Corporate Strategy 2018-2023 - Updated for 2021 - Melin Homes
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Corporate Strategy
2018–2023
Updated for 2021
080121_01
Contents March 2021 update ➌
Who we are ➎
Vision and Values ➏
What we want to achieve ➐
The Board ➒
Leadership Group ❿
Financial forecasts ⓫
If you need the information in this business A Welsh language version of this plan
plan in large print, Braille, on CD, or explained can be found at our website:
in your own language, please contact us on www.melinhomes.co.uk/publications
01495 745910. Printed copies are available on request.
Corporate Strategy
TOP 100 NOT FOR PROFIT SUSTAINABLE BUSINESS
2018–2023 Update (2021) 2015–2020 OF THE YEAR 2015
March 2021 We are now over halfway through the delivery model. This consultation was a huge success
update of our 2018–2023 five-year Corporate Strategy.
Our strategy is underpinned by our vision which
and we intend to replicate the approach to
provide us with a new model for engagement
is based on a belief that we exist to create going forward.
opportunities for people and communities
We continue to be an independent, ethical
to thrive and over the past 36 months, it has
and sustainable business that delivers growth
supported us in delivering those opportunities.
within our operating area. We have focussed on
2020 presented us with specific challenges investing in our core business and increasing
that we could not have foreseen when we our size by building new affordable homes, with
developed our strategy, but despite the 162 homes delivered during 2020/21 across all
context of COVID-19 the resilience of Melin of our operating areas in south east Wales.
shone through and we were still able to deliver Our approach to growth is consistent with our
for our staff, residents, and communities. business approach to thinking longer term and
This update highlights some of what we have being mindful of the five ways of working set
achieved this year and the continued focus of out in the Well-being of Future Generations Act
our work for the coming years including some and the seven well-being goals set out in the
revisions to the areas we are focused on and Act.
their associated targets.
In order to maximise the resources available
We are a social landlord at heart, delivering, to deliver more affordable homes and deliver
managing and maintaining affordable core services we have a commercial subsidiary.
housing and supporting people to sustain Candleston has now sold all of the market
their tenancies. We remain committed to sale homes at its first site, Coed Glas, in
listening to and engaging with our residents Abergavenny. In delivering homes for sale we
and the communities within which they live have a clear understanding of our risk appetite,
and working only to their benefit. This year our financial capacity and the need to protect
we had to think differently about how we our core business.
made sure the voices of our residents was
We have maintained our collaboration and
heard and informed what we do. Using a
partnership working and have sought out
different approach, we engaged with over 1,200
Corporate Strategy opportunities to support our colleagues in the
residents about developing a rent affordability
2018–2023 Update (2021)
➌
March 2021 statutory sector as they deliver their pandemic as we moved to remote working practices.
update response. This has included staff in our Care &
Repair team supporting health colleagues and
We have delivered a programme of support to
help people manage their mental and physical
our Development and Housing teams working health and well-being, including sessions on
to increase the availability of housing for nutrition, sleep and resilience.
homeless households.
As an organisation we continue to look
The pandemic has presented our residents forward, to meeting the challenges we will
with additional challenges and we have tried face with enthusiasm, determination and
to have a positive impact on their lives by imagination, and to reporting on our continuing
continuing to provide employment support; journey to providing the highest quality homes
helping to cut energy bills; providing benefits and services to the people and communities
advice and seeking to reduce the costs of we serve.
living in our properties. As part of our work
to support our residents we aim to keep year
1 tenancy failures below 5% and in 2020
achieved a rate of only 0.75%.
We have, and continue to, strengthen the
way we are governed so that we can deliver
our purpose and live our values and focus
on operational excellence across the whole
organisation. In support of our values this year
we signed the Tai Pawb’s Deeds not Words
Pledge and have developed an action plan to
deliver the expectations set out in this, this
includes working to achieve greater diversity
amongst our workforce.
We are committed to always being a good
employer and continue to invest in our people
Corporate Strategy and support them and maintain our culture
2018–2023 Update (2021)
➍
Who we are Figure 1: Map showing the five Table 1: Breakdown of homes by local authority area.
local authority areas Melin owns
and manages homes in.
Local Rented Low cost Mortgage Other** Total
Authority Homes home Rescue
ownership
Blaenau Gwent 380 34 4 18 436
Monmouthshire 951 144 15 151 1,261
Newport 602 9 0 113 724
Powys 111 34 0 5 150
Powys
Torfaen 1,542 302 38 127 2,009
Monmouthshire Other LA* – – – 13 13
Total 3,586 523 57 427 4,593
*shared ownership homes in Cardiff,
Blaenau Gwent Caerphilly, RCT, and Vale of Glamorgan.
Torfaen **includes leasehold, homeless leasing,
intermediate rents and commercial units.
Other LA* Newport
Figure 2: Housing stock (Figures as of 31st March each year.)
2,720 2,804 2,965 3,020 3,179 3,511 3,732 3,861
2007 2008 2009 2010 2011 2012 2013 2014
3,925 3,975 4,020 4,147 4,219 4,444 4,593
Corporate Strategy 2015 2016 2017 2018 2019 2020 2021
2018–2023 Update (2021)
➎
Vision Our vision describes what we want to be over
the next five years. It focuses our attention on
Our values describe the approach that we will
take when running our business and will guide
and Values what is important over the medium term and the behaviour of our people as they seek to
informs the priorities that we take action on. deliver our vision.
Vision Values
Delivered by an agile, caring and flexible Together we can:
workforce who has helped us to become l Do the right thing
one of The Sunday Times 100 Best Not-For-
Profit Organisations To Work For, we will l Find a way
create thriving communities in south east l Make things happen
Wales. We will build at least 1,000 new
l Make a difference
affordable homes in these communities
and generate income from commercial l Enjoy the journey
sources and through savings achieved from
a drive for resident focused operational
excellence which we will reinvest in our
core services.
Corporate Strategy
2018–2023 Update (2021)
➏What we To support the delivery of our vision we have
developed four strategic pillars: great culture;
These areas of focus and targets will drive the
content of our detailed business action plans
want to operational excellence focused on residents; and budgets. They will also form the backbone
achieve thriving communities and income generated
from core enabling opportunities.
of our performance management framework
and will help us track progress against the
expected strategic outcomes.
Under each of these pillars we have agreed
areas of focus and we then set targets that
we need to achieve to drive organisational
delivery.
Great culture Generate core-enabling
Areas of focus and target to be achieved: opportunities and assets-
l Creating a great place to work – top 10 by based efficiencies
2023; Areas of focus and target to be achieved:
l Growing talent – create a new opportunity
l New homes for sale – 50 market home sales
each year that demonstrates how we grow
per year;
talent;
l Develop our knowledge and understanding
l Diverse workforce – Increase the diversity of
about our assets – Complete 100% of stock
our workforce (using 2020 as a baseline);
condition surveys over a five-year rolling
l Ambitious and resilient people – Creation programme;
of a people strategy by end of 2019 and
l Low carbon homes – Increase the average
delivery of this strategy by 2023 of the
EPC rating of our existing homes by one
Corporate Strategy.
point per year until 2023, bring the average
to an EPC of B. Our current average is 75.34
– by 2023 we will have an average of 80.
Only develop new homes, in accordance
Corporate Strategy
2018–2023 Update (2021)
➐What we with WG guidance, which are low carbon,
energy and water efficient;
Operational excellence
focused on residents
want to l New affordable homes – 1,000 new homes
achieve by 2023; Areas of focus and target to be achieved:
l Delivering a maintenance service that is
l Specialist housing provision – 50 additional
units of specialist housing provided valued by residents – In partnership with
(excluding housing for older people) residents, develop a new maintenance offer
by September 2021;
Thriving communities l Minimising service charges – All non-
essential service charges designed out on
Areas of focus and target to be achieved:
new schemes within three years.
l Affordable running costs – An annual rolling Create a new service charge policy based
programme offering energy advice to 15% of on good data obtained from stock condition
our residents, targeting new residents and surveys from April 2022.
those living in the most energy inefficient No household should spend more than 5%
homes. of household income on service charges by
Support residents to reduce energy costs 2023;
and maximise the efficiency of their homes l Rent affordability – Develop a rent
by 2023 through delivery of carbon literacy affordability model to be implemented by
training for all staff and resident groups; April 2021.
l Schools programme – Extend the This model to include the ability to take
relationship that we have developed with account of the energy efficiency of our
schools in all key locations by 2023; stock within five years of implementation;
l Sustainable employment opportunities for l Digitally included residents – 75% of all
residents – 50 residents per year moved into contact from residents is undertaken online
sustainable employment; by 2023.
l Tenancy sustainment support – Year one
tenancy failures reduced to 5% by 2023.
Corporate Strategy Improve on the baseline position (2019) on
2018–2023 Update (2021) tenancy sustainment beyond year one of
the tenancy by 2023. ➑The Board Julie Thomas CHAIR
RNMH, Dip. Nursing, MSc
Sarah Bees
MSc
Retired Divisional Director of Community Sarah has a health and social care background,
Services with Aneurin Bevan University and is currently a Policy & Project Officer for
Health Board. the Gwent Regional Partnership Team.
Anthony Hearn VICE CHAIR John Jackson
MSc Management (Innovation in Social Enterprise); With over 25 years marketing experience, John
BA (Hons) Sociology and Social Services is a strategic marketing consultant. His private
Director of Housing & Communities at practice specialises in brand development,
Merthyr Valley Homes. innovation strategy and marketing
Wendy Bowler communications.
MSc (Health); MSc Cert, Genealogical, Palaeographic
Gareth Thomas
and Heraldic Studies
Gareth began his career as a carpenter with
Following a career in the civil service and then
Powys Council and worked his way up to an
public health, Wendy is now a professional
HNC in Construction. Recently moving to
genealogist.
Alliance Homes in England as a Technical
Lisa Howells Manager he still wanted to be part of Welsh
Sales & Marketing Director for Curo Group housing so joined our board.
with more than 20 years’ of property
Martin Reed
experience within the housing sector; member
Martin is a retired finance director of Brains
of the Housebuilding Federation and the
Brewery. He had worked there for 17 years
National Housing Federation.
before retiring in June 2019. He is also a
Clifford Lloyd Jones non-executive director of Welsh Whiskey.
ACIB, Cert PFS (MS)
Paula Kennedy
A retired banker, Financial Advisor
Chief Executive
and Relationship Director for the Social
Housing Sector, Education and Local Peter Crockett
Authorities for Barclays in Wales. FMATT, FCCA
Corporate Strategy
2018–2023 Update (2021)
➒Leadership Paula Kennedy
Chief Executive
Adrian Huckin
FCIH, BA (Hons)
Group Executive Director
Innovation, Culture & Improvement
Paula has held leadership positions for over
20 years of her career. Formerly the Chief
Executive of Brunelcare Housing Association. Adrian joined Melin Homes in September 2010
She is also an executive member of the having previously worked in senior positions
Melin Board. in both the public and housing association
sectors. He is a Company Director of Y Prentis.
Peter Crockett
FMATT, FCCA Joanne Kirrane
Deputy Chief Executive Executive Director
Growth & Business Development People, Homes & Communities
Held senior posts in the housing association Joanne’s career spans across health, housing
sector since 1995 where he has gained and social care, she has a particular interest in
considerable experience in all aspects of cross sector collaboration and has worked for
strategic finance, including loan funding as Melin Homes since 2013.
Corporate Strategy well as all other support services. Peter is
2018–2023 Update (2021) also an executive member of the Melin and
Candleston Boards. ❿Financial Income & Expenditure 2021 2022 2023 2024 2025
forecasts Account Forecast Budget
£ 000s
Forecast
£ 000s
Forecast
£ 000s
Forecast
£ 000s
Forecast
£ 000s
Income 23,691.60 24,817.10 26,050.70 27,619.20 29,138.80
Expenditure 18,772.80 19,437.30 20,100.30 20,588.20 21,176.50
Operating surplus 4,918.80 5,379.80 5,950.40 7,031.00 7,962.30
Interest payable
& other activities 3,427.30 4,343.30 4,779.80 5,646.40 6,390.30
Surplus 1,491.50 1,036.50 1,170.60 1,384.60 1,572.00
Interest cover 2.15 1.4 1.44 1.45 1.45
Balance Sheet 2021 2022 2023 2024 2025
Budget Forecast Forecast Forecast Forecast
£ 000s £ 000s £ 000s £ 000s £ 000s
Fixed assets 309,609.50 331,939.40 354,051.80 376,563.60 380,760.10
Current assets 23,678.60 23,116.10 23,449.70 23,934.20 24,419.00
Total assets 333,288.10 355,055.50 377,501.50 400,497.80 405,179.10
Monies owed by Melin 312,501.60 333,232.50 354,507.90 376,119.70 379,229.00
Reserves 20,786.50 21,823.00 22,993.60 24,378.10 25,950.10
Corporate Strategy Gearing (Historic cost) 39.09% 41.15% 43.09% 44.72% 42.57%
2018–2023 Update (2021)
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