housing concierge service

MEASURING SUCCESS Increase recharge levels by 50% Meet rent arrears of target 2% and maintain rent account accuracy of 100% Ensure service charges will not increase by more than inflation Ensure the new estate services contract meets the needs of residents All agency managed properties are brought back in house where financially advantageous Fully implemented intensive housing management

service in Sutton

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Year Two PrioritiesThis document details how we intend to deliver the five main commitments of our Business Plan during 2016/2017 and how we will measure our success

commitment

MEASURING SUCCESS Achieve overall landlord

satisfaction at least 88% (87% in 2015) 100% Estate Action Days

completed in sheltered and supported schemes Deliver a new communications strategy in 2016 Deliver the Communication

Action Plan Increase ‘hits’ on new

website by 20% Improve the visibility of CCHA and the Executive team Achieve the highest

Regulatory Judgement Receive high scores for our

external and internal audits Produce a new Business plan to reflect strategic priorities for the business, our residents

and the regulator Achieve 100% Landlord Health & Safety Compliance Obtain clean Health

& Safety compliance checks from internal audits

We will maximise the quality and value of our homes

We will manage our assets to ensure that they make a positive contribution strategically and financially without compromising our commitment to provide genuinely affordable homes

Maintain and improve the existing active asset management model Develop a new Asset Management Strategy,

aligned with the Business Plan and VfM Strategy Use of a better model to allow us to manage

our properties more efficiently Develop a voluntary sales policy

for contractual RTBs Review and update all leasehold assets,

ground rents and estate charges and retrieve missing documentation Ensure the Supported housing and

agency managed portfolio contributes financially to the business

We will deliver continuing efficiencies to achieve improved Value for Money

We will re-invest any surpluses we make to support new and improved services and the provision of new homes

Draft a VfM statement to be approved by the Audit and Risk committee in July 2015 Ensure that the VfM statement is publicised

and easily accessible. Savings generated will be invested in new homes and services Reduce our overhead costs by 4% Measure the social value of all

community activities

We will ensure that our organisation is run as efficiently as possible and has the appropriate information and communication technology back up to support this

Form a project team to drive housing management system change Improve the finance system functionality Integrate the Corporate services and

finance teams into one team Review the intensive housing management team Move the ICT support to a fully hosted solution

Strategic Objectives Actions

We will develop more homes and services for local communities

We aim to own or manage 1830 homes by 2020

Deliver the desired programme within the current partnering arrangements which CCHA has and secure developments to deliver Year 3 of the programme

We will develop more partnerships to provide services to others

Maintain and develop relationships with other local housing providers to seek partnership opportunities

We will be open to diversification from our core business in order to develop more homes within a tightly controlled risk framework

We will be moving into developing new homes which are shared ownership which will offer more choice for our residents

We will be open to all opportunities that arise, which could be beneficial to the long-term future of our organisation and communities

Maintain relationships with Savilles, Jones Lang LaSalle and other agents to ensure that CCHA are considered for opportunities in our operational areas

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MEASURING SUCCESS Secure sites for Year 3 of

the programme (45 homes) Intergroup support and working Promote the work we do and sell our services to at least one more organisation Secure 35 homes for shared ownership homes in Year 3 Explore all opportunities which are put forward to CCHA Achieve our target

of a further stock transfer of 40 homes

MEASURING SUCCESS Asset Management Strategy approved by the Board Ensure that all our stock is providing the best VfM and making a positive contribution to CCHA’s business Bring some of our agency

managed homes back into CCHA management Self-assessment completed against our regulators standards Meet the financial plan targets New Voluntary RTB policy Complete record

of leasehold assets

MEASURING SUCCESS Surplus at year end no

less than budgeted Submit VfM statement with financial statements and meet HCA guidelines Deliver a Social Value statement within the VfM statement Ensure overheads as a % of turnover do not exceed 13.08% Replace housing management system in Year 2 Create a single corporate

services team ICT support fully hosted

with savings of £30k Save £10,000 on

current staff budget

Croydon Churches Housing Association6th Floor, Norfolk House, Wellesley Road, Croydon CR0 1LHfreephone: 0800 054 6710 email: customers@ccha.biz www.ccha.biz