Thirteen's Strategic Plan 2020-25 - Providing Homes and so Much More - Thirteen Group
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Thirteen’s Strategic Plan 2020-25 Providing Homes and so Much More
Contents
1 About Us..............................................................................................4 Appendices
2 Our Philosophy.............................................................................8 A Financial Plan Assumptions
3 What we can Fix – and How............................................9 B 30 Year Financial Projections
4 What our Customers Say..................................................13 C Board Directors
5 Our Priorities - what we will Deliver....................... 14 D Leadership Team
6 How we will Deliver this Plan.......................................28
7 How we will Pay for this Plan.........................................37
8 How we will measure its impact.................................38
2
Our mission at Thirteen is to
provide homes, support
and opportunities to grow.
As a not-for-profit housing
association, we’re a caring
landlord and housing
developer.
Over the next five years,
our commitment to our
social purpose means we’ll
invest over £1bn to
improve our services,
tenants’ homes and their
neighbourhoods, as well as
delivering new affordable
homes.
3
1. About Us
At Thirteen, we’re more than just a landlord. We
believe everyone is an individual. That’s why we
don’t just provide properties; we offer a home
to suit each person’s needs. And we don’t just
offer a home; our range of extra services means
we can give people a helping hand specifically
tailored to them if they need it.
Our strength, capacity and ambition to deliver
what our customers need means we can
change things for the better.
We started business as Thirteen in 2014 and
we’re still the largest housing association in
the North East and among the biggest 25 England organisations needing construction In 2018/19 Our EBITDA-MRI operating margin
nationally. Through mergers and consolidations and building services too. was 17.9%, a measure of our operating surplus
of companies, today we own and manage some but adjusted by adding back non-cash items
But our role as Thirteen doesn’t stop there.
34,000 properties in the North East region, such as depreciation, and deducting major
For people that need a helping hand, we offer
30,000 of them in the Tees Valley. We’re still repairs spend, which has been capitalised.
a continually developing range of thoughtful
very much local at heart. The reason for these adjustments is to
and effective services to give people the
We’re continually investing in our homes and arrive at a closer reflection of our operating
opportunity to be truly independent. Currently,
neighbourhoods to ensure people can be safe cashflow generation (by stripping out
we’re delivering these services to 3,000
and happy where they live, building strong accounting effects). Our EBITDA-MRI of
customers to help them live the best life they
communities. In fact, we invested £38m last year £32.2m demonstrates our healthy operating
can.
alone. We will invest a further £400m over the cashflow generation, which can be invested
All this delivered to over 70,000 customers by back into our existing stock and development
next five years to improve tenant’s homes.
our committed and talented colleagues, led programme.
But that’s not all. We build new homes for rent by a dedicated team of board directors. Our
and sale, as well as offering affordable sales We also have a comparatively low level of
people are passionate about what they do and
options to help people get that first essential gearing - a measure of our borrowing as a
thrive on making a difference.
foot onto the property ladder. We built 401 new proportion of our asset base - compared to
Consolidating our group of social landlords and most other large housing associations. This
homes last year and we’ve got plans for this
care and support arm in 2017 not only made translates into Thirteen benefiting from greater
to grow year-on-year to meet housing needs.
things simpler for customers, colleagues and financial capacity and lower financial risk than
That’s just one of the reasons we’re thrilled
partners alike, it increased financial stability, many of our peers.
to be one of 23 strategic partners to Homes
spending and bargaining power, saved
England. We will invest £499.4m to build 3,200 What’s more, we have a culture of strong
money to fund new services, and released
new affordable homes and 308 homes for governance.
financial capacity to invest in our homes and
market sale, with the proceeds reinvested, over
neighbourhoods. So, 2020 will bring new challenges and
the next five years.
opportunities and we’re ready to face them.
We’re now well placed to make even more of a
To help deliver our ambitions, we don’t just Because there may be preconceptions about
difference.
work alone. That’s why we welcomed Gus the number thirteen, just as there are with
Robinson Developments to the Thirteen family Our financial metrics and operational some people and places. But at Thirteen
in 2018, in a move that’s already playing a performance are strong, with turnover up 13% we’re about taking a fresh look to create
significant role in the development of Thirteen’s to £180m and an operating surplus of £34m opportunities and seek out the potential in
housing offer and helping other North East last year, which was reinvested into our social everyone.
purpose.
4
Thirteen at a Glance
£127,000 of support for projects 365 vehicles
run by community groups
Care and support service help Found jobs, employment or
1515 people giving 29,000 hours training for more than
of support 700 people
We completed more than One course to deliver
2,100 major and minor 144,000 repairs this year
adaptations last year
£2.4m in efficiency
savings last year
5
Thirteen at a Glance
Just under 34,000 homes
£3.7m gained for customers
by our money advice service
Creating 3,300 homes We reach out to more than
70,000 customers
£180m turnover Over 1,600 colleagues
Over £400m to be invested in Asset base of £1bn
our homes
6
Operating area
1 Gateshead
2 Newcastle upon Tyne
3 North Tyneside
4 South Tyneside
5 Sunderland
6 Hartlepool
7 Stockton-on-Tees
8 Middlesbrough
Thirteen Core Area
Thirteen Operational Area
Northumberland
2 3
4
1
5
County Durham
6
Darlington 7 8 Redcar and
Cleveland
Scarborough
Richmondshire
Hambleton
Ryedale
Craven
Harrogate
York
7
2. Our Philosophy
Why we exist Our geographic focus
Thirteen is a housing association that believes every We operate across the North East and North Yorkshire.
relationship matters, choices can make a difference and we can Our regeneration and social value work is focused on the
change things for the better. Tees Valley.
Our vision Colleague promise
We provide homes, support and opportunities to grow. We’re Be the best you can be at Thirteen and we’ll do our best
here for anyone who needs a home and maybe a helping hand to create great days at work, working with you to create
too. an experience that helps you feel proud, valued, energised
and challenged, as well as connected and informed
Our mission
We are a caring landlord and housing developer. We’re about Our essentials
investing in neighbourhoods and making a major contribution Keeping everything safe, we understand customer need,
to the regeneration of the Tees Valley. we have strong financials, are looking to reduce our
environmental impact, simplify the way we work and have
Our core activities clear communication.
We offer homes to rent, buy outright or part buy, we have an
in-house building contractor, we offer specialist support
services, we offer great customer service no matter how you
come into contact with us, we manage neighbourhoods and
build new homes.
Customer promise
We promise a home for your life, whether that’s a space to enjoy,
a haven to return to every night, or somewhere to put down
roots; we’re here to provide what you prefer. We want you to be
safe and happy where you live so we invest in neighbourhoods
too.
We’re about investing in
neighbourhoods and making
a major contribution to the
regeneration of the Tees Valley.
8
3. What We Can Fix – and How
Focusing on our operating Deprivation in neighbourhoods
environment means we have Public sector cuts and welfare reform
a wide understanding of the changes are badly affecting some customers,
with crime, fear of crime and financial distress
challenges as well as the
being real issues in some neighbourhoods.
opportunities facing us and We can help customers deal with money
how we can shape our business matters and help them into work and we
further to grow, enhance can also look to make further improvements
services and address issues to in neighbourhoods with our partners. As
part of this, we can maintain and create new
fix problems. neighbourhood support that helps alleviate
public sector cuts in services that affect
Working in Partnership the areas of
customers’ lives.
focus will be:
Supporting the local economy Creating new housing markets
The Tees Valley already has a world-class homes for customers on low incomes but
Where areas need improving, we can deliver
reputation across key sectors in the offshore, we can deliver new affordable and shared
development and improvement projects
advanced manufacturing and engineering, ownership homes to meet these needs
to improve the area’s economy, as well its
chemicals and process and logistics sectors. through our development programme and
environment as a place to live, including
our in-house contractor.
There’s also been major investment in bringing old properties back to life. Within
infrastructure and facilities, creating sectors Tees Valley Tees Valley, we are concentrating our
that are full of potential for future investors. development and social value work on former
There are big gaps between high price
Key emerging sectors include life sciences, Housing Market Renewal Areas. This year we
and low-price areas; and some core urban
digital, energy and renewable and business completed West End Gardens in Stockton
areas suffer from low value, unpopular
services. and are bringing forward proposals for
stock. Tees Valley has very high levels of
Gresham in Middlesbrough and South Bank
The Tees Valley Combined Authority has an social deprivation and areas of significant
in Redcar & Cleveland. This builds on our
ambitious Strategic Economic Plan to grow affluence. The population and the number
promise to deliver projects that help create
the local economy, creating 25,000 new jobs of households in Tees Valley will continue to
new housing markets.
over the next ten years, adding £2.8bn to rise. Growth will be driven to a great extent
the economy by 2026. We can help support by an ageing population and a rise in the Older people
the local economy with a housing offer that number of single person households. The
There’s a growing elderly population
not only attracts people to the area but that housing market underperforms in comparison
and we can help ensure people can live
keeps them here too. to national and regional benchmarks. There
independently as long as possible by
are many very successful parts of the Tees
providing new places to live that best meet
Housing affordability Valley’s housing markets, and there are
their needs. Not only that; we also adapt
Houses still aren’t affordable in many areas, opportunities to further develop new housing
homes and provide specialist support
with average house prices between five and products and services to enable people to
services through our Thirteen Plus range of
seven times the average household earnings. access quality homes. Requirements for
services and can even help create support
In every area of the North East and North housing that is suitable for older people will
packages so that people don’t need to be
Yorkshire, there’s not enough new affordable increase greatly.
admitted to hospital or care homes.
9
Our Core Services Neighbourhood coordinators Anti-social behaviour
Looking after our homes The face of Thirteen on every estate is the Everyone wants to live comfortably so this
Thirteen’s housing properties are worth neighbourhood coordinator, who can help is something we take really seriously. It can
almost £1 billion. To keep them in good order, with a range of matters including tenancy range from barking dogs or loud music next
we have 365 vehicles transport and employ issues and concerns such as bills or rent door to threatening behaviour and hate
450 plumbers, plasterers, electricians, joiners, accounts. The coordinators also work related issues. Customers can report this to
gas fitters, decorators and bricklayers to carry with local councils and police to improve us on our website or by phone. A dedicated
out tens of thousands of repairs every year neighbourhoods and lead estate walkabouts, officer will contact people within a day to
– with 97.79% of them completed on the first keeping an eye open for issues like fly- plan a solution and support them through it.
visit last year. Additional services including tipping, minor damage to properties and Customers recently scored the service 9.7 out
concierge and cleaning in some properties graffiti. of 10.
means people can feel safe and comfortable
in their homes.
The local environment Bespoke residential services
Our grounds maintenance team looks Our specialist team offers a range of
after public and communal areas, keeping accommodation from student properties and
the grass cut and trimming hedges, trees NHS accommodation to supported properties
and shrubs. We’ve introduced grounds for people with learning disabilities. The team
maintenance inspectors - customer also offers a service working with private
volunteers who check on the quality of landlords to manage their homes for them,
the work and report their findings. We including renting and repairing them.
also work with partner organisations on
projects to transform local areas, with £5m of
environmental work already in the pipeline.
£38m
spent on repairing and
maintaining existing homes
Improving neighbourhoods
Tenants and customers want to see our
staff more in their neighbourhoods, helping
them deal with day-to-day issues. That’s
why we introduced an operating model that
puts neighbourhoods at the heart of the
business, working closely with customers and
communities.
10Building new homes of guidance and life skills to help them live
We build a range of new homes for social rent independently.
and affordable rent to buy-in part with shared
Profound learning disabilities
ownership, as well as rent-to-buy and homes
for market sale. Through Gus Robinson It’s right for people with complex needs to
Developments, we’re also building homes for move from institutional settings out into
other housing associations and developers. the community wherever possible. That’s
why, along with our NHS partners, we plan
Building contractor and build high quality housing that allows
Gus Robinson Developments provides a wide maximum independence, cushioned by
range of construction and building services, expert care and support and we also find
working with local authorities, health trusts, appropriate homes for people with mental
education authorities and private businesses health and physical disabilities.
to build high quality, cost effective and award
winning homes and other facilities to meet
the aspirations of clients and their customers.
Supported living
INDEPENDENT LIVING We manage purpose-built self-contained one
For younger people or two-bedroom apartments or bungalows
Because housing is our business, we’re across the North East. Available for a range
perfectly placed to use our skills and of tenures, they’re grouped in supported
resources to construct or convert buildings living communities, featuring full wheelchair
tailored to particular groups of young people access, lifts, CCTV and secure entry, out-of-
who would welcome a protective roof over hours repairs service (some with a part-time
Over 6,000
their heads. caretaker) and regular social activities.
Leaving care Sheltered housing
We provide a bridge to ease a young person’s people benefitted from On-site support officers assist with housing
passage into the working world: secure additional services management, coordinate repairs, respond to
and supported accommodation in houses queries and look after the building’s health
with ensuite bedrooms, communal kitchen and safety. They’re linked to community
Older people
and lounge, staffed 24/7. Key workers help monitoring centres which respond to
The proportion of older people in the Tees emergencies with telecare options to monitor
people deal with issues such as health and
Valley’s population is growing, with the long-term health conditions. We offer similar
relationships and develop life skills – from
number of over-65s predicted to increase schemes with special features for Chinese
cooking to managing money – to help them
by 41% in the next 20 years. But that doesn’t elders.
stand on their own two feet.
mean their quality of life has to diminish. We
Teenage parents and young offer a range of affordable housing options Extra care housing
families to match the needs of people as they grow Extra care schemes allow people to live
older, as well as adaptations not just for older independently for longer, through the
Becoming a parent is never easy, especially
people but for customers needing a change provision of on-site care and support to meet
for a teenager – whether single or in a new
to their home to enable them to stay living individual needs. Schemes feature communal
relationship. That’s why we provide high
there independently. spaces to encourage social integration,
quality accommodation that’s safe and
secure, and work with young parents to bistros and commercial units.
develop personal support plans and a range
11REACHING OUT A HELPING HAND Gaining employment Money management
Thirteen’s support services Our specialist teams help people from the Our money advice team provides information
We believe that people can make the most age of 15 who want to work, learn or train about budgeting, bank accounts, savings and
of life’s opportunities, given the right extra for a job. Team members create a personal loans and credit unions. They help more than
help at the right point in their life journey. Our training and development plan and provide 2,000 people a year claim the benefits they’re
support services reach out to people in our one-to-one mentoring and coaching in entitled to and deal with benefit and debt
own properties, as well as to others struggling interview techniques, personal presentation, problems.
with life’s challenges. CV writing and job search skills.
Support to stay
Preventing homelessness Apprenticeships Our expert team visits people falling behind
Our specialist teams work with people who As one of the largest employers in the with rent payments to explore what’s putting
are homeless or at risk of becoming homeless North East, Thirteen is playing a major role their tenancy at risk, such as financial issues,
to improve their lives by offering advice and in offering apprenticeship opportunities welfare benefits or health problems. We
practical support. This can include help with to gain work experience, earn a salary and work with them over three to six months to
finding a home or a job, building resilience work towards a recognised qualification overcome these issues. In just its first year,
or working towards personal independence. in plumbing, joinery, gas or electrical the team helped more than 200 residents
Our trailblazing Key Step programme offers engineering, business administration, finance and was recognised for its pioneering work at
fully furnished properties for single people and much more. the UK Housing Awards.
to share for up to six months, with utility bills
included in a weekly charge. Prison leavers
of any age with nowhere to go can be helped
with single person accommodation.
124. What Our Customers and
Stakeholders Say
Customer satisfaction Involvement in preparing this plan improve performance through collaborative
Customers are at the centre of what we do We have engaged with customers, employees and smart working and it is key to us that
and that’s why it’s vital to hear their voice and and wider stakeholders as we have produced they can see the areas where they can make
not just to listen to, but also to respond to, this plan with a particular focus on ensuring a difference and understand the improvement
any issues raised. that the impact and outcome of our key in performance as a result. The feedback
activities deliver what is expected. from this group has again helped to inform
We gather our customers’ views in a range of the Key Performance indicators but has also
ways; including a neighbourhood perception The feedback that we received during strengthened the narrative regarding impact
survey and most recently, in our Survey this process has been factored into the and outcome which will ensure ownership
of Tenants and Residents (STAR). This is plan, largely within section 5; some of the and delivery across the organisation.
carried out by an external company every key performance indicators that we have
year and measures the satisfaction of our included have been directly influenced by the Carbon reduction
customers with a range of areas of our customer feedback as it is important to us Our ability to respond to the carbon
business and service delivery. that they can see we are measuring the right challenge appeared quite strongly in
things and the difference we are making. feedback from all consultation groups and
Our last results showed that the speed of
repairs and the neighbourhood as a place to we have included this within priority 2,
Stakeholders and partners
live were two areas we needed to improve. specifically the Home of 2030 project; we
Wider stakeholders have told us that they have recently commissioned our 3 yearly
That’s why we’ve focused a great deal of our
agree with our direction of travel and they stock condition survey and have widened
work in these areas over the last 12 months and
see us as innovative and ‘ahead of the game’. the scope to include a review of our ability
we’re pleased to say our recent STAR survey
They value the open and honest way we to achieve a zero carbon position by 2030 in
results have revealed the positive impact this
engage with them and many see us as a addition to the increased building regulation
has had.
trusted partner, with an interest for some to requirements. The output from this survey
Our most recent STAR survey revealed: do more with us in delivering our care and will inform our environmental targets going
• Overall customer satisfaction with our support services provision. They support forward, setting these once we understand
service has risen to 89% since last year our ambitions although they would like to our baseline and the scale of the challenge
• Satisfaction with their neighbourhood as a ensure that we do not spread ourselves too is important to us and will direct investment
place to live has grown to 87% thin, something that we are very aware of appropriately.
and keep at the heart of major investment
• The way we deal with repairs and
decisions as steered by the Board.
maintenance has also improved with
84% of customers saying they’re satisfied
Colleagues and engaged customers
• When it comes to their rent providing
The consultation with colleagues, as with
value for money, 91% of customers agreed
our engaged customers focused on impact,
this is the case
outcomes and using the right performance
The survey has also given us some areas measures to be able to demonstrate that we
to focus on further such as listening and have delivered our ambitions. Our colleagues
responding to customer views and this is understand the importance of delivering
already being addressed through our new a quality service and seeing how we can
customer framework.
135. Our Priorities
Priority One – Great Customer Experience
Why it’s important to us Our customers carried out a full review to • Maintain 100% of complaints resolved
We want to ensure our customers see us as help improve how we solve queries and within five working days
the housing association of choice. We believe issues the first time someone contacts
• Reduce the average days to turnaround a
that everyone should get the same quality of us, and our board approved the proposed
void from 45 days to 30
service, no matter where and how they come action plan. Following a trial, we extended
our customer contact centre opening times • Reduce the level of debt owed by current
into contact with us.
to 8am to 8pm and also secured Customer and former tenants to median quartile
Progress so far Service Excellence accreditation. • Improve first contact resolution to our
Overall satisfaction shows customers would We know some people need a helping hand target of 80%
recommend us to others – but they’ve and that’s why we also continue to focus on
also previously said they want a closer accommodation-based support and specialist
Areas for improvement, to achieve
relationship with our teams. That’s why support services.
these outcomes
we introduced our operating model that • Improve overall customer satisfaction from
Despite the roll-out of Universal Credit (UC)
puts neighbourhoods at the heart of our 89% to 90%
across our operating area, our approach in
business, so we know our areas and the • Satisfying more customers by tailoring
supporting customers into UC means the
people in them even more, can create an their experience (differential offer)
amount of money people owe us has been
even bigger impact on our communities and
reducing. • Reduce the number of customers
give customers a greater voice. As part of
the model we reshaped many teams, making leaving us
Outcomes we’ll deliver
us much easier to do business with and our • Reduce the number of voids to get to top
• Improved customer experience
customers are noticing a positive difference. quartile performance and increase rental
Learning from customer feedback, we’ve also • Less debt being owed to Thirteen
income
significantly improved core services such as • Increased insight
• Promote and focus our support services to
delivering repairs right first time, the number • Differentiated offer
sustain tenancies
one request from tenants, which included • Additional independent living spaces
bringing in a repairs system that’s better for • Less debt owed
• Maximised benefits / income for
allocating jobs. • More requests dealt with digitally
customers
Last year we also decided to change our • More customers in employment and
approach to lettings and come out of the Key partners we’ll work with to
training
Compass choice based lettings partnership deliver this priority
after listening to a raft of customer and Maintaining performance Health and care commissioners, local and
colleague feedback. We’re really pleased improvement in these areas national government, NHS, care providers
to be able to introduce a new platform, My and DWP
• Maintain percentage of repair jobs fixed
Thirteen, making it easier for people to get first time at above 90%
a home with us, manage their tenancy and
access our services. • Maintain 100% valid landlord gas safety
certificates
14Major activities we will deliver to achieve this priority
1.1 Touchpoints Programme
We believe everyone should get the same quality of service, no matter where and how they come into contact with
us. That’s why we’re investing in our touchpoints programme, including a high street presence, enhanced digital
approach and investing in our contact systems, to promote the range of services that we have to offer in addition to
making all of our services more accessible, direct, quick and easy.
Key outputs / activities Lead: When:
• Improved customer experience Executive Director – 2020-25
• Improved productivity Customer Services
• Efficiency savings
• Digital engagement
1.2 Promote our total service offer
As well as the core services we provide as a housing association landlord, in conjunction with 1.1 above, we need
to promote the range of additional services that are available to current and potential tenants and customers,
including specialist housing, support services and independent living.
Key outputs / activities Lead: When:
• Improved take-up of services Executive Director – 2020
• More of our tenants staying with us longer Customer Services
• Letting more of our homes and quicker
• Improved customer experience
• Less debt owed
155. Our Priorities (continued)
Major activities we will deliver to achieve this priority
1.3 New service offers
So we can respond to customer demand and the issues they face, we’re going to carry out some in-depth research
to give us more detailed customer insight and decide if we can develop new services to improve matters for
customers. We’ll be looking at whether we can do more to improve deprived neighbourhoods, how we can tailor our
services to meet specific needs even further, how we can better respond to anti-social behaviour and what we can
do to provide services for young people as well as to help people live independently for longer.
Key outputs / activities Lead: When:
• Business case for changing our neighbourhood service provision to Executive Director – 2020
increase impact on customers Business Growth
• Business case to differentiate our customer experience for differing
people
• Business case for improving how we deal with anti-social behaviour
• Business case for youth zones/work
• Business case for independent living support services
1.4 Thirteen Plus - health and independence
People’s lives are changed as we help them into healthier independent living. Our range of specialist
accommodation is tailored to the needs of people including care leavers, the homeless, teenage parents, people
with profound learning disabilities and victims of domestic abuse. We offer home adaptations to help older people
stay in their homes longer and supported accommodation when they choose to move on. We’ll build a further 700
homes for people with specialist needs.
However, we go beyond bricks and mortar to develop targeted help and support so people who need some help
can live more successfully. Our ever-growing range of support services includes money advice and financial
planning, help with Universal Credit, tenancy enforcement, help to get into work or training and homeless support.
Key outputs / activities Lead: When:
• Building 384 new independent living places to live by 2025 MD Thirteen 2020-25
Developments
• Investing £7.5m by 2025 for home adaptations so older people can stay Executive Director – 2025
in their homes for longer Assets
• Investing £9.2m in support services to improve the health and Executive Director – 2020-25
independence of our clients and customers Business Growth
• Helping residents sustain their tenancies Executive Director – 2020-25
• Investing £10m in tenancy support services for tenants Customer Services
• Secure at least £6m in additional benefits for tenants
• Helping 2,000 tenants get help into work or training
• Reducing the level of debt people owe
16By delivering the above we will
see that
• Our Customers will trust us to • We will be able to invest more in • Customers, both existing and
do what we say, and we deliver services and products for potential, will know what products
extraordinary services customers through effective and and services we offer, how to
efficient working access them, how they work for
• Customers will be able to afford to them and will maximise take up
live a healthy lifestyle in their own
homes
We will measure progress by
Key Forecast Targets
Ref Performance Lead
Indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Satisfaction with our
1.01 89.1% 90% 90% 90% 90% 90% SDCE
service (overall)
Net Promoter Score
1.02 (would recommend 53.1% 60% 60% 61% 62% 63% SDCE
Thirteen)
% households
1.03 accessing services 7,000 9,000 12,000 13,500 15,000 17,000 SDCE
digitally
Rent collected
1.04 excluding FTAs 99.3% 99.4% 99.5% 99.6% 99.7% 99.8% SDN
(% of Debit)
Total current tenant
1.05 £5m £5.92m £5.62m £5.39m £5.07m £4.85m SDN
arrears (Amount)
Total Current
1.06 3.43% 3.97% 3.60% 3.29% 2.94% 2.70% SDN
arrears (% of debit)
Total former tenant
1.07 £3.90m £4.10m £4.23m £4.33m £4.40m £4.44m FDT&P
arrears (Amount)
Total former tenant
1.08 2.73% 2.68% 2.65% 2.59% 2.51% 2.43% FDT&P
arrears (% of debit)
% of Customers on
1.09 Universal credit 28% 35% 40% 45% 50% 53% SDN
(UC)
17We will measure progress by
Key Forecast Targets
Ref Performance Lead
Indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
% of debt attributed
1.10 58% 60% 63% 66% 68% 72% SDCSS
to customers on UC
% UC customers Below Below Below Below Below Below
1.11 SDCSS
on APA 30% 30% 30% 30% 30% 30%
Income / benefits
1.12 £2m+ £2m+ £2m+ £2m+ £2m+ £2m+ SDCSS
generated
Individuals
1.13 600 600 400 350 350 350 SDCSS
supported into work
New Independent SDCSS
1.14 48 66 75 84 87 72
living homes built SDNHD
Complaint
1.15 completed in 100% 100% 100% 100% 100% 100% SDG
target time
18Priority Two – Delivering quality places to live and improving neighbourhoods
Why it’s important to us for older people and those with learning or Maintaining performance
The quality of neighbourhoods is as mental health issues are still an important improvement in these areas:
important as the quality of the housing and part of our development programme. • Maintain 70% of our homes having a high
contributes to quality of life. We can’t create Alongside all this, our subsidiary Thirteen energy efficiency rating
a sense of community, but we can help Homes offers homes for outright sale, with
the profits going back into Thirteen to • Maintain Green grade compliance with
put in place the conditions to help make it
invest in our charitable activities. Having Homes England for our development
happen. That’s why our operating model puts
contractor Gus Robinson Developments as programme
neighbourhoods at the heart of everything we
do, ensuring we work with partners to deliver part of our group ensures we have the right
Areas for improvement
exactly what’s right to help communities skills, expertise and capacity to deliver our
development strategy. • Increase the pipeline of sites for new
thrive.
homes under contract
We’ll continue to maintain and invest in our Outcomes we’ll deliver • Spending to funding profiles
houses and estates and provide a range • More of our tenants staying with us longer • Improve customer perceptions of their
of new homes and tenures to address the
• Letting more of our homes and quicker neighbourhood as a place to live
housing needs in our operating area. By
being more efficient, we’ll invest more in • Fewer empty homes Key partners we’ll work with to
neighbourhoods to improve the housing • Being the landlord / housing provider deliver this priority
offer and the place and provide employment of choice Major suppliers (such as Travis Perkins), the
opportunities to make a major contribution to • High quality homes combined authority, house builders, local
the regeneration of the Tees Valley. • Increase in new homes – affordable rent, authorities, other housing associations, other
shared ownership and market sale large employers in the region and community
Progress so far groups/stakeholders.
• Reduced environmental impact
We have a long-term investment programme
of over £1bn to update our homes by • Environmental Improvements
replacing roofs, kitchens and bathrooms. (sustainable homes)
We’re starting to pilot new investment • Increased jobs and apprentices in
initiatives within our neighbourhoods such construction
as street cleaning, to improve the area for • Continuous improvement and increasing
customers. Our programme to build new the value of existing stock
affordable homes is growing, with a pipeline • Continuing to meet / exceed building
of new development schemes across the safety standards
North East and North Yorkshire, including
more than 400 this year alone. We’ve
recently become a Homes England partner
to increase our development programme
by another 1,000 homes. Specialist homes
195. Our Priorities (continued)
Major activities we will deliver to achieve this priority
2.1 Investing in our homes
We have a continuous programme of improving our stock. Last year we invested £38m in our homes and
neighbourhoods, which compares really well with our peers. A typical year sees 4,000 homes receiving work,
including new roofs, kitchens, bathrooms, windows and doors and energy efficient boilers installed. Over the next
five years, 20,000 homes will see improvements.
Key outputs / activities Lead: When:
• £400m invested in our current homes for tenants over the next Executive Director - 2020-25
five years Assets
• Improved customer satisfaction
• Less tenancy turnover
2.2 Neighbourhoods at the heart
There’ll be a number of neighbourhood improvement and regeneration pilots, with intensive neighbourhood
management to ensure customers have a safe home and quality neighbourhood, leading to a lasting tenancy. We’ll
consider investment in existing homes, the spaces between homes, our development programme and regeneration
all together and based on the needs and opportunities for each place. Working with partners means we can make
an even bigger impact than on our own
Key outputs / activities Lead: When:
• £31m invested over the next five years Executive Director – 2020-25
• Improved customer satisfaction Business Growth
• Improved customer perception of the area where they live
• Less tenancy turnover
• Reduced voids
• Intensive neighbourhood pilots
• Increased partnership working
• Improved stakeholder perception
202.3 Building new homes
As people move through life, they want more choice. Last year we spent £38m on developing new homes. Our plan
is to build 3,200 places for people to live over the next five years including affordable, shared ownership and homes
for market sale.
Key outputs / activities Lead: When:
• Building 3,200 new affordable and shared ownership homes by 2025 MD Thirteen 2020-25
• Building 308 new homes for market sale by 2025, with the profit being Developments
reinvested back into our social purpose
• Creating 6,000 jobs from construction investment
• Creating 300 apprenticeships for local people
2.4 High-rise blocks
When we reviewed our 18 high-rise blocks during 2018, we concluded we’d rehome people in five of the buildings
(which is nearly completed), demolish the blocks and replace them with new housing. We’ve found new homes for
almost everyone affected.
We continue to monitor the asset performance of the remaining high-rise. We’re also installing sprinklers and
misting systems to our remaining high-rise blocks, with two blocks already completed.
Key outputs / activities Lead: When:
• Complete the relocation of the remaining households from five MD Thirteen 2020-25
high-rise blocks which will then be decommissioned and replaced with Developments
new homes
• Agreeing proposals to demolish the affected five blocks
• Securing planning consent to replace the blocks with new homes
• Deliver new homes on these sites
• Deliver sprinklers and misting systems to all our remaining
high-rise blocks
• Keep all other high-rise blocks under review and explore alternative
sustainable use where appropriate
21Major activities we will deliver to achieve this priority (continued)
2.5 Home of 2030
Expectations are changing about what a home should be. Over the next 12 months, we’ll start to build homes from
our new range of house types so our brand quality is consistent, and we can improve costs.
We’ll also be trialling and delivering new methods of construction to improve quality and decrease construction
times. New environmental measures are also being introduced to reduce the carbon impact of new homes, with
the Government announcing that gas boilers will be banned in new homes from 2025 to tackle climate change and
a new homes standard, enforcing the end of fossil fuel heating systems and delivering lower carbon and lower fuel
bills.
We’ll explore what the house of 2030 should look like, so we keep pace with changing expectations.
Key outputs / activities Lead: When:
• Create a new house type range MD Thirteen 2020
• Ensure we keep pace with building regulation and environmental Developments
standards
• Improve customer satisfaction
• Reduce running costs for customers
• High quality products
By delivering the above we will see that
• We have popular neighbourhoods • We will have more diverse • We are delivering a range of homes
with a stable community and communities that are served to suit our customers wherever
reduced anti-social behaviour through an outstanding housing they are in their lives
offer • We have net growth in unit
• We are meeting demand and numbers to bring better services
providing choice and products to more people
We will measure progress by
Key Forecast Targets
Ref Performance Lead
Indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Affordable units
2.01 developed % of 1.25% 1.18% 1.63% 1.85% 2.07% 2.15% SDNHD
current stock
Average new let
2.02 2 2 2 2 2 2 SDNHD
days
Days to sale,
2.03 affordable 173 173 155 140 126 113 SDNHD
(since completion)
Satisfaction with
2.04 new affordable 9.0 9.1 9.2 9.3 9.4 9.5 SDNHD
home
Days to sale,
2.05 outright sales N/A 56 52 48 44 40 MDTHD
(since completion)
Satisfaction with
2.06 new outright sale N/A 7.5 7.5 7.8 8.0 8.0 MDTHD
home
22Key
Ref Performance Forecast Targets Lead
Indicator
Average costs
2.07 per sq. mtr overall £1,363 £1,404 £1,446 £1,489 £1,534 £1,580 SDNHD
(affordable build)
Average costs
2.08 per sq. mtr overall N/A £1,183 £1,123 £1,067 £1,014 £963 MDTHD
(outright sales)
Profit on outright
2.09 15% 15% 19% 18% 14% 17% MDTHD
sales (margin %)
Return from
shared ownership:
2.10 10% 16.5% 16.5% 16.5% 16.5% 16.5% MDTHD
first tranche and
staircasing
Money spent with
local contractors
2.11 70.6% 75% 75% 75% 75% 75% EDA
as a % of the total
spend
Number of new
2.12 jobs created in NPM 500 1,000 2,000 4,000 6,000 MDTHD
construction
Number of
apprentice
2.13 NPM 50 100 175 250 300 MDTHD
jobs created in
construction
Headline Social
2.14 £3,582 £3,655 £3,684 £3,809 £3,821 £3,910 SDT&P
Housing CPU
Average calendar
2.15 days to complete a 8 8 8 7 7 7 SDI&M
repair
2.16 Voids – cost per unit £4,550 £4,550 £4,450 £4,400 £4,350 £4,300 SDI&M
Voids – vacant and
2.17 220 200 200 200 200 200 SDN
available to let
2.18 Voids relet time 32 25 21 20 19 18 SDN
ASB – cases per
2.19 19.83 20 25 24 22 22 SDCSS
1,000 units
Tenancy turnover
2.20 10% 11% 11% 11% 11% 11% SDN
(rolling 12 months)
Average tenancy
2.21 10.3 years 10 Years 10 Years 10 Years 10 Years 10 Years SDN
length
Investment / 1000
2.22 £2.141m £2.120m £2.257m £2.384m £2.491m £2.601m EDA
homes
Asset compliance
2.23 100% 100% 100% 100% 100% 100% EDA
tests all passed
23Priority Three - Being Team Thirteen
Why it’s important to us • A new colleague induction process • Strong governance, ensuring we remain
Team Thirteen is about being high legal, safe and fully compliant
• A review of our reward strategy and
performing, collaborative and efficient. We subsequent frameworks • Embedded agile working arrangements
want to be an employer of choice, focused
• A Rising Stars programme to develop • Reduced running costs of our buildings to
on the continued development of board
future talent and leaders support service delivery
directors and colleagues with the necessary
skills and experience to deliver this strategy. • Improvement over the last 12 months in • Delivery against our efficiency targets
The ability to deliver high quality services to staff engagement (ENPS score) from
• Reduced carbon footprint
our 70,000 plus customers in a coordinated 16 to 39 (good/outstanding)
way depends critically on attracting and • Starting our Right Space, Right Place Maintaining performance
retaining the right people with the right programme to reduce our office locations improvement in these areas:
skills who are ambassadors for Thirteen. and overheads • We want to retain our G1 and V1 rating
Part of that means providing a supportive from our regulator, as effective
and motivating environment for our 1,600 • Support for agile working with investment
governance, financial viability, value for
colleagues. in systems and equipment
money and being more efficient are key
• Maintaining our G1 and V1 rating from drivers in everything we do.
Progress so far our regulator
After consolidating Thirteen into one • One of our aims is to keep a social housing
• Securing additional borrowing through operating margin of above 30% and
business, we reshaped teams to ensure
the year so that we can deliver the continue to make efficiencies across the
we have the right capacity, resilience, skills
ambition of the plan. business.
and aptitudes to deliver, with our new
operating model at the centre. People know • We moved from IIP Bronze to IIP Silver • Maintain our track-record of delivering
the expectations on them, they’re in the last year despite significant changes in the efficiencies
right place and role and any obstacles to business
performance, development and growth have Key partners we’ll work with to
been removed. So far, this has included: Outcomes we’ll deliver deliver this priority
• Everything safe Funders, investors, legal and financial
• The development of role profiles
including expectations of behaviours • Responding effectively to customer need advisors.
and accountabilities at each level across • Strong financials with more than enough
the business headroom to deliver the plan
• The implementation of a digitised • Simplified ways of working
performance management framework for
all colleagues • Being an employer of choice with high
colleague net promoter score and
• The introduction of a suite of employment continued investment in our people
policies, procedures and toolkits
24Major activities we will deliver to achieve this priority
3.1 Be Thirteen – improving our colleagues’ experience of working with us
Thirteen colleagues are passionate about what they do. They care about making a difference and striving to
improve. Proud of our achievements, we also know we have areas to improve and these are firmly in our plans. We
need to remain flexible and further embed the agile working ethos, with a clear focus on our role in helping address
housing need and improving services for the people in our area. Each element of the employee’s life cycle is of vital
importance; from ‘attract me’, to ‘get me started’, to ‘develop me’, right through to ‘wish me farewell’, so we attract
and retain excellent colleagues.
Key outputs / activities Lead: When:
• Improve colleague Net Promoter Score to 40+ in 2021 Executive Director –
• Complete pensions review Business Change 2021
and Improvement
3.2 Right Space, Right Place
Introducing our operating model led to not as many colleagues using all our main offices, so we reviewed our bases
and our board agreed to move all our support services to Hudson Quay in Middlesbrough and lease Northshore in
Stockton as managed workspace. Every colleague’s workplace is important, so we’ll be investing in all our settings
over the coming years and we’ll have determined the most efficient way to run our Middlesbrough office. We’ll also
explore if more bases are needed in neighbourhoods and support agile working with systems and equipment.
Key outputs / activities Lead: When:
• Desk ratio from 1:1 to 0.75 Executive Director – 2020-25
• Reduced running costs Assets
• Streamlined systems and processes Executive Director – 2022
Business Change
and Improvement
3.3 Doing things differently
We have a track record of making efficiencies so we can deal with cost and income pressures without impacting on
service delivery. While many of our services are already low-cost compared to other housing associations, we know
we can still explore doing things differently to make additional cashable efficiencies that can be reinvested back
into the business. We’ll continue to explore high cost areas and ways of delivering services differently.
Key outputs / activities Lead: When:
• Achieve cashable efficiencies of 3% of turnover each year to be Executive Director – 2020-25
reinvested back into the organisation to make further service Business Change
improvements and Improvement
• Secure value engineering by the use of expertise from Gus Robinson MD Thirteen Homes 2021
Developments
25Major activities we will deliver to achieve this priority
3.4 Environmental management
We want to make our organisation more environmentally conscious and get all colleagues on board in helping
stamp out our direct carbon emissions, in turn reducing the negative impact we have on the planet. Everyone
at Thirteen is working internally to reduce our direct operational impact and we also want to work with partners,
suppliers and subcontractors to lower this more widely. This is both an environmentally responsible thing to do but
also makes great business sense.
Key outputs / activities Lead: When:
• Reduced carbon footprint Executive Director – 2020-25
• Increased recycling Assets
• Minimised waste
• Conserving water
• Introduce a Green Fleet
3.5 Financing the plan
We have significant financial capacity to deliver this plan but to deliver the level of investment planned within our
existing homes and neighbourhoods as well as in new homes, we’ll need to secure additional borrowing (within our
financial capacity) so that we can deliver the ambition of the plan.
Key outputs / activities Lead: When:
• Increased available funding facilities to maintain headroom in the Chief Finance Officer 2020-22
financial plan
• Investment in current and new homes and neighbourhoods
By delivering the above we will see that
• We are a trusted employer of choice and attract and • We maximise the human and financial investment in
retain the best talent services and products for customers
26We will measure progress by
Key Forecast Targets
Ref Performance Lead
Indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Colleague net
3.01 +39 +40 +40 +40 +40 +40 SDP
promoter score
Days lost to staff
3.02 10.8 9.5 9.5 9.2 9.2 9.0 SDP
sickness
3.03 Staff turnover 10% 14.6% 14.6% 14.6% 14.6% 14.6% SDP
Employees /
3.04 43.48 39.6 38.22 38.22 38.22 38.22 SDP
1,000 units
Office overhead cost
3.05 £1,144 £853 £874 £896 £918 £941 EPA
per person
3.06 Operating margin 20.4% 23.5% 22.6% 21.0% 20.9% 22.0% FDT&P
3.07 EBITDA/MRI margin 17.3% 17.1% 18.2% 18.2% 18.5% 18.5% FDT&P
EBITDA/MRI
3.08 255% 243% 260% 267% 257% 232% FDT&I
interest cover
3.09 Gearing 26% 28% 28% 28% 28% 28% FDT&I
Efficiencies
3.10 3.0% 3.0% 3.0% 3.0% 3.0% TBC FDT&P
delivered
Assurance
3.11 compliance all tests 100% 100% 100% 100% 100% 100% CFO
passed
276. How We Will Deliver
This Plan
To support people in achieving excellent
customer service we’ve also further clarified
and defined our expectations around what we
want them to do and how we want them to do
it. This means our values are lived daily and
our culture is continually shaped alongside
our aspirations to be a true employer of
choice.
We’ve introduced and continue to:
• Set expectations around one to one
meetings and bi-annual reviews, with a
digitised process to support a consistent
approach
• Consider and supply the right IT
equipment, workspaces and ways of
working, that puts colleagues more
in control of how they do their job
more efficiently
Our People Our reputation for having knowledgeable
At Thirteen, our people are the driving force and experienced people showing great • Provide tools, techniques and an
behind everything that we do. behaviours is one we want to maintain, so we environment that supports peer to peer
constantly train, develop and feed back to our recognition
Without them, we wouldn’t be able to people to ensure they’re the best they can be.
deliver and meet our customers’ needs and • Offer support in handling difficult
aspirations, whether that’s providing them We also want to make sure the future talent conversations, allowing poor behaviour to
with a home, pointing them in the right we think we need is right for the customer, so be challenged and removed
direction or offering them a helping hand. over the last year, we’ve:
• Revise tired and wordy policies and
Our customers value our staff and the work • Offered learning opportunities driven by procedures
we do, evidenced in our recent survey of the individual, so they fully own their own
• Support innovation, by encouraging new
tenants and residents, which showed 89% personal development
thinking and challenging anything
satisfaction in Thirteen’s services. • Started to create bespoke recruitment that gets in the way of positive customer
We know our people are passionate, capable campaigns that attract a diversity of experience
and uncompromising in their approach to talent, with simpler, more fun processes so
However, we want more at Thirteen.
delivering great things for our customers, but we don’t miss out on untapped talent
We know that happy employees =
we don’t want to stop there. We consistently • Revisited our induction programme when
happy customers and this leads to a
take customer feedback, consider responses we bring people into the business, which is
successful business so at Thirteen we’re
and act on them to ensure continued now bespoke to the varying roles and
uncompromising in our ambition to create
improvement. people we employ.
great days at work for all our employees.
28Ultimately a happy and engaged workforce • Introducing a coaching culture that • Launching an online reward and
is more productive with a psychological supports collaborative working and recognition platform, learning
commitment to meaningful outcomes. responsibility management system and other digital
solutions, making the internal customer
We spent time asking our people “what • Bringing in a 360 degree feedback
experience easier
makes them happy at work?” - how they want opportunities at leadership level
to feel at Thirteen that will make their day • Having staff awards recognising great
• Using our employee voice to identify
a great one and they told us they want to behaviours and service delivery
barriers to creating great days at work and
feel proud, valued, energised, challenged, in
resolving these • Working on a continued progression
control, connected and informed.
towards IIP Gold.
• Recognising true manager accountability
That’s why we’re actively:
for helping create a great day at work by Our most recent employee survey scored
• Creating a fully agile working environment giving them the business intelligence, and outstanding 39 ENPS score which means
that gives people choice in how they more training, support and responsibility people would recommend Thirteen as a
most effectively and efficiently place to work - so we know we’re on the right
• Introducing a meaningful talent
track and will work together to tackle themes
• Promoting our health and wellbeing management and succession planning
raised as part of the survey.
aspirations even further. Physical, mental framework that links into performance
and financial wellbeing are key, and we’ve management, reward and recognition, We want to carry on improving so we can
planned activities including a mindfulness talent acquisition and workforce planning compare our results to world class employers
programme, menopause in the workplace and so we know our colleagues have more
sessions and the supporting of key issues great days at work and make a much more
such as suicide awareness week. positive impact on our business.
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