Sage Housing Corporate Strategy
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Sage Housing Corporate Strategy 2018 – 2020
Welcome
Welcome to Sage Housing’s
Corporate Strategy 2018 – 2020
I am delighted to be the new Chair of Sage and Our strategy will ensure we are capable of
excited to be a part of the team which aims to meeting our social housing commitments:
deliver 20,000 homes over the next five years We will make new rental homes available to
and become one of England’s leading providers the sector in perpetuity – they will always be
of social housing. allocated for social housing use.
Sage brings an innovative approach to a We will engage with as many sector
long-standing challenge in the provision of stakeholders as possible to ensure they are
affordable housing. aware of what Sage is trying to achieve.
We will operate in a manner that is collaborative,
Despite only being formed in 2017 we are a
supportive, open and engaging. Sage intends to
dynamic, ambitious organisation with a strong
be here for the long run.
sense of purpose. We want to succeed, and in
doing so, encourage more entrants to enter the Having these two pillars already in place fills
sector. Together we can all make a difference me with immense optimism for Sage’s future.
in the lives of the people who need it the most. A future which is built on the continued support
of our customers, people and partners.
Over the last 12 months we have set up our
team, established our model, worked towards I am both proud and excited that Sage is going
the highest level of compliance and started to positively influence the sector and be a
to build relationships across the length and powerful force for good in the lives of those
breadth of England. who need it the most.
Over the next 18 months we are going to define
our mission, our vision and our values with the
involvement of our 5 year corporate strategy.
Our strategy will ensure we are capable
of serving our purpose: Sage exists to
introduce much needed new funding into
the affordable housing sector at a time
when supply has never been so far away
from demand.
Alison Thain
Chair
2 Corporate Strategy
Sage Timeline
May 2017 • Company registered under Sage brand
June
• Joe Cook appointed as Chief Executive Joe Cook
• Team Headcount: 5 appointed
• General & Non-Executive Directors recruitment programme begins
July • Altair, experienced social housing advisors appointed to
help ensure highest levels of governance and compliance
• Bids in place with 11 of top 25 UK housebuilders
• Developer & Local Authority outreach
programme begins
August
October
• Exchanged on 20 homes
• Staff Headcount: 15
20
homes
• Appointed Qube to deliver our core IT system
• Sage sponsorship of RESI 2017 November
• Bids in place with 20 of the UK’s top housebuilders
December
• Our first residents move in to their
homes in East Leake, near Loughborough
January
• Exchanged on 500 Homes
• Staff Headcount: 25 500
homes
February • Qube IT system launched
• New website goes live
• Expansion and relocation to new offices in Victoria, London
• Alison Thain OBE appointed as Chair
• Angela Roberts appointed as Non-Executive Director
March
• Exchanged on 600 homes
600
homes April • Full Sage Board with 7 Board Members established
• John Brace appointed as Non-Executive Director
• Over 40 staff
• Engaged with 23 of the top 25 Housebuilders in the UK
• Resident portal ready for go live
May 2018
Sage Housing 3
Customer Service Strategy
We own homes which are available for Affordable and Social
Rent, let to people through local housing registers, who have been
identified as having a housing need. We also own homes which are
available for Shared Ownership for people who are eligible where
they can part-rent, part-buy their homes.
We use other, experienced social housing landlords to manage our rented homes, so that they
can provide local, expert services to our residents across England. We will work closely with the
social housing landlords providing services on our behalf, to monitor and oversee those services.
We aim to use modern technology to provide effective and efficient customer services, putting
residents at the heart of what we do. We intend to transform the relationship between resident
and landlord by providing high quality affordable homes, supported by a simple and seamless
service through our customer portal.
Our Customer Service Strategy is based on five aims:
Digital by design Efficient and effective
Our service will be provided through the residents’ portal. We will always aim to “get it right first time” so that residents
This allows residents to log-in, pay their rent, check can enjoy a high level of trust in us. This will also allow us to
balances, order repairs and request other services. We aim focus on the more complex issues and provide support. It
for at least 90% of customer transactions to be managed will also maximise the value for money of our service and
through the portal. give residents confidence that we are operating efficiently.
Continuous improvement A single, strong brand
All services will be branded as Sage Housing, using our
We will be relentless in monitoring and improving our
policies, regardless of whether they are provided by a us
digital service, to ensure that residents can use it quickly
or another social housing landlord on our behalf.
and easily, and that we move with the times, adapting our
digital service as technology evolves.
Data led
The resident portal will give us a powerful understanding
of the needs and aspirations of our residents. The secure
customer insight data it will capture will enable us to
proactively target services (e.g. prompting rent payments
at the time they are usually paid).
4 Corporate Strategy
Our strategic priorities – we will:
• Provide a professional, responsive and reliable service to build our
residents’ trust
• Launch and develop our resident portal to provide excellent digital services
to residents
• Support residents to access services through the portal and provide
alternatives for anyone experiencing difficulties, by telephone or face-to-face
• Launch customer satisfaction surveying to monitor resident experience
after each service transaction and deliver continuous improvement
Our targets – by 2020:
• Over 90% of residents will use the residents’ portal as their
primary way of contacting us
• Over 90% of residents are satisfied with services from Sage
Housing (including those provided by other social housing
landlords on our behalf)
Sage Housing 5
Growth Strategy
Sage aims to deliver 20,000 We will utilise secure funding to partner
with housebuilders to provide social and
homes by 2022 and become
affordable housing, in perpetuity, on their
one of England’s leading developments.
providers of social housing.
.
Sourcing and distributing affordable homes that make a positive difference in the lives of the people who need it most
is core to the mission, vision and values which will be established by our Board and brought to life by our people.
Over the next two years Sage Main activity
will continue to successfully areas for Sage
provide more affordable over the last
homes by: 12 months
• Introducing new funding
to increase the supply of
affordable housing
• Ensuring our growth plan
is delivered in a fiscally
responsible manner
• Having specialist partners
placed around the UK to build
relationships with key developers
in key target regions at local,
regional and national level
Sage properties in Cawston, Rugby
6 Corporate Strategy
Our strategic priorities – we will:
• Review engagement levels with the top 25 UK Housebuilders
• Have a structured approach to working with local authority partners and
ensure we act professionally at all times as we own and manage homes
across England
• Ensure we have had a meaningful impact on increasing the overall
supply of affordable housing in England, by leading the way for new
funding to enter the sector
• Undertake joint venture arrangements to accelerate potentially blocked
development opportunities
Our targets – by 2020 we will:
• Have sufficient resources and structures in place to ensure
Sage remains on track to provide 20,000 homes by 2022
• Secure consent to work with more than 150 local authorities
Sage Housing 7
People Strategy
Our people underpin everything we do. Along with the Board, our staff, residents
and stakeholders will be involved in developing our mission, vision and values
so that our resources are aligned with achieving our organisational objective of
introducing 20,000 much needed new affordable homes into the sector.
Our people reflect our culture, capabilities and commitment to achieving our goal. It is the
talent and hard work of our people that has delivered our growth and successes in the last
12 months. We will continue to develop the systems, tools and resources to ensure they are
fully equipped to achieve our strategy over the next two years.
What working at Sage means to me…
“
My experience at Sage has been greatly rewarding, it has allowed me to
enhance my knowledge about the housing sector by working alongside
an enthusiastic and dedicated team. I look forward to achieving an
ambitious goal of providing more affordable housing in the UK, and the
“
social impact contributes to a highly fulfilling experience.
Tina Sokhal
Policy and Projects Advisor
“
It means working in a positive and dynamic atmosphere alongside
likeminded professionals who share the same passion and want to
make a positive difference in the affordable housing market. The
greatest reward of working at Sage is that I can fully utilise my skills
“
and experience to help establish a leading housing provider.
Dominik Ciba
Performance and Compliance Manager
“
Working here is very fulfilling - Our team has huge integrity, work
incredibly hard and are committed to building Sage as a high
performing, successful organisation. It has been fantastic for me
“
personally, signing up our first dozen residents and seeing how thrilled
they are with their new homes, that really is what it is all for.
Hannah Manyewu
Housing Services Director
8 Corporate Strategy
Our strategic priorities – we will:
• Ensure our new mission, vision and values are embraced by our people
• Create an environment that rewards hard work, respect, diligence and
exceeding customer expectations
• Create an organisation that encourages the very best talent to want to
work for Sage.
Our targets – by 2020 we will:
• Have Personal Development Plans in place for all Sage
staff by May 2019
• Create a defined onboarding programme for all new staff
to cement our mission, vision and values
Sage Housing 9
Our first customer...
“
I found the whole process of moving into my new home extremely easy, I was
very happy with the service I received from Sage right from the beginning.
My new home is perfect for me and my son, I was very happy that it was
a new build house and it meant that we could make it our home as soon as
we were moved in with no need to do any work myself.
Once I was settled in my new home and I didn’t have to worry about the
house I felt it was time to start working again. I have taken a role running
a small kitchen part-time for the time being but I am starting to look into new
careers and recently qualified to become a prison officer, which is something
I hope to do in the future when my son is a bit older.
It has been a huge weight off my
shoulders knowing I now have a
family home to raise my son in
and I can concentrate on giving
him the best future I can.
My experience with Sage has
been great, if I need to speak to
someone at any time I can do
so. They always get back to me
quickly and keep me in the loop
with anything I need to know
about. All the team are very
professional and friendly and it’s
“
really nice that they know their
customers so well.
Abbie
Sage Housing’s First Customer
10 Corporate Strategy20,000 homes by 2022
Sage Housing 4th Floor, Manning House, 22 Carlisle Place, London, SW1P 1JA Telephone: 020 3369 0431 Email: enquiries@sagehousing.co.uk www.sagehousing.co.uk
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