group business plan - amazon s3s3-eu-west-1.amazonaws.com/24jobs-recruiters/5/sanctuary group...

GroupBusiness Plan2010-13

2

Se

ctio

n 1

&2

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Section 1:

Introduction

Sanctuary Housing Association is an Industrial & ProvidentSociety registered with the Tenant Services Authority. We are a social enterprise with charitable objectives,investing profits back into the business and communities.

Sanctuary started life as ‘The World of Property Housing

Trust’ and was inaugurated as a housing association on

5 May 1969. Forty years on, our core business continues

to be that of a traditional, large social housing

association providing accommodation of different tenure

types. As at March 2010 we owned and managed over

76,000 properties throughout the United Kingdom.

This growth has been achieved through a managed

programme of development, mergers and acquisitions

of either social housing organisations or activities that

support our main business, such as care homes, student

and key worker accommodation.

Our wide range of activities reflect society’s varied

housing needs and include:

• building and managing social housing;

• providing property maintenance services;

• carrying out urban regeneration projects;

• building and managing care and supported homes;

• building and managing student, key worker and market

rented accommodation;

• building housing for shared ownership and outright

sale; and

• providing domiciliary care services.

In recent years, Sanctuary has been one of the few

organisations that has continued to report both

operational and financial progress in what has been an

uncertain economic environment. We believe that a

successful organisation is one which continues to develop

as a business by moving forward. For this to happen we

apply a simple, clear aim of running the business to

maximise financial capacity. This means we look to

deliver value for money, improve services, build new

homes, and offer development opportunities to staff

without taking needless risks.

Our plan for the next three years is to safeguard the

future of Sanctuary by remaining at the forefront of

social and supported housing, care and social care, and

facilities management sectors through understanding

the needs of each business and using the resources

at our disposal to add value to all of our activities.

“We continue todeliver on urban

regeneration and asset improvement”

Section 2:

Group Vision & Targets Our plan for the next three years has been set to

achieve the following aims:

• to maximise financial capacity;

• to maintain and improve the quality of our services;

• to increase the supply of services; and

• to recruit, train and retain the best staff.

The plan has been written with these aims and with the

considerations and influence of our stakeholders in mind.

Importantly we have held a number of specific

conversations with our residents and customers to

understand what matters most to them and how they

want Sanctuary to behave and deliver services in the

future. The outcomes of our engagement with end-users

directly affect what we do and how we do it.

Our VisionSanctuary aspires to be a market leader in terms of

quality, innovation and performance.

We aim to:

• provide good quality homes that meet the needs of the

diverse communities in which we work;

• shape flexible, cost-effective and appropriate services

that are valued equally by all our customers;

• develop and maintain a culture that recognises the

diversity of our workforce and that nurtures the

potential of all our employees; and

• limit any negative impact of our activities on

the environment.

4

Se

ctio

n 2

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Our TargetsWe have prioritised the following targets to sustain

a successful organisation:

• make sure that our governance structure continues to

be appropriate to the needs of the business and is

effective in controlling and monitoring our activities;

• promote and encourage opportunities for residents to

get involved in helping us shape our services, allowing

them to take part in our formal structures;

• provide excellent services, making sure we understand

the needs and ambitions of all our residents and

potential customers;

• continue to develop new business opportunities which

deliver value for money and provide a return that

matches the degree of risk involved;

Business ProfileOverview

• make sure that we consider all our investment

decisions in the context of environmental sustainability

and their effect on the many communities we work in;

• increase income as far as possible by managing debts

and empty properties effectively;

• work with other agencies to help regenerate run-down

areas and to promote social inclusion, including efforts

to ensure that people can achieve their full potential in

life, regardless of their circumstance and experience;

• provide value for money services throughout the

Group, which support the operational needs of the

business; and

• ensure that we are working with organisations with

similar aims and attitudes towards corporate social

responsibility as us.

March

2010

March

2013

Accommodation

Social Housing

Commercial, Market Rent

and Home Ownership

Care Home

Student & Key Worker

Total

60,641

4,601

2,113

9,045

76,400

65,886

4,601

2,930

9,337

82,754

Staff 5,905 7,104

Loan Capital £1,282m £1,537m

Grant £1,021m £1,240m

Reserves £590m £620m

Turnover £366m £460m

Stock ProfileStock Profile for Sanctuary Group

Staff ProfileStaff Profile for Sanctuary Group

“Providing quality services and homes

to meet the needs of

current and future residents”

March

2010

March

2013

Stock Type No. No.

Social Housing

General Needs Housing 45,807 49,308

Sheltered Housing 10,302 10,302

Supported Housing 2,324 4,068

Shared Ownership 1,837 1,837

Temporary Social Housing 10 10

Private Sector Leasing 86 86

Key Worker – RSL Controlled 275 275

Sub Total 60,641 65,886

Non Social Housing

Student & Key Worker 9,045 9,337

Registered Care Home 2,113 2,930

Commercial 108 108

Market Rented 109 109

Home Ownership 4,384 4,384

Sub Total 15,759 16,868

Grand Total 76,400 82,754

March

2010

March

2013

Business area No. No.

Corporate Services 377 393

Housing Services 1,200 1,200

Capital Investment 78 78

Property Services 468 608

Sanctuary Care 2,984 3,496

Sanctuary Home Care 267 267

Supported Housing 224 749

Sanctuary Management Services 307 313

Sanctuary Group (Total) 5,905 7,104

To help the Group Executive continuously improve

and to make communications better within the

organisation there are a number of consultation

and review groups. The main ones are:

• National Staff Council, our main channel of

communication and consultation between staff and

management. It is our policy to provide a formal yet

open structure to facilitate this process for all staff

within the organisation.

Consultation and Review Groups

6

Se

ctio

n 3

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Section 3:

Governance and Executive ManagementSanctuary is governed by a Group Board overseeing allactivities undertaken by the organisation and its subsidiaries.The Group Board’s overall purpose is to lead the organisationinnovatively within a framework of sound governance,continuous improvement and prudent and effective control,which enables risks to be properly assessed and managed.

The Group Board is specifically responsible for:

• setting the Group’s mission, vision and standards and

ensuring that its obligations to its stakeholders are

understood and met;

• setting key objectives for the Group and the strategies

and priorities that will enable those objectives to

be met;

• reviewing the performance of the Group against its

business plan, budget and targets, the performance of

its peers and its plans for continuous improvement;

• supporting the executive directors in the management

of the business, while monitoring their conduct and

scrutinising their performance in meeting agreed

targets and objectives;

• reviewing the Group’s use of public funds and ensuring

it maintains sound financial management of these and

other resources;

• approving the business plan, budget, rent policy and,

prior to publication, the final accounts; and

• ensuring the Board and its committees have the

capacity, commitment and experience to control

the Group.

The Group Board consists of no more than

11 individuals being:

• seven non executive board members elected

by shareholders;

• the Group Chief Executive; and

• up to three co-optees appointed by the Group Board.

Non executive board member candidates for election to

the Group Board are assessed against agreed criteria and

supported for election by a Nominations Committee

made up of representatives from the parent and

subsidiaries. In giving its views on candidates, the

Nominations Committee is mindful of regulatory

requirements and the need to ensure that the governing

body has a wide range of skills, experience and sufficient

diversity to be able to maintain effective control of a

national multi-activity organisation.

The Group Board delegates responsibility for overseeing

audit matters to the Group Audit Committee, whilst the

Group Housing Committee is responsible for reviewing

affordable housing performance indicators and policy.

The Remuneration Committee meets to determine the

remuneration of the Group Executive Directors.

The Group Board delegates day-to-day management of

activities to the Group Executive. The Group Chief

Executive appoints members of the Group Executive.

National Residents’ Forum, which acts as a sounding

board for national housing policy development and to

ensure the Group’s continuous improvement programme

recognises residents views at all stages. The forum also

assesses the effectiveness of regional resident

involvement strategies and action plans and contributes

at a strategic level ensuring the Group’s headline

strategies, policies and procedures reflect the views

of residents.

• Policy and Best Practice Review Group, which

oversees and co-ordinates Sanctuary Group’s approach

to continuous improvement. The group, which consists

of directors and managers nominated from all

Sanctuary’s housing businesses, considers and

recommends to the Board proposals for service reviews

from the housing subsidiaries, ensuring that they

reflect business priorities and complement national

service reviews.

• Diversity and Equality Working Group, advocates the

promotion of diversity issues and related best practice

across our organisation. Members of the group highlight

issues being discussed and act as conduits for the

exchange of views, ideas and best practice.

“Making sure that policies and plans

are in place to

achieve objectives”

8

Se

ctio

n 3

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Group BoardAs at September 2010, the Group Board comprised:

Nick Baldwin BSc, MSc, CEng, CDir

Group Chair

Elected a member in September 2008,

Nick previously worked for Powergen plc

for over thirteen years in a variety of roles.

In his capacity as Chief Executive Nick

completed the sale of Powergen to E.ON. He has held

numerous non-executive and advisory roles and is

currently Chairman at Public Weather Service Customer

Group, Non-Executive Director Scottish and Southern

Energy plc, Senior Independent Director - Nuclear

Decommissioning Authority, Non-Executive Director -

Forensic Science Service and Chairman of TreeHouse

Trust, an autism education charity. Prior to joining

Sanctuary’s Group Board he was Chair of Worcester

Community Housing for six years. Nick was elected Group

Chair in November 2009. As Group Chair, he is an ex-

officio member of all committees of the Board.

Victoria Elvidge BA Hons

Group Vice Chairman, Chairman of

Group Housing Committee and Chairman

of Remuneration Committee

Elected a member in September 2004

and appointed Vice Chairman in September

2006. Victoria worked for ten years as a city solicitor and

is a magistrate in Gloucestershire.

David Bennett FCA, CCMI

Group Chief Executive

David is a chartered accountant and has

extensive experience in the housing

association sector. He has been the Group

Chief Executive of Sanctuary since 1992.

Prior to that he was the Deputy Chief Executive at

Sanctuary and was Chief Executive at New Spiral Housing

Association. Before joining Spiral he held senior positions

with the Peabody Trust, the Samuel Lewis Trust and in

the private sector. He is a member of the Nominations

Committee and the Pensions Group, and on the boards of

Sanctuary Care, Spiral Developments, Sanctuary

Management Services and the Committee of Management

of Sanctuary Home Care.

Nick Buckland MA, FIA, FPMI

Chair of Group Audit Committee


Nick is an Actuary and former Partner at

Bacon & Woodrow. He is a trustee of a

number of pension schemes and charities

and a volunteer adviser with the Citizens Advice Bureau.

Nick was appointed Chair of the Group Audit Committee

in December 2007, is Chair of the Pensions Group and

also sits on the Remuneration Committee.

Rosemary CrawleyJP, SRN, SCM, M Soc Sci


Rosemary is a Justice of the Peace and

is a qualified nurse and midwife. She was

a member of the board of Shaftesbury

Housing Group and is an independent member of the

Staffordshire Police Authority. She works as a volunteer

fundraiser for a day centre for older people of which she

is honorary secretary and treasurer.

John Doughty FIFA

Elected a member in May 2008 and

currently a member of the Group Housing

Committee, John is an involved tenant

with Sanctuary having been a member of

residents’ committees and subsidiary

boards within the Midlands. He is also Chair of the local

residents' association. John has experience working in

industrial groups such as Cadbury-Schweppes and GKN.

Currently John is employed as an accountant in a local

practice. His voluntary work has included membership of

the Bromsgrove and Redditch Community Health Council

and being treasurer for various charitable and

non-profit organisations.

Jonathan Lander BSc FCA

Jonathan was co-opted onto the Group

Board in July 2010 and he is a member of

the Group Audit Committee. Jonathan

retired as a senior partner at

PricewaterhouseCoopers LLP (PWC) in 2008,

having been with the organisation for over 30 years. At

PWC, Jonathan was lead assurance engagement partner

to public companies, large private and private equity

backed companies and businesses with overseas

ownership, as well as the Midland's leadership team

member responsible for strategy, marketing,

communications and business development.

Valerie LeakeElected a member in September 2008,

Valerie is a retired school teacher and

was a board member of Hereward Housing

Association from 1995 and subsequently

Sanctuary Hereward since 2004. Valerie has

been a member of East Cambridgeshire District Council

since 1991. Whilst there she has been Leader, Chairman

and chaired a variety of committees. Valerie is heavily

involved in community activities and currently holds the

following positions: Trustee and Vice Chairman of Burwell

Community Print Centre, Member of the Eastern Regional

Committee of the Workers’ Educational Association

(WEA), Chairman of the Bottisham Branch of the WEA,

Chairman of the Bottisham Community Library

Association and member of the Bottisham Women’s

Institute. She is the Board’s representative on the Staff

Council Congress.

Ian McDermottGroup Director - Property Services

Ian is a chartered surveyor and a member

of the Chartered Institute of Housing.

From February 1999, Ian was Chief

Executive of Stonebridge Housing Action

Trust and then from April 2005 he was Group Chief

Executive for Shaftesbury Housing Group. Shaftesbury

joined the Group in April 2007. Ian is currently

responsible for asset management, the customer service

centre and cost-effective procurement and delivery

of maintenance services.

Liz MountfordGroup Director - Organisational

Development

Liz joined Sanctuary in September 2010

as Group Director - Organisational

Development. This post brings together HR,

Learning and Development, Communications, Health and

Safety and Facilities. Liz previously worked at Rentokil

Initial Facilities Services as HR Director. Prior to that she

was Head of Employee Relations for ground crew at

British Airways.

Steve Wood Group Director - Care and Support

Steve Wood joined Sanctuary in 1997

as Regional Director for the North, was

appointed Director of Asset Management

in 2002 and latterly Managing Director of

Sanctuary Care. As Group Director – Care and Support,

Steve is responsible for care and supported housing.

He has previously worked for a housing charity and

a local authority.

Craig Moule BSc Hons

Group Director - Finance and Resources,

Secretary and Co-opted Board Member

Craig joined Sanctuary in 1989 from

Coopers & Lybrand. Craig is responsible for

finance, regulation and compliance, HR and

IS functions. He is the Secretary of Sanctuary and all its

subsidiaries. Craig is the lead officer at Group Audit

Committee meetings in addition to being a member of

the Pensions Group. He is also on the boards of Sanctuary

Care, Beth Johnson Housing Association and the

Committee of Management of Sanctuary Home Care.

Barry Stanford RIBA

Co-opted Board Member

Co-opted onto the Board in June 2007,

Barry is an architect based in London

and Stansted and founder of Stanford

Eatwell & Associates.

Group ExecutiveIn addition to David Bennett (Boardmember) and Craig Moule (co-optedBoard member), as at September 2010,the Group Executive comprised:

Simon ClarkGroup Director – Housing and

Communities

Simon joined Sanctuary in 2007 as

Managing Director of Rochford Housing

and was seconded to a national role as

Director of Customer Services in 2009 before being

appointed to Group Executive. As Group Director –

Housing and Communities, Simon takes the lead on all

social housing activity across the Group (with the

exception of Scotland) and line manages the respective

regional teams. Prior to joining Sanctuary, Simon spent

six years as Housing and Communities Director for West

Kent Housing Association.

Tony KingGroup Director - Capital Investment

Tony started his career working for a

London credit rating agency and then

moved into banking in the City of London.

He joined Sanctuary at the beginning of

2000 and has worked on the risk and treasury side of the

business, becoming Director of Risk & Capital Finance

in 2002 and then Corporate Projects Director in 2006.

As Group Director – Capital Investment, Tony has

responsibility to identify, analyse, procure and manage

appropriate capital investment opportunities for

the Group.

10

Se

ctio

n 4

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Section 4:

Housing & Communities We are responsible for managing over 60,000 affordable homes in over 200 local authorities throughout England and Scotland and creatingsustainable communities with good quality properties and facilities.

We work to ensure that all aspects of our communities

are designed with environmental sustainability in mind

and that we can deliver safe, secure and value for money

homes.

We provide tailored services to residents through local

and national service delivery teams. These services have

been shaped on an understanding of what our residents

and stakeholders consider excellent; which includes us

continuing to listen and address their needs and being a

helpful and caring landlord with an understanding

attitude.

Local ServicesSanctuary is a visible and active player in the local

communities where it operates.

We look beyond a traditional landlord’s services and work

in a committed stakeholder role to improve local

communities and the lives of residents.

Our activities are wide ranging and include offering

suitable employment and learning opportunities, through

modern apprenticeships and opportunities for education,

healthcare and recreation through community

development projects.

Sanctuary’s housing operations are locally focused. We

provide services to our residents and business partners

that is local to them, from staff that have the knowledge

and expertise to ensure we are meeting specific local

needs. Through our 'Conversation with Sanctuary', we

are introducing local service offers to help further

improve communities and the lives of our residents.

Sanctuary is committed to the delivery of high quality

and high performance services that delight our customers

and are cost effective. In support of this we have a

number of national service teams that complement our

local presence and ensure that consistent services are

provided across the organisation. This includes home

ownership, rents and service charges, and service

improvement.

Our challenge is to create sustainable communities and

provide good quality and value for money homes and

services, which offer suitable opportunities for

employment, education, healthcare and recreation.

We will achieve this by:

• providing residents with homes in which they feel safe

and secure;

• providing consistently excellent services that meet the

needs of our diverse communities;

• providing residents with the opportunity to be involved

in helping us shape all of our services;

• providing a service which is valued, flexible, efficient

and cost effective - leveraging the economies of scale

afforded by our size and national coverage;

• working in partnership to develop community led

programmes, projects and facilities which address the

needs of our customers; and

• working to create employment opportunities in the

communities in which we operate and link these with

the needs of the business and those of our partners.

The Housing & Communities Challenge

As at March 2010 March 2013 Target

Performance Indicator

Arrears* 3.8% 2.8%

Rent loss due to voids* 1.3% 0.8%

Compliance

Decent Homes Standard failed* 3.6% 0.0%

Energy efficiency rating in homes (SAP)* 67.8 75

Gas servicing compliant 99.5% 100.0%

Service, Quality & Efficiency

Overall Satisfaction* 83.0% 90.0%

Satisfaction with repairs and maintenance* 71.0% 88.0%

Satisfaction with overall quality of home* 81.0% 90.0%

Satisfaction with value for money* 80.0% 90.0%

Satisfaction with views being

taken into account*61.0% 80.0%

Satisfaction with being kept informed* 82.0% 90.0%

Vacant Stock (%) - Group owned* 1.8% 0.5%

Average re-let days* 39 days 22 days

Problem Solving

Complaints - Average number of working

days to respond17 days 10 days

ASB - Average number of working days

to resolve30 days 15 days

TargetsKey Performance Indicators (KPIs)

March

2010

March

2013

Turnover £258.2m £285.3m

Staff 1,200 1,200

Units 58,317 61,818

Operating Surplus before Interest £80.2m £95.3m

Notes:

Resolution rates calculated using average of quarterly reported figure.

*Relates to Rented, Sheltered & Supported stock.

*Not including Supported Housing

Business ProfileSocial Housing*

The Care and SupportBusiness Challenge The challenge for each of our care and support

businesses is to:

• sustain themselves as a financially viable operation

by maximising income and controlling costs;

• continue to pursue growth opportunities that generate

a commercial return and are complementary to other

areas of the Group’s activities;

• increase customer satisfaction and work alongside the

Group in promoting and listening to our customers’

voice; and

• maintain and improve our own performance standards

and benefit from the increasing economies of scale,

which are available from the Group in terms of

procurement of goods and services.

12

Se

ctio

n 5

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Section 5:

Care and SupportOur Care and Support businesses play a very important partin the continued success of Sanctuary Group. They enhanceour brand and strength and provide financial resourceswhich add value to our traditional activities.

CareSanctuary Care was established in 1995 to provide

older people with high quality nursing and residential

care. Today we own and manage over fifty residential

care and nursing homes throughout the country which

cater for both older people and younger adults with

learning or physical disabilities.

Sanctuary Care is a professional, financially sound

organisation with a good reputation and is passionate

about the quality of services it provides. All Sanctuary

Care's surplus income is reinvested in the business which

allows us to provide residents with excellent standards

of care from well managed and well maintained homes.

This also allows us to invest in high levels of training

and development for our staff.

Home CareSanctuary Home Care provides high quality care and

support services to people living in their own homes,

helping them to remain independent for longer. We

believe that people should be treated with the utmost

dignity and respect and are proud of the high quality

of care we provide, with a continuing philosophy of

excellent standards.

We are fully committed to providing our staff with

comprehensive training which exceeds the national

minimum standard for domiciliary care. We take great

pride in the quality and professionalism of our staff and

invest heavily in their personal development.

Sanctuary Carr-Gomm(Supported Housing)Sanctuary Carr-Gomm manages all supported housing

services across Sanctuary Group and provides

supported accommodation and floating support to

over 6,000 vulnerable service users.

Sanctuary Carr-Gomm provides support services for young

single people, older homeless people, those with learning

disabilities, physical disabilities, mental health issues

and a drug or alcohol misuse problem. We also provide

supported accommodation for people with HIV/AIDs, for

homeless families and for mothers and babies.

Through skilled and experienced management teams,

a dedicated training function and a robust quality

assurance process, Sanctuary Carr-Gomm is well placed

to meet its Supporting People contractual requirements

whilst identifying and meeting the needs of each

individual service user.

Business ProfileSanctuary Care & Home Care

March

2010

March

2013


Staff 3,251 3,763

Units 2,113 2,930

Home Care Hours 8,429 10,140


No. of

Bed Spaces

Mental Health Beds 23

Beds for Older People* 1,455

Beds for Older People with Dementia 435

Beds for Adults with Learning Disabilities 102

Beds for Adults with Physical Disabilities 98

Units 2,113

March

2010

March

2013


Staff 224 749

Units 2,324 4,068


Business ProfileSupported Housing

PortfolioSanctuary Care & Home Care as at March 2010

Key Performance IndicatorsSanctuary Care

March

2010 %

March

2013 %

Staff costs as a % of turnover 61.6 60.0

Occupancy

(shown as a % of total occupancy)89.9 95.0

Expenses as a % of turnover* 19.0 16.5

Agency staff costs as a % of turnover 2.2 1.0

Contribution as a % of turnover 13.0 18.0

CQC quality score attainment

as a % **90.0 93.0

Sanctuary Carr-Gomm

March

2010 %***

March

2013 %

Arrears as a % of rent 4.1 3.6

Bad debt as a % of rent 3.0 3.0

Voids as a % of rent 7.5 6.6

Staffing as a % of turnover 40.1 39.4


Contribution to Group as

a % of turnover26.5 28.0

Sanctuary Home Care

March

2010 %

March

2013 %




CQC quality score attainment

as a % **91.0 95.0

Notes:

* Expenses that are directly related to the

operations of Care Homes or Home Care only

** CQC is the Care Quality Commission

*** Sanctuary Supported Housing only

*Includes properties managed by third parties

SiteNumber of

Units Managed

Glasgow University 2,598

Dundee University 1,587

Lincoln University 1,037

Brighton University 168

Falmouth College of Arts 156

Addenbrooke’s NHS 791

Queen Margaret’s University 800

School of Oriental & African Studies 776

London School of Economics 366

University of the Arts (London) 559

City University London 207

Total 9,045

14

Se

ctio

n 6

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Student and Key WorkerAccommodation Sanctuary Management Services (SMS) is a private

limited company which provides facilities management

and accommodation services to health workers and

students, through leasehold and freehold

arrangements with NHS trusts and universities.

SMS currently manages 9,045 bed spaces of

accommodation for students and key workers and is one

of the UK’s largest operators of UK student residences.

SMS works in partnership with universities and NHS trusts

to shape flexible, cost-effective and appropriate services

which are valued equally by our customers.

The ManagementServices BusinessChallenge The challenge for our management services business

is to:

• sustain itself as a financially viable operation by

maximising income and controlling costs;

• continue to pursue growth opportunities that generate

a commercial return and are complementary to other

areas of the Group’s activities;

• increase customer’s satisfaction and work alongside the

Group in promoting and listening to our customers’

voice; and

• maintain and improve our own performance standards

and benefit from the increasing economies of scale,

which are available from the Group in terms of

procurement of goods and services.

Business ProfileStudent and key worker

March

2010

March

2013


Staff 307 313

Units 9,337 9,045 9,337


March

2010 %

March

2013 %


Expenses as a % of turnover 29.1 29.0


PortfolioSanctuary Management Services as at March 2010

Key Performance Indicators

Section 6:

Management Services

16

Se

ctio

n 7

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Customer Service CentreSanctuary’s residents order repairs through a Customer

Services Centre (CSC) based in Hull, which provides

a 24-hour service.

By having a central point of contact for all property

related enquires, we provide a consistent and value for

money repairs service. By taking ownership of all

property related issues in this manner, we ensure our

customers recieve an excellent level of customer service.

The Property Service challengeThe challenge to our Property Services team is to:

• work with residents to provide them with a consistently

excellent repairs experience;

• increase the supply of our services and maximise their

value for money;

• deliver on Sanctuary’s formal commitments to energy

efficiency;

• develop programmes to ensure that the properties we

own and operate are environmentally sustainable; and

• assess our current portfolio for planned investment or

for modernisation and deliver improvements where

necessary.

March 2010 £m’s March 2011 £m’s March 2012 £m’s March 2013 £m’s

Decent Homes/Scottish Quality Standard Related Expenditure

£21.0 £22.0 £2.7 £1.9

Non Decent Homes Planned Maintenance Expenditure

£31.0 £32.2 £48.8 £49.7

Planned Maintenance Expenditure £52.0 £54.2 £51.5 £51.6

Re-investment ProgrammePlanned Maintenance Expenditure for Sanctuary Housing Association and Subsidiary Companies(All costs include VAT)

Section 7:

Property Services Property Services is responsible for the continued upkeepand good order of all the Group’s assets.

Maintenance ServicesIn 2009, in response to residents’ comments on

maintenance and a drive to get better value for money

from the Group’s purchasing power, we piloted an

internal maintenance service, responsible for

responsive, planned and cyclical works in the West

Midlands. This proved a success and we are rolling out

the service nationwide.

Our maintenance services provide a quality service at a

cost which reflects a significant saving on our traditional

cost base.

We are achieving this by improving Sanctuary’s

customer service model and:

• confirming appointments at the first point of contact;

• meeting a target of at least 70% “first time” fixes; and

• attaining overall satisfaction rates of at least 95%.

Asset ManagementThe Asset Management team makes sure our properties

are maintained in a good condition and are modernised

as necessary.

As part of this, we have made a formal commitment to

energy efficiency and environmental sustainability,

striving to deliver affordable warmth to residents and

recognising that energy efficiency measures improve the

quality of our housing.

We consider that as a minimum all of our properties

should be:

• compliant with regulatory regimes;

• of a quality consistent with our high internal

standards; and

• in demand and attracting funding.

18

Se

ctio

n 8

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

The Capital Investment ChallengeThe challenge for our Capital Investment team is to:

• provide quality, environmentally sustainable and value

for money homes that meet the needs of our diverse

communities;

• promote and encourage opportunities for residents to

be involved in shaping their own communities;

• develop new business opportunities which provide a

return that matches the degree of risk involved and

considers their effect in the context of environmental

sustainability; and

• maintain the strategic relationships with the

organisations which have helped us achieve our

successful track record and deliver additional benefits

and services to our customers.

March 2010 March 2011 March 2012 March 2013

Capital Investment Spend * - £’m 162.7 273.1 201.2 106.0

Grant - £’m (new development) 109.2 76.0 70.5 23.5

Grant % 67.0% 28.0% 35.0% 22.0%

Staff 78 78 78 78

Additional Units 1,026 1,430 1,857 448

* Capital Investment Spend represents the Approved Development Programmes as of September 2010

Business ProfileSection 8:

Capital Investment The Capital Investment team creates the opportunity for residents to havequality homes they can afford, in places they want to live and for localauthorities and communities to achieve their ambitions.

We are responsible for developing the opportunities and managing thesubsequent delivery of Sanctuary Group’s capital investment programme.

We are one of the Homes & Communities Agency’s lead developmentpartners and work on their behalf to ensure effective grant fundeddevelopment programme management.

Development The Development team provides a full range of pre and

post contract development and construction services

and ensures that our capital investment activity is

appropriately supported.

We are focused on delivering our development targets for

affordable housing, care and key worker homes and

developing properties which consider environmental

sustainability in the long term.

Regeneration The Regeneration team is responsible for the delivery

of national regeneration initiatives including stock

transfer and neighbourhood renewal projects.

These responsibilities include planning, establishing

new governance structures, contract negotiations,

procurement and partnering, the delivery of

neighbourhood management services and resident

engagement.

20

Se

ctio

n 9

:

Sa

nc

tu

ary

Gro

up

Bu

sin

ess P

lan

Health & Safety ServicesHealth and Safety Services supports all Sanctuary

Group staff to be able to meet their health and safety

responsibilities to themselves and their customers.

Health and Safety Services develops and maintains

policies and procedures, facilitating a safe and healthy

workplace and an effective health and safety culture

that achieves adequate control over risk in order to

minimise injury and loss.

Health and Safety Services is an integral part of the

management function. All personnel are responsible for

the implementation of this policy and every person has

a role to play in its success. The Group enables and

encourages all employees to fulfil their role in making a

positive contribution towards health and safety at work.

The Group recognises the important role played by staff

health and safety representatives and actively seeks

their co-operation.

Internal AuditReporting to the Group Chief Executive, Internal Audit

provides assurance that the Group has an adequate

internal control framework that is operating

effectively and that business risks are properly

managed.

Internal Audit checks that corporate objectives are met,

assets are safeguarded, policies, procedures and

regulations are complied with, information is reliable and

resources are used efficiently and effectively.

Internal Audit is an integral part of the Group’s corporate

governance framework and provides independent and

objective opinions on all operations. Its organisational

status and relationship with the Group Audit Committee

means that Internal Audit remains independent and

properly resourced and with access to all areas and

support from the Group Executive and Group Board.

Purchasing ServicesPurchasing Services includes overseeing all national

sourcing decisions, negotiation and contractual

obligations, including compliance with EU Procurement

rules and provides purchasing expertise.

The Purchasing Services team ensures that we leverage

the economies afforded by our size, maintain the highest

quality service from suppliers and work with

organisations with similar aims and attitudes towards

corporate social responsibility as us.

Information SystemsInformation Systems (IS) provides technology solutions

to all areas of the Group, its staff and its customers.

The main areas of focus are:

• support of a robust and secure network and server

infrastructure to address the growth of the Group,

reduce our carbon footprint and provide improved

system integrity;

• continued development of business solutions which

assist our staff and their interaction with our

customers;

• provision of a responsive and informed IS Helpdesk

to assist all staff to maximise their usage of the

technology; and

• ongoing development and delivery of training to all

staff on the use of the system solutions.

Legal ServicesThe role of the Legal Services department is to

provide legal assistance and administrative support to

ensure Sanctuary Group meets its compliance and

regulatory requirements.

The main duties of the department are to:

• co-ordinate and review the service of our legal

advisors;

• process applications relating to Right to Buy (voluntary

and preserved) and the Right to Acquire;

• monitor the Group's compliance with corporate

legislation/regulations;

• monitor and administrate the Group's Intellectual

Property portfolio and co-ordinate Data Protection

registers; and

• administer the signing and sealing of all documentation

across the Group.

The Corporate Services Challenge The challenge to Corporate Services is to:

• provide services which directly support the needs of

our business and its customers;

• consistently maintain and improve the quality and

robustness of our services;

• provide value for money services which leverage the

economy afforded by our size and coverage; and

• ensure that our legislative regulatory requirements are

fulfilled and our internal control framework is

adequate and mindful of our corporate and social

responsibilities.

Section 9:

Corporate ServicesCorporate Services provides guidance and advice to all our businessesand creates value for the Group through technical advice, informationsystems, improvement teams and specialist help.

Financial Services Financial Services is responsible for all aspects of

finance and treasury management for the organisation

and its subsidiaries. Our financial strategy is to allow

the business to grow through careful financial and

treasury management and to provide quality services

and accurate information to meet the needs of the

business in this pursuit.

Financial Services is a partner to all our businesses,

conducting constructive assessments of operating

strategies and outcomes to ensure that we remain

financially strong and can evidence value for money

to residents and funders. This is shown by public

credit ratings with international rating agencies

Standard & Poor’s (AA-/Stable) and Moody’s Investors

Services (Aa2/Stable).

Group FacilitiesThe Group Facilities function provides a wide range

of services which includes reception and front of

house, as well housekeeping and security services

as appropriate. The team anticipates and meets

customer needs throughout the Group and has

facilities managers who support an extended number

of office managers at different office locations.

Facilities services are provided using the team to its

best advantage, adapting both a flexible response and

welcoming manner which delivers value for money

and for others to build upon and use the skills of the

Group Facilities team. The team encourages an

awareness and understanding of health and safety

considerations within the office/site environment

and aims to look after the well being of each member

of staff, as well as contractors and visitors to our sites.

HR ServicesHR Services provides employee support to over

6,000 members of staff. The team is responsible

for providing advice on all aspects of employee

recruitment, development, reward, recognition

and terms and conditions.

As part of HR Services, an in-house team of learning and

development professionals manage the training needs of

our business. This includes: management and leadership

programmes, graduate and apprentice training schemes,

coaching and access to recognised courses and

qualifications.

HR Services is also responsible for helping all our

businesses to address our longer-term people issues,

including culture, values and commitment.

Corporate RiskCorporate Risk is responsible for delivering risk

management methodologies that enable the Group to

identify and manage risk in a consistent manner, so

that the Group can deliver its stated business

objectives and identify and benefit from emergent

opportunities.

The prime responsibilities of the team are to:

• develop and maintain a robust risk management

framework that is appropriate to the activities and

development of the Group;

• develop Group policies, procedures, tools and

techniques that are applied consistently across the

Group and support the risk management framework;

• promote risk management practices that establish

appropriate risk management within the day-to-day

activities and the culture of the Group; and

• promote insurance services to the Group via

a dedicated team.

22

Se

ctio

n 1

0 :

S

an

ctu

ary

Gro

up

Bu

sin

ess P

lan

2010 £m’s 2011 £m’s 2012 £m’s 2013 £m’s

Turnover 365.6 405.3 448.2 459.8

Operating Costs (270.6) (304.0) (339.3) (342.1)

Operating Surplus (Deficit) 95.0 101.3 109.0 117.7

Profit (Loss) on sale of Fixed Assets 1.1 1.0 0.7 1.0

Net Interest Payable (72.3) (81.4) (87.0) (94.6)

Surplus (Deficit) 23.8 20.8 22.7 24.1

2010 £m’s 2011 £m’s 2012 £m’s 2013 £m’s

FIXED ASSETS

Intangibles 0.8 0.7 0.6 0.6

Properties - depreciated cost 2,805.2 3,132.2 3,304.8 3,375.9

Grants (1,020.7) (1,145.9) (1,216.4) (1,240.0)

1,785.3 1,987.0 2,089.0 2,136.5

Other operating assets / Investments 93.8 102.2 98.9 96.0

TOTAL FIXED ASSETS 1,879.1 2,089.2 2,187.9 2,232.5

CURRENT ASSETS

Debtors 99.1 113.4 113.4 113.4

Cash at bank and in hand 51.2 17.9 17.9 17.9

Other 11.1 12.9 4.6 0.0

Creditors: Amounts falling due within one year (131.7) (115.0) (115.0) (115.1)

NET CURRENT ASSETS 29.7 29.2 20.9 16.3

TOTAL ASSETS LESS CURRENT LIABILITIES 1,992 2,118 2,238 2,276

Creditors: Amounts falling due after more than one year (1,319.2) (1,505.4) (1,578.7) (1,629.0)

NET ASSETS 589.6 613.0 630.1 619.8

CAPITAL AND RESERVES

Share capital: non-equity 0.0 0.0 0.0 0.0

Other 6.8 10.1 10.1 10.1

Negative Goodwill (b/s) 371.0 365.3 359.5 353.7

Revaluation Reserve 2.0 2.6 2.8 3.1

Revenue Reserves 209.8 235.0 257.7 252.9

589.6 613.0 630.1 619.8

2010 £m’s 2011 £m’s 2012 £m’s 2013 £m’s

Net Cash from Operating Activities 111.1 138.0 154.8 163.8

Net Cash from Investment Returns and Finance Servicing (79.7) (90.4) (95.4) (97.6)

INVESTING ACTIVITIES

Acquisition and Construction of Properties (213.4) (273.1) (201.2) (106.0)

Purchase of other Fixed Assets (18.0) (21.6) (6.2) (7.4)

Grants 109.2 76.0 70.5 23.5

Sales of Properties 13.7 3.9 2.3 2.4

Net Cash From Investment Activities (108.5) (214.8) (134.4) (87.5)

Net Cash before Financing (77.1) (167.3) (75.1) (21.2)

FINANCING

Debt Draw Down 7.7 168.9 171.0 72.9

Capital Repayments (62.6) (35.0) (95.9) (51.7)

Net Cash from Financing 54.9 134.0 75.1 21.2

BALANCE BROUGHT FORWARD 183.2 51.2 17.9 17.9

INCOME LESS PAYMENTS (132.0) (33.3) 0.0 0.0

CLOSING BANK POSITION 51.2 17.9 17.9 17.9

Sanctuary Group 2010-13

Summary Income & Expenditure


Balance Sheet


Cash Flow Forecast

Section 10:

Group Financial Plan 2010-13The following tables represent the financial forecast 2010-13,which correspond to the Group Business Plan.

Sanctuary Group

Sanctuary House

Chamber Court

Castle Street

Worcester

WR1 3ZQ

Tel: 01905 338600

Fax: 01905 338700

www.sanctuary-group.co.uk

Sanctuary Group is a trading name of Sanctuary Housing Association, an exempt charity

Registered office: Chamber Court, Castle Street, Worcester WR1 3ZQ

Registered as a Social Landlord with the Tenant Services Authority No. L0247

Industrial & Provident Society No. 19059R

Published : September 2010

group business plan - amazon s3s3-eu-west-1.amazonaws.com/24jobs-recruiters/5/sanctuary group...

Documents