Housing and Support Strategy 2021 - 2024

Closeddate_range12 Apr, 2021, 5:00pm - 26 Apr, 2021, 5:00pm

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Housing Officer talking to a customer in their home

Housing and Support Strategy 2021 - 2024

Connexus are writing their new Housing and Support strategy for 2021 – 2024, which follows on from their previous Housing Strategy 2018-21. This strategy takes a more rounded approach as it includes supported housing services and looks at how we will shape our overall service for customers.

The Connexus Corporate Plan 2020-2023, sets out that we are more than just a provider of housing; we are committed to the delivery of housing and to the wider role of other related services in our communities.  We offer these core services within our Herefordshire and Shropshire geography, and will expand current services and hubs to ensure our communities are great places to live.

The Corporate Plan also states that by the end of 2023, Connexus will be firmly established as the rural housing provider of quality affordable homes within Herefordshire and Shropshire, with a skilled and motivated workforce delivering high quality services and actively working in partnership with our local authorities.

The table below shows our planned objectives to meet our priorities set out in the Corporate plan and how we believe we can measure them.

What do you think:

  • Are our key objectives the right ones?
  • What would success look like to you?

Please click on make a response, choose a chapter and and tell us your thoughts. Choose each chapter in turn to comment on each priority, or just pick the ones that matter the most to you. Or if you don't want to do this online, you can call us on 03332 31 32 33 and ask for Jacqui Gears who will be able to support you and gather your feedback. Either way, we really want to hear from you. We really want to know if our strategy and objectives make sense, and if they focus on what matters to you, our customer.

Corporate Plan Priority

Suggested key objectives

Suggested  measures of success

Customer Focus

 

  1. We will deliver services that enhance the lives of our customers, promoting security of tenure and personal independence;

 

 

 

 

 

Independent Living Service model fully defined and prepared for the national digital telephony upgrade;

 

Prevention Services reviewed in line with customer expectation and number accessing services increased;

  1. We will deliver services directly into our communities, expanding our support services and customer hubs, and flexing our delivery methods to meet specific demand;

 

Hub-based operating model adopted;

 

Self-Service functionality available via Customer Portal;

 

  1. We will ensure that our homes are in demand and easy to let.

General needs re-let time at 20 days with customer satisfaction above 92%.

 

Our People

  1. We will ensure that our colleagues have the knowledge and capacity to do their jobs and provide the most effective tools to support this.

 

Role competency matrix and associated training plan in place;

 

Speak –up survey results that confirm that colleagues feel that they have the right knowledge and tools to do their jobs.

 

One Connexus

  1. We will embrace new systems, technologies and ways of working which drive efficiency whilst maintaining accessibility for our customers.

 

Cx system fully implemented to deliver key processes and drive efficiency;

 

Customer Portal live

 

Commitment to Communities

 

  1. We will make our neighbourhoods great places to live by delivering to our Neighbourhood Management Policy;

Neighbourhood  Plans in place for at least 60% of our communities;

 

 

  1. We will work with our stakeholders and partners to help deliver their key strategic priorities to tackle homelessness and meet the needs of specific customer groups;

 

Up to 20 units of accommodation available for Housing First initiatives;

 

Dispersed supported accommodation model developed;

 

Shropshire Domestic Abuse service plan fully funded.

 

Well Governed, Resilient and Financially Sound

 

  1. We will aim for top quartile performance for key measures when benchmarked against our peers where this makes good business sense in the context of Connexus;

 

20 day re-let time across all tenures;

 

Less than 2% current tenant rent arrears;

 

  1. We will ensure external contracts are robustly monitored and managed to ensure that the expected returns on investment are delivered;

 

Service Charge approach aligned across Connexus for both tenants and leaseholders.

 

  1. We will ensure that new business and grant funding opportunities are fully assessed to ensure viability and fit with the Corporate Plan, and include a robust exit-strategy;

 

Supported housing will deliver minimum 10% overhead payment and 8% surplus on a whole service basis;