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+ A T +E S T +
R
R
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+ + +
+ + +
+2 + +
015 –20
+ + +
+ + +
+ + +
Creating and
Sustaining
Thriving
Communities
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3
Contents
Chairman’s foreword
3
/01 Chief Executive’s introduction
4
/02 Transforming the way we deliver our services
14
/03 Ambitious growth and investment
22
/04 Enabling strategies
30
/05 Managing risk
42
/06 The delivery plan in outline
46
/07 Our success measures
50
Creating and Sustaining Thriving Communities
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+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
The production of Genesis’ new
+Corporate
+ Strategy
+ +could+not have+ + + + + + + +
come at a better and more propitious
+time.
+The period
+ which
+ this+strategy
+ + + + + + + +
covers will usher in great change to the
+external
+ landscape:
+and technologically.
+socially,+politically,
+ + + + + + + +
economically
demand for housing across all
+The
+ + + + + + + + + + + +
tenures is more acute than ever and
provider, we need to continue to
will only increase. Our population
change
+this
+
+
+
+
+
+
+ to +meetthatthe+liechallenges
+ +and +
is changing, evolving and ageing at
opportunities
ahead.
speed. The days of high levels of public
+investment
+ +in housing
+ supply
+ have+ + At the+ heart+of our+strategy
+ is the+ +
gone, perhaps never to return. The
need for a step-change in how we
notion of passive customers happily
+accepting
+ customer
+ +service+ across+ + deliver
+ services
+ to+our customers.
+ + +
In addition, it identifies how we can
a single channel at a time and to a
the development of thousands
+standard
+ dictated
+ by+the provider
+ +is + finance
+ homes
+ in the
+ absence
+ of+any +
of new
long gone.
significant government investment.
+In developing
+ +this strategy,
+ +Genesis
+ + Finally,
+ we +will look+to continue
+ +to find +
ways
to
improve
the
efficiency
and
has undertaken a detailed review of
effectiveness
of
what
we
do
to
+our business
+ +model+and the+operations
+ + up the
+ resources
+ +to enable+ us tofree
+build +
we have in place to make delivering
more homes and deliver great service.
objectives
a reality.
Genesis
is+
+our
+
+
+
+
+
+ + + + + +
an organisation that has changed
In commending its contents, I would
+much
+and–for+buttheasbetter
+ enterover
+ourthe50th
+last + like
+to add+my thanks
+ and+those+of +
few years
we
my Board colleagues to all the staff,
anniversary as a leading housing
+ + + + + + + residents
+ and
+ stakeholders
+ + who+have +
+ + + + + +
+ + + + + +5
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
played a part in the development of
this
+document.
+ I+know how
+ much
+ +
discussion and debate has gone into
creating this important blueprint for
+ years+of Genesis’
+ +activity:+
the+next five
both internally and externally.
+ + + + + +
I believe this Corporate Strategy to be
robust and forward-thinking, a plan
+ will+enable+us to +
which
build on+the +
successes of the past and ensure we
are+
well positioned
+ + to continue
+ +our +
important work.
+ + + + + +
Charles
+ Gurassa
+ + + + +
Chairman
+ + + + + +
+ + + + + +
Creating and Sustaining Thriving Communities
+
+
+
+
+
+
+
+
+
+
+
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+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+This strategy
+ +has been
+ produced
+ +following
+ considerable
+ + +
the organisation – including
+consultation
+ with
+throughout
+ and+staff.+The +
discussion
the+
Board,+
senior+
managers
contributions made during those discussions and events have
+helped
+to shape
+ the+direction
+ of travel
+ mapped
+ +out here.
+ The+
process followed has also enabled us to secure buy-in to the
+propositions
+ +set out+in this+document.
+ + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
Chief
Executive’s
introduction
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ + + + + + +
+ + + + + + +
+ +: Chief+Executive’s
+ +introduction
+ +
+ + + + + + +
+ + + + + + +
+ Context
+ + + + + +
+ + + + + + +
+ + + + + + +
for the strategy has a
+ The
+context
+ – all+of which
+ need+
number
of+
elements
to be taken into account.
+ Firstly,
+ a brief
+ look+back+at what+we +
have achieved over the last five years
+ – stabilisation
+ + of+our financial
+ position
+ +
following the shock of the financial
+ crisis
+of 2006-09;
+ +consolidation
+ +of +
the group structure; simplifying
streamlining our governance
+ and
+ +arrangements;
+ + +
and+
management
and embarking on a transformation
+ programme,
+ + the +first stage
+ of which,
+ +
the Genesis Way Programme, helped
put in place the required building
+ toblocks
+ of success
+ +– new+structures,
+ +
+ new
+offices,+new+processes
+ and+ +
systems.
so good, but we know we
+ Sohave+farmore
+to do +to finish+the job,+ +
Genesis as a first-class
+ establishing
+ of+housing
+ and+related+ +
provider
services.
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
Secondly, the demand for our homes
+services
+ is growing
+ +ever more
+ +
and
acute. The majority of projections
published
+ +in the+last year
+ suggest
+ that+
as a country we should be producing
between 240,000 and 250,000 new
+ a+year, and
+ yet +we are +actually+
homes
developing less than half of that
number.
+ +The shortage
+ +is especially
+ +
acute in London and the South East
where
+ the+cost+of accessing
+ housing
+ +
through the market is far out of the
reach of so many households. Over the
+five years
+ or+so we+have seen
+ the+
last
re-emergence of the Private Rented
Sector,
+ now
+ larger
+ than+the Social
+ +
Housing Sector. Generation Rent
(X or Y) face tremendous barriers in
+ + + + + +
accessing home ownership.
We
+can help
+ by+developing
+ more
+ +
homes for shared ownership,
intermediate rent and market rent, and
+ + + + + +
providing a better service than most
private landlords.
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + + +
+ + + + + + +
7
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+As a+country
+ +we+ + +
should be producing
+between
+ + + + + +
+ + + + + + +
+240,000
+ + + + + +
+and+250,000
+ + + + +
+new+homes
+ +a year,
+ + +
+and+yet +we are
+ + + +
actually developing
+less+than+ half
+ of+that+ +
+number.
+ + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
Creating and Sustaining Thriving Communities
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
8
Genesis Housing Association
Corporate Strategy 2015-20
9
: Chief Executive’s introduction
: Chief Executive’s introduction
240,000 new homes needed each year
£
68%
1/3
of these homes
of households would
would be in the
require some sort of
market sector (owner subsidy
occupation or private
market rent without
benefits)
1/4
of all housing
demand and need
is concentrated in
London
Demographic trends also demonstrate
how the population is getting older.
The challenge for associations is to
ensure our housing and the services we
provide will be suitable over the longer
term for our ageing population.
Demographic Changes
Source: ONS
++ The UK population grew to
64.1million (mid-2013 estimate) – a
gain of 0.63% over the previous year.
We operate largely in London and the
South East. London’s population, as
noted below, is also growing.
++ The UK population has increased by
around 5 million since 2001, and by
more than 10 million since 1994.
++ London’s population is estimated
to have grown by 108,000 between
mid-2012 and mid-2013 to reach
8.42 million.
++ 17.4% of the total population is aged
65 or over – an increase of 17.3%
since 2003.
++ Three million people are aged 80 or
over.
++ The number of people over 85 years
in the UK is predicted to double in
the next 20 years and nearly treble
in the next 30 years.
++ London’s population is set to
increase by 37% to more than 11
million by 2050.
++ The London Mayor’s office estimates
that this rise in population will mean
a need for 50,000 new homes a year.
++ The biggest rise in London’s
population is forecast to be in the
65-plus age group.
Creating and Sustaining Thriving Communities
10
Genesis Housing Association
Corporate Strategy 2015-20
11
: Chief Executive’s introduction
: Chief Executive’s introduction
Our Vision
Thirdly, our operating environment is
subject to constant and increasingly
rapid change. We commissioned
both a SWOT and a PEST analysis
from our senior managers to capture
developments that will affect us.
These provided us with a rich vein of
information and have made us think
how we should position ourselves for
the future.
We know from last year’s Autumn
Statement that we face more and
deeper cuts in public expenditure
programmes. We have to assume that
housing will not be immune from this.
In fact, the same Autumn Statement
confirmed a continuation of the
Affordable Rent regime by extending
the Affordable Homes Programme by
a further two years to 2020. There will
be no going back to the days of capital
subsidies covering 50% or more of
the cost of development. We have to
factor this into our thinking if we are to
play our part in helping to bridge the
housing shortage referred to above.
Fourthly, we need to be alive to the
risks we will face in pursuing our
strategy. We know that interest rates
and inflation are at unusually low
levels and are bound to rise over the
life of this Corporate Strategy. We
know there are risks associated with
continuing with some of our current
activity streams. The squeeze is on
Supporting People budgets. Welfare
benefit reform is having an impact
on Temporary Housing. We face
sales risks in undertaking shared
ownership and outright sale schemes,
and we know the regulator is worried
about the impact on organisations of
undertaking diversified activities per
se. Being aware of those risks we need
to ensure we have risk management
and mitigation strategies and actions
in place.
Fifthly, and most importantly, we
also have to recognise that we face
a major challenge in providing good
quality customer service. Through
our transformation journey we have
seen customers’ satisfaction with our
services decline – this is especially so
in respect of our repairs service and
service charges. We are determined
to reverse this trend and considerable
effort has been and will continue to be
made to make this happen.
Given this background we have
determined that our vision for Genesis
is to become
“A New
Style
Provider
for the
Digital
Age”
By this we mean that we will transform
the way we deliver services to our
customers, taking advantage of digital
technology; we will use the value in
our assets to deliver ambitious growth
targets and target our investment;
and we will become less reliant
on government grants and more
independent and self-sufficient,
choosing how we invest and where we
operate.
We believe that the adoption and use
of digital platforms and technologies
can revolutionise the way customers
access our services and how we deliver
them. They will enable customers to
access services when they want and
how they want. This will provide us with
better and more timely information
about our customers and particularly
their behaviour, preferences and needs,
enabling us to be more responsive and
more creative, flexible and innovative in
the way we respond. We anticipate this
will increase customer engagement
and at the same time make us more
productive and efficient.
Given the continuing reduction in
government grants we know that we
need to use even more of our own
resources or financial capacity to build
more homes. There is of course a
limit to our ability to do this. However,
Genesis is in a unique position. We own
a property portfolio which has an open
market value in excess of £6 billion.
We believe that it is right that we look
to capture and utilise that value to
supplement private finance borrowings
and any public subsidy secured.
Consequently, we have adopted a
strategic asset management approach
which will see us churn a proportion of
our stock in order to release that value
and help us fund the development of
new homes.
Creating and Sustaining Thriving Communities
12
Genesis Housing Association
Corporate Strategy 2015-20
13
: Chief Executive’s introduction
: Chief Executive’s introduction
Our Mission
Statement
Our Outcomes
Genesis has always been about much
more than just bricks and mortar. Our
current mission statement focuses
on Building Better Futures. We want
to extend this focus to embrace the
wellbeing of the communities and
neighbourhoods we serve.
Details of our objectives, priorities and targets for the next five years are set out in the following sections of this document.
They will of course be subject to annual review and change as necessary and as circumstances dictate.
We want to demonstrate our
commitment to helping our customers
and their communities to thrive and
have the best possible chances of
enjoying prosperous and healthy
futures.
As such we have determined that our new Mission Statement will be:
“Creating and
Sustaining Thriving
Communities”
A new Wellbeing/Corporate Social Responsibility Strategy will bring together the
activities we currently undertake plus new ones to help bring this aim to life.
In order to provide the organisation and our partners with an overall strategic direction of travel we have agreed that our
efforts will be focused on delivering the following seven high level outcomes:
Improved customer
satisfaction with our services
We are aiming to achieve a step-change
in customer satisfaction. This is a
challenge but considerable efforts are
being made to improve how we deliver
services.
Improved wellbeing of the
communities we serve
More detail is provided in the Corporate
Social Responsibility Strategy which
sets out our approach to improving
the social and economic wellbeing
of the communities we serve, and
our efforts to improve environmental
sustainability.
Concentrating on our core
areas by moving out of some
of the peripheral locations
within our portfolio
We are planning to exit from local
authority areas where we have little
stock and only a minor role to play. This
will see us sell or transfer management
of some 1200 homes.
Investing in at least 5000 new
homes
We will be delivering at least 5000 new
homes by 2020 and indeed would like
to exceed this target if finances permit.
An engaged and high
performing staff team
Access to our services will be
digital by default
We plan to take advantage of digital
technologies to transform the
way services are accessed by our
customers.
Improved financial surplus
through good budget
management, being efficient
and delivering value for
money
We will be improving our finances by
taking effective and timely actions to
make better budget and management
decisions that help us to achieve
maximum efficiency.
We will be investing in the development
of our staff through a new People and
Organisation Development Strategy.
Creating and Sustaining Thriving Communities
14
Genesis Housing Association
Corporate Strategy 2015-20
15
: Chief Executive’s introduction
To sum up, during the life of this
strategy we will be focusing on:
++ being operationally excellent in the
way we deliver services
++ people, both our customers and our
staff
++ investing in the delivery of new
homes and maintaining our existing
stock.
This strategy sets out what we aspire to
achieve over the next five years.
: Chief Executive’s introduction
Our Values and Behaviours, which
are embedded in everything we do,
define how we do things at Genesis.
Our Values describe the way we work
and the ‘contract’ between us, our
customers, stakeholders and partners.
They underpin everything that we
do, and we have spent the last year
working with our staff and colleagues
to weave them into the fabric of our
organisation and working practices.
We will continue to do this over the life
of this strategy.
Creating and Sustaining Thriving Communities
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+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
Genesis has undergone substantial change over the last five
years
+ to+create+secure+foundations
+ upon
+ which
+ to+build future
+ +
success. We know that as we have paused to focus internally,
our
+customers’
+ +needs+and expectations
+ + have+ continued
+ +to grow.+
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
Transforming
the way we
deliver our
services
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+
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ +: Transforming
+ + the+way we+deliver+ our+services+ + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
for improving customer
consequence, satisfaction with
+ Asour+aservices
+ is variable,
+ +and while
+ + opportunities
+ + Feedback
+ +from employees
+ +
experience.
places strong emphasis on the need
some of our customers report high
ensure
of satisfaction,
others
are
much+ to+
+ levels
+
+
+
+
+
+that underlying
+ + systems
+ are+
optimised to support the effective and
less engaged. Now we have the right
teams in place, we are well
+ people
+ toand+refocus
+on performance
+ + + efficient
+ +delivery+of excellent
+ +customer
+
service.
placed
and our customers, and we have the
+ foundations
+ +to help
+ us develop
+ +a + There
+ is +a growing
+ recognition
+ more+that +
customers
are
becoming
planned, sustainable and realistically
complex and demanding in a number
customer
services
strategy
+ ambitious
+
+
+
+
+
+
+ +all stimulated
+ +by the +
of+
dimensions,
over the next five years.
availability and use of digital and
customer
services
strategy
is the+ mobile
+ Our
+
+
+
+
+
+ technology.
+ + + + +
result of considerable consultation
In a fast moving environment, we want
customers and employees. There
+ with
+
+
+
+
+
+
+ +to this,+innovating
+ and
+
to+
be responsive
is shared ambition for us to achieve
evolving constantly.
and reliable services, which
+ consistent
+
+
+
+
+
+
+ + + + + +
we are continually improving and
In order to be customer ‘first’ we also
adapting to keep pace with customers’
have to be people ‘first’. Developing
and+
demands,
delivering
+ expectations
+
+
+
+
+
+strengthening
+ + our+customer
+ +
and
high levels of satisfaction.
culture will maximise the focus all
the
of +
+ Customers
+ +have +told us+that addressing
+ + employees
+ customers,
+ have+onby ensuring
+needs+they
their
are
repairs and maintenance, ensuring
empowered,
informed
and
supported,
+ accurate
+ and
+ value+for money
+ service
+ + with
+ joined
+ up, +contemporary
+ + +
charges, making it easier to access our
customer-centric systems. It will be
from first point of contact to
+ services
+
+
+
+
+
+
+ + by+purposeful
+ leadership,
+ +
characterised
point of delivery and expending less
and
alignment
of
our
people,
policies,
effort in doing so, present the biggest
+ + + + + + + + + + + + +
+ + + + + + +
+ + + + + + +
17
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
and investment decisions
+processes
+ value.
+ Embedding
+ + +
to what+
customers
robust performance management,
+strong
+organisational
+ +capability
+ in +data +
analysis and evidence backed decision+making+are essential
+ +features.+ + +
Focusing on operational excellence
help
+will
+achieve
+ consistent
+ +and + +
reliable services. It means achieving
for money targets across the
+value
+ + of +cost, customer
+ + +
three dimensions
satisfaction and delivery results. It
means
+also
+ adopting
+ +a continuous
+ + +
improvement approach to services
performance, and having internal
+and
+ + + + + +
policies, processes and systems, which
aligned and make it easy for our
+are
+customers
+ to+ +
people+
to use+
and our
access our services.
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
Creating and Sustaining Thriving Communities
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18
Genesis Housing Association
Corporate Strategy 2015-20
19
: Transforming the way we deliver our services
: Transforming the way we deliver our services
Living our
customer culture
Our aim is to deliver services which
meet the needs and expectations of
our different customer groups. We
have a growing older and vulnerable
population in our general needs
as well as our supported housing.
Designing services and products that
are appropriate for meeting their needs
and supporting their wellbeing will be
an outcome of this strategy.
Great customer experience,
satisfaction and loyalty come from
customer perceptions of value
which are often intangible, but are
meeting emotional or spiritual needs.
Surveys carried out with our care and
support customers point to this being
an underlying factor in their high
satisfaction results.
In the digital world this might be about
customers increasingly deciding
exactly what services they want and
exactly how they wish to consume
them; being able to mix and match
their services and decide on the
provider that offers best value for
money or suits their lifestyle choices
and needs.
We need to meet customers’ basic
physical and informational needs
quickly and then move onto more
added value solutions for customers.
Housing conditions, quality and
tenure have far-reaching impact on
our customers and the quality of
their lives. We know that housing
factors impact on a range of outcomes
including health, social and economic
wellbeing, enterprise and employment
opportunities, the environment and
other life outcomes.
As a social housing provider, we take
pride in the diverse range of services
we offer our customers, including
wider support that adds value to the
neighbourhoods where we work. We
recognise the impact our services
have on the communities we serve –
and this includes providing improved
customer services and meeting their
needs. And so we are committed to
improving our services, as this not only
improves the satisfaction levels of our
customers, but it has a direct impact on
our customers’ wellbeing and welfare.
The work we aim to do over the period
of this strategy on this is covered
below. It will not be delivered in
isolation. We will do this in addition
to ensuring that we deliver the basics
brilliantly.
So, to transform customer services, we
will focus on three dimensions:
++ living our customer culture
++ delivering operational excellence
++ giving great customer experience.
We want our people to deliver a great
experience for customers. We’ll
achieve this through the training and
development opportunities offered
by the People and Organisation
Development strategy and by aligning
our standards and behaviours to our
values to reinforce to employees what
‘good’ looks like. These activities will
form the basis of our customer service
training and be built into everyday
team activities and performance.
We’ll also re-launch our Employee
Recognition scheme as an important
tool in aligning employee behaviours to
our values and customer service vision.
Our refreshed and refocused induction
programme will align new starters to
our customer service strategy, goals,
values, behaviours and results.
We’ll optimise the use of existing
technology, by showing staff how to
use the systems and ensuring they
receive regular updated training as
they need it.
Our refreshed and
refocused induction
programme will align
new starters to our
customer service
strategy, goals, values,
behaviours and
results.
We’ll reinvigorate our approach to
recruitment so we employ people
who are keen to embrace our culture
of giving great customer experience
and operational excellence, and we
will employ managers who are great
coaches, guides and mentors and who
deliver top performance.
Creating and Sustaining Thriving Communities
20
Genesis Housing Association
Corporate Strategy 2015-20
21
: Transforming the way we deliver our services
: Transforming the way we deliver our services
Delivering operational
excellence
We have embarked on a rolling
programme of service improvements,
prioritising the achievement of specific
short term performance goals in the
service areas our customers have told
us present the biggest opportunities
for improving customer experience
– repairs and maintenance, service
charges and access to services. A key
principle underpinning this approach is
‘learning by doing’.
we also expect to develop a continuous
improvement culture across Genesis.
These improvements will be achieved
through a series of 8-10 week projects,
through which we expect to deliver
performance improvement in areas
that will promote higher levels of
overall customer satisfaction. These
projects will be delivered by small
teams of employees with the closeness
and understanding of the issues
in question to make the required
improvements.
We will also re-procure all our estate
and communal services to ensure we
can offer the best value for money.
We will develop the specification in
consultation with customers and
employees.
Successes from these projects will
be quickly embedded into day to day
operations and communicated across
the business with results reported
on a quarterly basis to Regional
Committees. By taking this approach
Achieving customer and business
targets in repairs and maintenance
is an operational priority for Genesis.
Both our in-house and contracted
providers will be aligned with the
customer service vision, standards,
performance indicators and targets to
deliver a seamless service.
Giving a great customer
experience
Successes from
these projects
will be quickly
embedded into day
to day operations
and communicated
across the business.
Giving great customer experience
hinges on listening to our customers
and delivering on our promises.
We’ll co-create with customers
innovative solutions to designing and
improving our services to ensure they
work well. Our customer involvement
strategy sets out a menu of options for
customers who want to get involved
and work with us on improving our
service offer.
Every contact we have with our
customers is an opportunity for us to
collect information to help improve our
service or meet a need, and we’ll focus
on collecting this information to help
us tailor our services appropriately.
We’re also benchmarking ourselves
with the best customer service
providers via the Customer Service
Institute and UK Customer Service
Index, and we will secure an
accreditation (e.g. Service Mark) to
provide external assurance of the
standards we are achieving as well as
understanding best practice and how
to apply it to our own standards.
With our ‘digital first’ approach, the use
of digital platforms and technologies
will help enhance our customers’
experience, giving more options for
accessing our services, when and
how they prefer. Capturing relevant
data on our customers will help to
target our services and offer the right
digital solutions to meet the range of
needs and expectations. We anticipate
our customers will appreciate this
capability and it will also make us more
productive and efficient. For some
customers and services, digital will
not be the best solution, so we will
continue to offer face-to-face contact
as one of our service delivery channels.
Our aim is to have fewer, better
contacts by making it easy for our
customers to do business with us. We
will focus on:
++ first point of contact resolution
++ assisted self-service for
transactional processes
++ personal contact for complex issues
++ proactive, helpful outbound contact
++ nudges and incentives for channel
shift in line with what is most
efficient.
Underpinning this aim will be joined
up and customer-centric systems,
empowered and informed employees,
and a governance structure across
Genesis to drive fewer, better contacts.
Creating and Sustaining Thriving Communities
22
Genesis Housing Association
Corporate Strategy 2015-20
23
: Transforming the way we deliver our services
The move towards digital technology
provides an opportunity to work
with our customers to rethink and
redesign the ways in which we can
provide services and manage our
neighbourhoods. By embracing ‘digital
first’ we will be able to get accurate
information quickly to our people
working in the field, enabling them
to respond to customer requests and
make informed decisions. Different
devices for different jobs will be piloted
and, together with the appropriate
software, the best tools for the job will
be provided to deliver services in a
person-centred, efficient way.
We are developing The ‘Genesis
Promise’ as a comprehensive set of
standards which will include:
++ customer service standards
++ the Genesis property standard
++ scheme and neighbourhood
standards.
The Genesis Promise will also set out
customer rights and responsibilities.
Together these will describe what
customers living in a Genesis home
and/or estate can expect in terms
of service, the maintenance of their
home and the upkeep of their estate or
neighbourhood, helping us deliver our
mission of creating and maintaining
thriving communities.
: Transforming the way we deliver our services
The move towards
digital technology
provides an
opportunity to work
with our customers to
rethink and redesign
the ways in which we
can provide services
and manage our
neighbourhoods.
Giving each other and our customers
an outstanding customer experience
is something we are all responsible for
at Genesis. The Genesis Service Style
is our commitment to customers and
colleagues.
Walking in the shoes of our customers
Saying what we are going to do and
when we are going to do it
Keeping our promises
Creating and Sustaining Thriving Communities
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+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
There is little doubt that the past few years have been incredibly
challenging
+ + for+Genesis.+The+extremely
+ difficult
+ economic
+ + +
environment, precipitated by the financial crisis of 2006-09,
has meant that we had to resolve a number of issues before we
+ look+ to move
+ forward.
+ + + + + + +
could
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
+ + + + + + + + + +
Ambitious
growth and
investment
+
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+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ +: Ambitious
+ +growth+and investment
+ + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ We
+had a land
+ bank+ of a +number+of + Decent
+ Homes
+ +standards.
+ And+we have
+
continued to deliver on our two large
development sites where viability was
projects at Grahame
best. Our existing stock
+ problematic
+ atfrom
+under-investment.
+ + + scale
+ inregeneration
+ and
+ Woodberry
+ +Down+
Park
Barnet
was+
suffering
in Hackney, providing new homes as
We had increased our operating
well
to
over +
80 local
authorities,
+ footprint
+
+
+
+
+
+ as quality
+ management
+ + services
+ +
and impactful social and economic
placing significant pressure on our
services.
+ capacity
+ to+deliver
+quality+source
+of our+ wellbeing
+ +programmes.
+ + + +
Meanwhile,
a significant
As
a
result
of
those
positive outcomes,
funding, public subsidy in the form of
we
are
now
in
a
far
better
both
+ social
+ housing
+ grant,
+ has+been+reduced+ strategically
+ + and+financially,
+ position,
+develop
+
to
in successive government programmes
sustainable and realistically
+ and+is likely+to disappear
+ +altogether.
+ + aambitious
+planned,+investment
+ +strategy+for the+
next five years.
However, as of today, we find ourselves
+ in a+more +positive+position.
+ We+have + Our+investment
+ +strategy+ has +emerged+
either developed out or disposed of
as the result of much work across all
In+
the process,
+ allweour
+havelandbeen
+bankable+sites.
+
+
+ +directorates
+ during
+ the+ past+
Genesis
to deliver more
year. It is intended to serve the needs
5,200 new homes over the past
of+
our existing
as well
+ than
+
+
+
+
+
+
+ customers
+ new+ customers.
+ as +the
five years and have a current pipeline
acute
demand
from
of over 3,000 new homes moving
+ forward.
+ These
+ have
+ included
+ new
+ + Clearly,
+ our
+ existing
+ customers
+ +are +
developments at Stratford Halo
important to us and it is vital we ensure
Mildmay in east London, Zenith
the
+ and
+
+
+
+
+
+
+homes+ and+services+we provide
+ +
in north London and Phase 1 of
are of a standard that meets their
needs. But the need for new provision
+ Chelmsford
+ +in Essex
+ – all+amulti-tenure
+ + + + +
developments
providing
wide+
range+ is+
also immense, particularly in the
of options for customers.
we serve and the
+ We+have also
+ invested
+ in+our existing
+ + geographic
+ faced
+ areas
+ groups
+ +
issues
by+
customer
such
as
low
income
working
families,
+ stock+ to ensure
+ all+our homes
+ meet
+ + + + + + + +
+ + + + + + +
+ + + + + + +
25
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+‘Generation
+ Rent’,
+ potential
+ +home + +
owners and specific care and support
others. Therefore,
+segments
+ amongst
+strategy
+ will+look to+ +
our investment
deliver further significant investment
existing
+innewourhomes.
+ +stock +as well +as enabling
+ +
+However,+ the +investment
+ strategy
+ + +
will also need to look wider than
our+
new and
+just
+ existing
+ homes
+ in+ +
order to create and sustain thriving
to deliver
+communities.
+ +forIt willourneed
+residents
+ but+ +
better places
also better futures by providing
+opportunities
+ +to those+who+need + +
them. To enable this, we will also
committing significant targeted
+beinvestment
+ in+social +and economic
+ + +
programmes designed to
+wellbeing
+ + + + +
create +
these opportunities.
+Inwillsummary,
+ the+ investment
+ +strategy
+ +
focus on:
+++ investment
+ +in our+existing+ homes
+ +
+++ investment
+ +in social
+ and+economic
+ +
wellbeing
+++ investment
+ +in new+provision.
+ + +
+ + + + + + +
Creating and Sustaining Thriving Communities
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
26
Genesis Housing Association
Corporate Strategy 2015-20
27
: Ambitious growth and investment
: Ambitious growth and investment
Investment in our
existing homes
While all Genesis’ properties are now
at Decent Homes standard, we want
to offer our customers more than
this basic level of quality. We call this
higher level the Genesis Standard, and
by 2020 we expect all our homes to
achieve it.
We are aware that we are not most
effective in areas where our level of
stock is minimal and we don’t have the
resources available to support ongoing
investment. We have identified local
authorities that meet these criteria.
We will proactively engage with other
registered providers within these areas,
who have a greater presence and are
better able to deliver services to these
customers. We expect to complete this
work no later than 2020. This approach
will allow us to focus our resources
more effectively to allow better service
and options within an optimised
operational footprint, to the benefit of
both existing and new customers.
We have carried out research amongst
our residents and our staff to find out
what they would want the Genesis
Standard to provide. Chief amongst
their concerns was to be able to have
a sense of pride in their areas, not
only in the buildings in which they live
but in the communal areas also. Just
as importantly, they also wanted us
to address the cost of heating their
homes as well as creating need for
fewer repairs.
We are looking at how to make our
new and existing homes more energy
efficient and affordable to heat. We
are investigating standardised, quality
components to make maintenance
quicker for residents and more cost
effective for Genesis as well as reducing
the need for repairs.
But the Genesis Standard won’t be a
one-off initiative. Once we’ve defined
the initial specification, we’ll constantly
seek to improve it to ensure that our
homes are always fit for the needs of
our customers.
Investment in social and
economic wellbeing
We are investigating
standardised, quality
components to
make maintenance
quicker for residents
and more cost
effective for Genesis
as well as reducing
the need for repairs.
The core purpose of Genesis over the
tenure of this plan is not just about
developing new homes, delivering
more services, or winning contracts
– it is about having the ability to
invest in the communities we serve
through physical, social and economic
regeneration programmes. As a
housing association, we are – and
always have been – about homes,
communities and wellbeing.
At the heart of this strategy, we will
seek to serve those in need by the
optimum and sustainable use of our
resources. To do this, we aim to take
positive actions that achieve a balance
of economic, environmental and social
imperatives. We will proactively reduce
negative environmental impacts and
act in conformity with our social and
ethical principles as well as meeting our
customers’ expectations. And for us to
do that, we know we must be financially
secure.
Our aim is to extend our focus to
embrace the social and economic
wellbeing of the communities that
we serve so that they have the best
possible chances of enjoying a
prosperous, healthy and sustainable life
– now and in the future. We will do this
by taking proactive action – developing
new energy efficient homes, making
our existing homes energy efficient,
reducing, recycling and reusing waste,
and working with our partners to create
opportunities for the communities we
serve to adopt such behaviours.
We know that addressing
environmental impacts is not just
about reducing our carbon footprint. It
is also about the health of our people,
helping to reduce hardship to families
caused by rising energy bills, and
about providing safe and well insulated
homes. We were recently awarded
Silver status in the Sustainable Homes
Index for Tomorrow (SHIFT) – an
independent assessment operated by
Sustainable Homes. We are committed
to improving on this assessment and
aim to move to ‘Gold’ for the next
public assessment in 2016 and to
‘Platinum’ by 2019.
As well as meeting our legal obligations
on health, safety and environmental
activities, we aim to maximise the
synergies of our practices and those
that relate to improvements within
the home life. We will ensure that our
staff adopt good practice and we will
provide our staff with the right tools
and understanding to support our
customers to help improve their
wellbeing. Working with partners,
we will focus on activities such as
introducing community gardens.
Our customer base includes many
households facing severe challenges,
some financial, others because of
illness or disability. We will continue to
provide support to our most vulnerable
customers to enable them to sustain
their homes. As the reforms to welfare
benefits begin to affect our customers,
we will increase our support to ensure
that our customers are prepared for
the changes, do not suffer from any
negative impacts of the reforms and
are not financially excluded as a result.
We will ensure early interventions
both in terms of providing appropriate
support and in reinforcing messages
on non-payment.
Creating and Sustaining Thriving Communities
28
Genesis Housing Association
Corporate Strategy 2015-20
29
: Ambitious growth and investment
Taking maximum advantage of
technology, we aim to make it easy
for our customers to make payments,
including using mobile technology. We
will provide the right tools to our staff
to enable e-payments in customers’
homes. We will work with our partners
to help our customers gain the skills
they will need so that they are able to
get online, access our services easily
and are able to claim their benefits.
We will work with our partners and
extend services that provide direct
support and guidance to our customers
around budgeting, managing finances
effectively and providing personal
budgeting support.
We will continue with our campaign on
benefit-awareness, communicating
changes to the benefits system and
offering targeted support – either
directly provided by us or provided by
our partners. We will maximise this
by use of appropriate channels, and
making use of available technology to
reach our customers.
: Ambitious growth and investment
We will use our own business to create
opportunities for residents. We will
work closely with local communities,
residents and partners to improve
neighbourhoods and lives by
commissioning bespoke packages of
training, apprenticeships, volunteering,
and employment opportunities. Our
work promotes wellbeing and creates
environments where individuals,
families and communities can feel
informed, empowered, healthier and
happier. The table on the next page
summarises our key objectives.
Over the next five years, we will
aim to invest at least £3 million in
our communities and we will work
to increase this investment by
contributing funds from our overall
profits and working with our suppliers
and partners to provide a range of
exciting opportunities for our residents
to improve both their social and
economic wellbeing.
Service is all about benefit. Our
approach will extend beyond a
traditional model to one which actively
engages with residents to define
excellence in service delivery. This
will help to drive up aspirations in our
neighbourhoods and encourage a
greater sense of ownership and pride in
our communities. People create places,
and our strategy is to build a collective
shared response to improving places,
lives and economic wellbeing.
Creating Great Places
Empowering Customers
Sustaining Better Neighbourhoods
++ Create community and social
infrastructures.
++ Enable customers to have real
influence in their locality by shaping
the places where they live.
++ Develop packages of Genesis
Financial Inclusion activities and
implement based on local need
avoiding duplication.
++ Develop strategies for the use of
++ Support local Community
commercial premises by social
++ Research volunteer models for
Development Trusts or other
enterprises, with funding covered by
rewarding/incentivising residents
resident-led organisations.
asset surpluses and converted to a
e.g. time banks, annual awards
grant.
++ Establish a rolling programme of
ceremony and decide on model for
work experience opportunities for
++ Enable residents to become
GHA.
residents.
economically active by residents
++ Use website and social media
delivering neighbourhood services.
++ Employ apprenticeships/graduates/
to market Corporate Social
trainees directly across Genesis,
++ Evaluate setting up a business hub
Responsibility opportunities and
promoting the opportunities to our
in a strategic neighbourhood (e.g.
contributions.
residents. This includes working
Grahame Park, ARU Chelmsford) run
++ Identify organisations delivering
with our partners to maximise
by the local community.
Financial Inclusion work in each of
opportunities for our customers.
++ Ensure the health and safety of our
our core boroughs and establish
stakeholders – customers, staff and ++ Work with our partners to provide
contact/referral mechanisms, joint
guidance and assistance to our
our partners. A safe neighbourhood
working/SLAs/commissioning and
customers to help reduce their fuel
makes a great neighbourhood for
communicate to residents.
bills and address fuel poverty.
our communities.
++ Actively consider and take steps
++ Ensure that the homes we provide
to reduce the impact of our work
meet the environmental standards
and that of our partners on the
and contribute to the reduction in
environment, and proactively
the overall carbon footprint.
take measures to improve the
environment through tailored
initiatives.
Creating and Sustaining Thriving Communities
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ + + + + + + + + + + + +
+30+ + + + + + + + + + + +
+ :+Ambitious
+ growth
+ +and investment
+ + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+Investment
+ + + + + + +in+new
+ + + +
+provision
+ + + + + + + + + + + +
+ + + + + + + + + + + + +
The objective throughout our
Market tenures within these
strategy
is to+
help create
developments
+investment
+
+
+
+
+
+ + will+also help
+ us+to cross-+
and sustain thriving communities.
subsidise the development of other
are committed to delivering great
+We
+ + + + + + affordable
+ +housing+solutions,
+ such
+ as +
places and better futures for the
shared ownership and intermediate
those who would not
+customers
+and communities
+ by delivering
+ we+serve + rents,
+ which+behelp
+easily.+
and +
we’ll achieve
this
otherwise
able+to find+a home
a clearly articulated and planned
This will be particularly important as
to+
investment.
We’ve +
set a + public
+approach
+
+
+
+ subsidy
+ becomes
+ +less available.
+ +
target of building a minimum of 5,000
Given the acute shortage of affordable
homes within our operational
+new
+
+
+
+
+
+
+ especially
+ +in London
+ and
+ the+
housing,
footprint. We’ll do this in a variety
South East, we believe we have a role to
of ways from taking on at least one
aspirations
+additional
+ large-scale
+ + regeneration
+ + + play
+in helping
+ to+meetforthe
+whom
+housing+
of
those
households
project, to identifying and delivering
is out of reach. Over the last five years
opportunities
within
+redevelopment
+
+
+
+
+
+
+we have
+ seen+the re-emergence
+ + +
or so
our existing portfolio.
of the Private Rented Sector, now
+We’ll+also pursue
+ a+number+of + + larger
+ than+the Social
+ Housing
+ +Sector.+
large-scale projects in the style of
However, ‘Generation Rent’ (X or Y)
+Stratford
+ Halo,
+ our+mixed+tenure+ + faces
+tremendous
+ +barriers
+ in accessing
+ +
development of more than 700
home ownership. In investing in new
we aim to offer homes for
+homes
+ inuseast
+to London.
+ aMixed
+ tenure
+of + homes,
+ ownership,
+ +intermediate
+ +rent +
shared
will allow
provide
variety
and market rent providing a better
housing options to a wide customer
creating
stronger
and
more
service
+base,
+
+
+
+
+
+
+ than+ most+private+landlords.
+ +
diverse communities. It will also
As we develop new homes, we will aim
investment in the form of retail
+attract
+
+
+
+
+
+
+ the+increasing
+ demand
+ +of +
to meet
and other businesses and help to
those households who have
+regenerate
+ +and enhance
+ +those areas.
+ + + + + + + +
Genesis Housing Association
Corporate Strategy 2015-20
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
below-median earnings and so are not
wealthy
+ enough
+ +to access
+ housing
+ +
through the market and are too
prosperous to receive welfare benefits.
+ + + + + +
We know this will require a review of
our nominations arrangements with
+ authorities
+ +as well+as a review
+ +
local
of our asset management strategy
to+
maximise
+ the+current+value+of our+
current assets and develop new homes
so that these meet the needs of our
+ +today,+and in+the future.
+ +
customers
At the same time, we will review and
+ a+more+rational+approach
+ to+
develop
rent setting policy.
+ 5,000
+ homes
+ is our
+ target,
+ we +
While
would hope to be able to deliver more
+ this+by 2020.+To help
+ us do+so +
than
we will be engaging with partners
and
+other+stakeholders
+ +to investigate
+ +
making development schemes more
viable in the long term. We will also
+ opportunities
+ + for+ joint+ventures
+
explore
and partnerships with local authorities
and
+private+ developers
+ +to deliver
+ new+
homes.
+ + + + + +
+ + + + + +
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ + + + + +
+ + + + + +
+ + + + + +
: Ambitious growth and investment
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+ + + + + +
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
31
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
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+
+
+
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+
+
+
+
+
+
+
+
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+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+We have
+ ambitious
+ +plans for+ delivering
+ excellent
+ +customer
+ service,
+ +
+increasing
+ housing
+ +supply+to meet+the needs
+ of+future+customers,
+ +
and making robust investment decisions to help us grow our
To achieve these ambitions, we recognise that we need to
+business.
+resources
+ –+financial
+ and+IT – and+the right
+ skills
+ at +
have+
the right
our disposal. In order to deliver these ambitious plans we need to
+invest
+in our+staff and
+ develop
+ their
+ potential
+ so+that they
+ are+able +
to help deliver our business priorities.
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
+ + + + + + + + + + +
Enabling
strategies
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ +: Enabling
+ strategies
+ + + + + + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
+ 1.
+ Finance
+ + + + +strategy
+ + + + + +
+ + + + + + + + + + + + +
+ + + + + + + + + + + + +
does not fit with our ambitions.
the heart of this strategy is our
+ Atambition
+ to+improve
+ the+services+ we + which
+
+ going
+ forward
+ should
+ +
Our
strategy
provide to our customers and meet
the highest level of
needs.
And +
to do this,
we +
know + be+to gain
+ their
+
+
+
+
+gives+good +financial+
leverage
that
still
that we have to maximise the value
control and sufficient buffer for the
from our assets and our ability
+ realised
+
+
+
+
+
+
+ + and+to compare
+ +ourselves
+
unexpected,
to generate funding so that we deliver
to
a
wider
group
of
associations
whilst
our ambitions.
+ Our+current+strategy
+ aims+to compare
+ + still
+complying
+ +with lenders’
+ covenants.
+ +
In the new world housing finds itself,
funding and
financial performance with other
+ our
+ +However
+ the+G15 is+a where
+ there
+ ishasless
+topublic
+from+
development
be+
funded
G15+
associations.
our own resources, we will most likely
very diverse group with varying stock
history
and
liquidity.
To
this + find
+ profiles,
+
+
+
+
+
+other+organisations
+ +having+to +
increase their gearing if they wish to
end the reality is that only about five
+ ofto the
+ G15+make +good comparators
+ + + continue
+ +building+ new+homes.+ +
Genesis and so we are perpetually
+ considering
+ +ourselves
+ to+be poor+ + Covenants
+ + and+borrowing
+ capacity
+ +
performers.
Whilst we have loans with all high street
+ The
+high historical
+ +levels+of debt+and + lenders
+ and
+ a number
+ +of covenants,
+ +
write downs in asset values, combined
our two main covenants and their
+ with
+the lack
+ of growth
+from+inthevaluecurrent
+ + hurdle
+ rates
+ are:+ + + +
normally
delivered
Gearing:
development programme have all
meant
that
Genesis
has
been
unable
+ to improve
+ +its metrics
+ quickly.
+ +This + 65%
+ + + + + +
Interest Cover:
only happen as we start to deliver
1+
Year: 105%,
+ will
+
+
+
+
+
+
+ 3+Year 110%
+ + +
new homes at better value and more
quickly, unless we simply stop building
+ + + + + + + + + + + + +
+ + + + + + +
+ + + + + + +
33
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
basis on which our gearing
+The
+ are+calculated
+ is +also + +
covenants
often referred to as Net Leverage
benchmarking
+onoverleaf
+shows+thereports.
+ The
+ table+ +
equivalent measure
our sector as a whole, rated
+for
+ in+England,
+ and+the G15.
+ +
associations
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
Creating and Sustaining Thriving Communities
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
34
Genesis Housing Association
Corporate Strategy 2015-20
35
: Enabling strategies
: Enabling strategies
Gearing
Operating Margin Targets
Interest Cover
2013
2012
2013
2012
2014 Actual
2015 F/Cast
2016
2017
2018
2019
2020
Sector - Traditional HAs
(source Global Accounts 2013)
37%
37%
147%
128%
24.5%
28.2%
28.8%
30.2%
30.7%
31.0%
31.5%
Moody’s – English Rated HAs
45%
46%
150%
125%
G15 (2014 stat accounts)
37%
38%
198%
183%
Genesis
46%
46%
146%
156%
As can be seen in the table, whilst our
gearing position appears high when
viewed in the context of the G15 it is
comparable to the median for all rated
associations.
From the work done to re-model
the Long Term Financial Plan (LTFP)
to incorporate our new investment
strategy and the establishment of
a new market rent funding vehicle,
our gearing increases to the mid to
high 50% range. Whilst, this is still
within our covenant threshold of 65%,
we are conscious that we need to
retain a buffer in case our operating
environment worsens and therefore
aim to stay below 55% with a tolerance
of a further 2-3%.
Our main focus should remain on
improving profitability and therefore
interest cover. This is the measure
which tells the bank that our core
business is paying its way and that
we can pay the interest due to them
without any issue. To achieve this
it is important to deliver improved
operating margins.
£5billion in the next three years, they
also anticipate seeing a dip in operating
margins in 2016 but recovery to
support this by 2017.
Operating Margins
It is important that Genesis builds on
the platform created by the Genesis
Way Programme (GWP) and continues
to strive to improve value for money.
The sizeable capital expenditure
incurred during GWP will not have been
expensed until the end of 2015, so
that itself will mask other efficiencies
being made. Our operating margin for
FY2014 was 24.5%, the sector average
is 25.5%, with rated associations closer
to 29%.
Continuous improvement is required
to support the growing levels of debt.
Moody’s recent outlook on rated
associations stated that whilst they see
our sector borrowing in the region of
Our goal should be to improve our
operating margin to at least the
median for rated housing associations,
currently 29%, which is also the
median for G15 associations by 2017,
Our target is to always keep interest
cover at above the three-year hurdle
rate of 110%, building a buffer of an
additional 10%. This will allow for the
unexpected in any one year without
creating a covenant issue and allow a
recovery plan to be implemented in the
following two years.
and to improve by 0.5% per annum
thereafter until the end of the strategy
period. This is in line with Moody’s
expectations of the rated sector.
Given the level of cost reductions made
during the Genesis Way Programme
this cannot be made from sizeable
further cost reductions , but will be
realised across many smaller efficiency
savings. Small financial improvements
in percentage terms can deliver a cash
improvement of £1.3m for every 0.5%
of operating margin improvement,
which is sufficient to fund £26m of debt
to drive our growth strategy or reduce
gearing.
We will need to develop a culture of
continuous review of financial value
for money in everything we do. The
key areas of focus to support this
will be to embed a stronger value for
money message across the business
and expect that all budget managers
and staff will be able to identify both
successes in delivering and further
opportunities to make savings.
Some primary areas of focus will be:
++ to identify current value detractors –
these are areas of unnecessary loss
or expenditure. A review to identify
these areas will start in year one of
this strategy (2015-16) to generate
a list of target areas and easily
quantifiable savings.
++ an annual programme of
procurement efficiencies – this
will help deliver better internal and
customer delivered value for money.
This will also enforce good buying
practices across the business.
++ third party managing agents and
superior landlords – this is an area
where we have historically been
accepting of cost levels and which
has frequently created lower levels
of customer satisfaction. The
service charge team will start to
challenge these costs and drive
improved performance.
++ identify rental maximisation
opportunities – e.g. garages and
parking spaces. In London these
have a high value. Historically, we
have not explored the potential,
and this gives us an opportunity to
maximise our income level.
++ embed the delivery of value for
money in every member of staff’s
objectives. Our staff routinely see
opportunities to create additional
value for money, however the
mechanisms for crystallising these
is not transparent. We will enhance
visibility of these innovative
practices, which will be driven via
the value for money forum.
++ opportunities for automation
of process – this will evolve as
our IT strategy is developed. All
enhancements will deliver some
form of added value. It should
also be noted that not all process
improvements are tied to IT
solutions, and we will look for
quick win opportunities as we
further embed the Rapid Results
programme.
++ channels of finance that reduce
cost of borrowing – opportunities
to develop new direct channels with
investors and Government-backed
funding will be pursued to drive
down or minimise the overall cost of
funding.
Creating and Sustaining Thriving Communities
36
Genesis Housing Association
Corporate Strategy 2015-20
37
: Enabling strategies
: Enabling strategies
2.Information Technology (IT)
strategy
The previous objectives will be
supported by our value for money
strategy, which will generate activities
and visibility of corporate targets
that we will embed in each year’s
budget setting process. If we anchor
controllable costs to CPi whilst income
increases by CPi+1% we should aim to
bank half of each year’s increase above
CPi to achieve this growth. This itself
will drive efficiencies to offset higher
than CPi increases.
Optimising contributions from
business streams
Better knowledge and clarity of the
true cost of business functions and
income streams is required to allow us
to make smart business decisions form
an informed position. Performance
information needs to be developed,
in an electronic platform, to allow
dynamic and near time information to
be available. This will mean that we can
identify areas that add or detract value
from our overall business. This does
not mean we will only undertake those
which contribute the highest profit, but
will allow us to further validate the true
social cost of our business decisions.
Work will commence during
2015-16 to map out the data sources
and any enhancements required in
how we capture data. During this time
period we are upgrading our finance
system (Agresso) to the latest version
and this build will allow us to identify
opportunities to capture data in the
correct level of detail to support this.
Our aim is to then develop a consistent
level of information across all areas of
our business to support both evidence
of value for money and to inform the
next year’s service planning process.
Our objective should be for this to be
live during 2016-17.
Effective performance metrics
An overview of the many areas
of benchmarking activity will be
undertaken in 2015-16 to identify the
best business relevant targets. Targets
will be supported by relevant evidence
and reviewed annually to ensure
continuous improvement and support
the financial improvements required
within this strategy.
It is important that
Genesis builds on
the platform created
by the Genesis Way
Programme and
continues to strive
to improve value for
money.
Our existing strategy is based on
a simple premise: our business
strategies and the high level outcomes
that we wish to achieve drive the IT
Strategy. The following objectives will
form the basis of our new IT strategy:
1. Customers will receive better
services and will be able to access
services in more convenient and
accessible ways. Our vision is of a
Digital First (self-service) approach
for our customers.
2. Our staff will continue to be able to
work flexibly and in a more mobile
way than today and new systems for
staff will focus on digital, self service
and mobile solutions
3. Use of hybrid Cloud Services, which
have served well over the past 18
months, will continue and may be
stepped up.
In recent years, we have delivered
systems solutions to improve business
processes and improve our customer
services by ensuring the right tools
for our staff to achieve this. It has
become clear that this approach, whilst
solving many operational problems and
removing complexity and inefficiency
from the business, has not wholly
addressed the need to provide holistic
solutions to meet the increasingly
diverse and complex service needs of
our customers. These solutions often
require robust and seamless crossfunctional working. With increasing
customer expectations for self service
and the ability to access services when
they want and how they wish, our
current IT systems are not fully capable
of supporting the digital service
delivery model to which we aspire in
this strategy.
We know that achieving our digital
by default ambition will take time.
Therefore it will be necessary to
continue with some of the current IT
projects – a combination of short term,
tactical and strategic developments
– to continue to deliver and embed
higher levels of customer services and
improve the basic levels of service
provided across the entire business.
Globally, IT is entering the so called
“Third era” of Enterprise IT. Up until
now, Genesis focused on process
discipline, control and driving
efficiency. Now that our customers
aspire to greater use of digitalisation we
know that this requires a fundamentally
different approach to how we use
IT resources. Digitalisation drives
new innovations into products and
most importantly enables improved
customer services. We know that IT
is key if we want to achieve our high
level outcome of ensuring services
and access to our services is delivered
digitally first.
Whilst externally IT is undergoing
its most rapid and radical phase of
change, we are cognisant that in
contrast, the development of Housing
Systems software is lagging behind
this innovative trend and there are
few improvements flowing from the
established suppliers.
The development of digital solutions
and the access to systems and
services which are provided digitally to
customers is revolutionising service,
and our IT strategy will be built around
the core business principle of new
Creating and Sustaining Thriving Communities
38
Genesis Housing Association
Corporate Strategy 2015-20
39
: Enabling strategies
and future systems providing services
digital first.
We acknowledge that this change
is a huge step forward for Genesis.
The potential for improving services
and changing the cost model that
underpins service provision, from
one where internal staff are at the
backbone of service provision to
one where IT systems take the strain
(particularly out of low-value, highvolume transactions), will be an early
focus of the new strategy. Thus,
achieving our vision of migration,
by 2020, to a business model where
digital services are at the core of the
service offer, presents a significant
but exciting challenge. This will need
a new approach to development and
delivery and will drive a different type
of infrastructure to deliver it.
This shift in emphasis towards digital
first presents new opportunities
to continue to leverage service
improvements and achieve higher
efficiency gains. This means our
approach will be:
: Enabling strategies
1. renovating the core of IT (systems
and infrastructure), so it is more
appropriate as a digital platform for
improved customer service delivery
2. helping to provide powerful digital
leadership in conjunction with
the business to be able to take
advantage of new digital solutions as
they emerge in the market place.
The new strategy will aim to cover:
1. Demand for Services (driven
by Digital First): how we will
deliver leading customer services
maximising our IT capacity
2. Control: how IT will promote
strategic behaviours and deliver the
strategy
3. Supply of IT: how we will evolve IT
capability and supply over time and
deliver increasing value for money.
The key components will be:
1. business success and capabilities
– as defined in this strategy and IT’s
contribution to delivering the high
level outcomes
2. architecture – systems and
infrastructure to support and
develop IT to help deliver world-class
customer services in an uncertain
and rapidly emerging digital world.
Our IT strategy objectives are to:
++ consolidate the systems
development programme, software
and infrastructure around very few
common systems and platforms
to enable quicker and more cost
effective systems and systems
delivery.
This means that data will be more
easily and cost effectively shared
between systems and provide a
common interface for staff. This
is a change from the current
approach which requires off the
shelf systems/modules to be joined
together with costly customised
interfaces
++ implement integrated systems
which share data and have fewer
interfaces. The systems programme
will focus on customer outcomes
rather than business processes,
so that our business will be more
efficient and capable of significant
improvement in service delivery to
our customers.
++ enable the Business Solutions
team to extend their skills to
include capability to deliver core
applications, thus reducing the
dependency upon, and cost of,
third-party organisations from
today’s level. This will increase IT’s
flexibility to support the group’s
rapidly changing requirements and
to be more cost-effective.
++ systems will be centrally
“architected” to deliver the above.
Design decisions will incorporate
the following principles to improve
Customer Experience and provide
improved long term value:
the digital service agenda (selfservice)
-- a reduction in the number of core
systems.
This shift in emphasis
towards digital
first presents new
opportunities to
continue to leverage
service improvements
and achieve higher
efficiency gains.
-- a Customer Portal developed
using CRM with new systems
to deliver digital first solutions.
Information will be updated in real
time whenever possible
-- enhancement and changes to
existing systems will only be
accepted when they do drive
Creating and Sustaining Thriving Communities
40
Genesis Housing Association
Corporate Strategy 2015-20
41
: Enabling strategies
: Enabling strategies
3. People and Organisation
Development Strategy
Our strategy is designed to support the
delivery of our corporate ambitions
over the next five years. It provides a
framework that will enable the pursuit
of operational excellence, and ensure
that our mission to create and sustain
thriving communities is realised.
This is the first time that Genesis has
described a way forward in terms
of Organisation Development. The
strategy aims to deliver ‘business
improvement through people’, and
encapsulates a series of activities,
plans and processes which either exist
already, or will be developed in order
to provide a coherent and consistent
narrative that will make sense to both
customers and to the people who
work for Genesis. Our aim is to have
an engaged and high performing
workforce. We know that our staff play
a crucial role in delivering services to
our customers. We want our staff to be
skilled, knowledgeable and equipped
with the right tools so that the service
we provide meets the needs of our
customers and results in high levels of
customer satisfaction.
The People and Organisation
Development Strategy is divided into
the following areas, and describes
the aspirations that form the basis for
setting priorities over the next five
years:
The outcome that we are looking for is
about having staff working for Genesis
who, by 2020, will:
++ Organisation Development
++ be inspired, motivated and well-led
++ Leadership Development
++ be resilient
++ Learning and Development
++ Recruitment and Retention
++ care about the impact of their
individual actions
++ Reward and Recognition
++ collaborate with each other
++ Diversity and Inclusion
++ take ownership of their learning and
share their knowledge.
++ be customer focused
++ be engaged and empowered
++ Human Resources Framework.
Each of these areas will be developed
and delivered in a consistent and
coherent manner, ensuring that the
fit to the wider corporate objectives
is a good one, and that the end result
ensures that the goal of continuous
improvement and delivering
improvement through people is
achieved in measurable, tangible ways.
Creating and Sustaining Thriving Communities
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+We aim
+ to deliver
+ these
+ outcomes
+ +by having
+ clear
+ short,
+ medium
+ and
+ long-term
+ +objectives.
+ These
+ are:+ + + +
Longer term objectives:
Medium term objectives:
Short term objectives:
+++ championing
+ + customer
+ +services
+ + ++ development
+ + +of succession
+ + + +++digital+platform+ for People
+ +and +
Development including
+ culture
+ + + + + + planning
+ +approach
+ linked
+ to+talent + +Organisation
+ +learning
+solutions,
+ +
recruitment,
management
++ a leadership programme for senior
performance management, etc.
customer
service
+ managers
+ +and business
+ +managers
+ + ++ embedding
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++ ‘Learning organisation’ ambition
culture
++ a new model of Diversity and
+ Inclusion
+ +with emphasis
+ +on + + ++ coaching
+ +and +mentoring
+ + + +realised+ + + + +
opportunities for managers
customer experience
+++ refreshed
+ +Reward+ and+Recognition
+ + ++ career
+ pathways
+ + and+skills escalators
+ + + + + + + +
introduced as part of the employee
plan
+++ in-house
+ +recruitment
+ service
+ + + lifecycle
+ + + + + + + + + + + +
+++ developing
+ + our+staff so+that we+ + + + + + + + + + + + + +
reinforce to our staff what ‘good’
+ looks
+ like+ + + + + + + + + + + + + + + + +
++ recruiting effectively so that our
+ staff
+ behaviours
+ +are aligned
+ to+our + + + + + + + + + + + + +
values and to our customer services
+ culture
+ + + + + + + + + + + + + + + + + +
++ developing talent management plan
+++ all+staff to+have +personal+ + + + + + + + + + + + + + +
+ development
+ + plans
+ + + + + + + + + + + + + + + +
++ Improved workforce planning model
+ that+ helps+meet+business
+ needs+ + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
Genesis Housing Association
Corporate Strategy 2015-20
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Managing risk and opportunity is central to the successful
delivery
+ +of our +strategy+and we+recognise
+ the
+ critical
+ + +
importance of embedded, live risk management. We therefore
identify, assess, manage, monitor and report risk at strategic,
+ + + + + + + + + +
directorate, programme and project level. In line with our digital
by default objective, our risks are recorded online.
+ + + + + + + + + +
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+ + + + + + + + +
+ + + + + + + + +
+ +: Managing
+ risk
+ + + + + +
+ + + + + + + + +
+ + + + + + + + +
+ Review
+ + + + and
+ + + +
+ scrutiny
+ + + + + + + +
+ + + + + + + + +
successful delivery of our strategy, each
+ Toquarter
+support
+ +review+Genesis’+strategic
+ +
we+will formally
risk profile at Executive level with upwards reporting
+ and
+scrutiny+ by the+ Audit+& Risk+Committee
+ and
+ by +
the Genesis Board. Directorates will also review and
their operational risk registers on a quarterly
+ update
+ supported
+ +by our+risk assurance
+ +team,+which+
basis,
provides risk management and awareness training to
+ Genesis
+ staff.
+ Key+operational
+ +risks, both
+ directorate
+ +
and cross-organisational, will be reported to
+ Executive
+ +and to+Audit &+Risk Committee
+ + as +part of+
our quarterly risk reporting.
+ + + + + + + + +
+ + + + + + + + +
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+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
Setting
+ + + + + + + +
boundaries
+ + + + + + + +
+ + + + + + + +
All of our investments go through a rigorous
+ + process
+ with
+ risk+management
+ +at its +
assessment
core. For example, we have prescribed hurdle rates
for
+scheme
+ and+project+appraisal,
+ the+Board+has set+
a threshold for gearing levels and the Board has a
zero tolerance to compliance failures in areas such
+Health+& Safety
+ and+Safeguarding.
+ +In 2015-16,
+ +
as
the Board will develop a risk appetite statement
and
+ as part
+ of our
+ commitment
+ + to transparency
+ + the+
statement will be published.
+ + + + + + + +
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Creating and Sustaining Thriving Communities
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+46+ + + + + + + + + + + + + + + + + +
+ :+Managing
+ risk+ + + + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
+Key
+ + strategic
+ + + + + risks,
+ + + + + + + + + + +
+March
+ + + +2015
+ + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
Our key strategic risks as at March 2015 are set out
summary
+inenvironment
+ +below.
+These+risks will
+ change
+ as+the + + + + + + + + + + +
we operate in changes, but our ‘live’
management approach will ensure that we have
+risk
+ + + + + + + + + + Core
+ +Business
+ + + + + +
and can report to our Board, our most up-to-date
+strategic
+ risk+profile.+ + + + + + +We do+ not+fully understand
+ + +our liabilities
+ + + +
+ + + + + + + + +We do+ not+respond
+ appropriately
+ + +or quickly
+ enough
+ + +
+ + + + + + + + + + +to changing
+ +market
+ conditions
+ + + + +
Our stock is not in the condition we would expect
+ + + + + + + +Cumulative
+ +risks+and/or
+ interplay
+ +of risks+ are+not understood
+ + +or
+ + + + + + + + + + + +properly
+ managed
+ + + + + +
+ + + + + + + + A major
+ contractor
+ + or+supplier
+plansuffers
+‘B’ +failure+and+we have
+ no+
+ + + + + + + + Failure
+ to+meet+ safeguarding,
+ + other
+ duty
+ of+care+standards
+ +
+ + + + + + + + +Our IT+strategy
+ is+not properly
+ + planned
+ +or resourced
+ + +
achieve
+ + + + + + + + + + We+do not
+value
+for money
+or demonstrate
+ + + + +
+ + + + + + + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
Genesis Housing Association
Corporate Strategy 2015-20
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+ + + + + + + +
: Managing risk
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ Stakeholder
+ + + + + + +
We do not achieve target
+standards
+ +of customer
+ + + + +
+ + service
+ + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + +People
+ + +
+ + + Inability
+ +to identify,
+ +attract+
or retain suitably skilled
+ + + staff
+ or+Board+Members
+ +
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+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + +Financial
+ + + +
Market to market fluctuations and
+ + interest
+ +rate rises
+ + +
Loss
+ of+income
+ due
+ to welfare
+ +reform
+
+ Loan
+ covenants
+ + are+breached
+ +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
+ + + + + + +
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plan in outline
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+
+
+ + + + +
+ + + + +
+: The Delivery
+ +Plan+in outline
+
+ + + + +
+ + + + +
+ + + + +
+ + + + +
+ + + + +
+ + + + +
+ + + + +
+ + + + +
+ + + + +
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Creating and Sustaining Thriving Communities
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50
Genesis Housing Association
Corporate Strategy 2015-20
51
: The Delivery Plan in outline
2015-16
: The Delivery Plan in outline
2016-17
Operational excellence and delivering the basics brilliantly through Rapid
Results programme
ICT strategy implementation
Developing platforms for digital capability
2017-18
++
++
++
++
++
Transforming our services
Improving access to services by making
Programmes to improve the social and
Review our environmental impact and
Targeted programmed activity
2018-19
2019-2020
effective use of technology
economic wellbeing of our customers, independent living, enjoying their homes and their neighbourhoods
take action to reduce negative impact
Review impact of wellbeing programmes
Baseline wellbeing index
Reward & recognition
programme launched
Develop and embed customer services culture and Rapid Results methodology
Develop and implement social and economic wellbeing programme for our customers and communities
Reduce our environmental impact by delivering agreed plans to meet SHIFT ‘GOLD’ and ‘PLATINUM’ rating criteria
Leadership and Management development programme
Exit plans for identified boroughs
developed
Role in Followers boroughs reviewed
Deliver at least 5000 new homes
Invest in our existing stock to meet Genesis Homes Property standards
Deliver Genesis Standard – People, Property – as agreed with our customers
Working with our customers – develop, deliver and review neighbourhood plans and regional priorities
Improving financial management, delivering value for money and meeting our financial commitments
Creating and Sustaining Thriving Communities
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Our success
measures
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+ + + + + + + + + + + + + + + + + + +
+ + + + + + + + + + + + + + + + + + +
53
+: The Delivery
+ +Plan+in outline
+ + + + + + + + + + + + + + +
+ + + + + + Success
+ measures
+ + – +By 2020+ + + + + + + + +
High level outcome
with+
our services
Improved
+ + customer
+ + + + ++++ 75%
+ of our
+willcustomers
+ achieved
+will beexternal
+satisfied+accreditation
+– eg Service
+(as measured
+Mark +by UKCSI)
+ +
Genesis
have
satisfaction with our services
+ + + + + + ++ Customer
+ + satisfaction
+ +with involvement
+ + opportunities/co-creation
+ + + + – +target +to +
be established
+ + wellbeing
+ +of the+ + ++ HACT
+ Social
+ Value
+ Index
+ achieved
+ –+target+to be set+ post+baseline
+ data+ + +
Improved
++ Energy efficiency of our homes will be improved – (as required for achieving
communities we serve
+ + + + + + Platinum
+ +rating)+ + + + + + + + + + +
++ Genesis will have achieved the ‘Platinum’ SHIFT rating
+ + + + + + ++ Employment
+ + rate
+ of our+ customers
+ +– target+to set+post +baseline+ + + +
Concentrating on our core
+ + + + + + ++++ We
+ will have
+ moved
+ out+of the+identified
+ local
+ authorities
+ + + + + +
All properties that we own will meet Genesis Standard (Property) by 2020
areas by moving out of some
++ We will have reviewed our strategic approach in ‘Followers’ boroughs to
of the peripheral locations
+
+
+
+
+
+
+ + where
+ we invest
+ and
+ where
+ we +may exit+ + + + + +
determine
within our portfolio
Investing
+ +in at+least+5000+new + ++++ Delivered
+ +minimum
+ 5000
+ new+homes
+ by 2020
+ + + + + + +
Design of our new homes will help reduce management and maintenance costs
homes
+ + + + + + ++ Staff
+ satisfied
+ with
+ Genesis
+ as+employer
+ + + + + + + +
An engaged and high
performing
+ + staff
+ team
+ + + ++ Staff
+ satisfaction
+ + with+the opportunities
+ + provided
+ +for staff+with+learning+and + +
development
++ Staff are fully engaged
+ + + + + + ++ Targets
+ +to be set+post+outcome
+ of current
+ +staff satisfaction
+ + results
+ – as+this will+ +
be our baseline
+ + + + + + ++ 90%
+ of our
+ customers
+ +who are+online+will access
+ +our services
+ digitally
+ + + +
Access to our services will be
digital
+ by+default
+ + + + ++ We
+ will see
+ a reduction
+ +in our+customer
+ interaction
+ +transactions
+ +(baseline
+ to+be +
established – target to be set)
ease of doing business with Genesis will improve (baseline to
+ + + + + + ++ Satisfaction
+established
+ with+– target
+to be+set) + + + + + + + +
be
+ + financial
+ +surplus+ + ++ Operating
+ + Margin
+ will+be 31.5%+ + + + + + + + +
Improved
++ Gearing will be less than 55% and interest cover will be maintained to meet
through good budget
management,
+ + +being+efficient
+ + ++ covenants
+ + + + + + + + + + + + +
Surplus targets will be achieved
and delivering value for money
+ + + + + + + + + + + + + + + + + + +
Creating and Sustaining Thriving Communities
+
+
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+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + +E + + + +
T STR
A
+ + R+ + + + + +
O
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + 2+ + + + + +
0
0
2
1
–
5
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
+#IamGenesis
+ + + + + + +
+ + + + + + + +
+ + + + + + + +
+ + + + + + + +
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COR
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EGY
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Proud to be in The Times Top 50 employers for Women 2015
Genesis Housing Association
Atelier House, 64 Pratt Street, London, NW1 0DL
GHA1763 May 2015