Accent Group Strategic Plan
2009 – 2012
Making a difference… improving homes, communities
ing homes, keeping them
To achieve our vision we will help to support communities by provid
education and training.
in good condition and helpi ng people into employment through
Accent is here to serve our residents. Everything that we do seeks to increase the resources We have set four objectives to help achieve our vision and they are:
we have to invest in our homes, and to serve and support the people who live in them. 1. Deliver excellent services.
Some highlights from 2008 show that this has been our priority. 2. Provide great places to live.
L Serving nearly 20,000 households. 3. Give residents and their communities more choice and opportunity.
L Almost 2,000 families rehoused. 4. Be a well run and viable company.
L Over 200 people supported into employment. Under each objective we have set out the milestones we need to achieve during
L Almost 500 new homes built. the first year of this plan.
L Winning Housing Corporation Gold Award – Tackling Worklessness.
L 50 new businesses supported into financial viability.
one voice, many accents ACCENT VALUES: Respect L Creativity L Dependability
Deliver excellent services
s of both performance,
Our aim is to improve the quali ty of services that we deliver, in term
volvement with our
is our aim to improve the level of in
and value for money. Critical to this way we work.
customers, and to use their feedback to continually improve the
The key elements to achieving this 2009/10 MILESTONES 4. Overall tenant satisfaction figures in March 7. By December 2009 achieve Investors in
objective are: 1. To have a common set of minimum 2009, and targets for March 2011 are: Diversity Award for the Group.
service standards shared by Accent Score Target 8. To support the delivery of excellent services
L Quality of service will be tracked RSL 08/09 10/11
through customer satisfaction feedback Foundation, Accent Nene and Accent we will modernise our computer systems:
Accent Foundation 79.4% 85%
derived from the Status Survey, QHS Peerless by March 2010. I By Summer 2009 to go live with new
Accent Nene 84.3% 90%
audits and customer satisfaction surveys. 2. By March 2010 we will have reviewed systems for addressing complaints and
all our core operating procedures with Accent Peerless 79.4% 85% anti-social behaviour.
L Resident involvement activity will be
increased so that it becomes an integral tenants pending the introduction of a I By March 2010 to have completed the
new ICT system: 5. Overall satisfaction with views being procurement phase of the new housing
part of the way we work. taken into account in March 2009,
I Complete review of processes for reactive management system (the new system
L Performance will be benchmarked and targets for March 2011 are: will be implemented during 2010/11).
against Key Performance Indicators and repairs, allocations and lettings and
income management by March 2010. Score Target I By September 2009 to have improved
SMART targets. RSL 08/09 10/11 the existing websites.
I Review, simplify and agree all main
L Value for money will be measured by Accent Foundation 59.3% 67% I By March 2010 to have delivered
housing standard operating procedures
developing a much better understanding (SOPs) by March 2010. Accent Nene 58.5% 67% a new Group-wide website with
for how much key activities cost, significantly greater improved
3. To identify actions required to improve Accent Peerless 52.9% 60%
benchmarking and involving tenants functionality for residents.
in determining quality standards. performance by at least one quartile on
6. Overall satisfaction with the repairs
all performance indicators by March
Achievement of this objective will mean service in March 2009, and targets
2010 (specific actions are identified in
that Accent will become an example for March 2011 are:
the service plans for Accent Foundation,
of excellent service delivery in the Score Target
Accent Nene, Accent Peerless) or to RSL 08/09 10/11
sector and, more importantly, will be remain upper quartile. Accent Foundation 68.5% 77%
a landlord of choice for our residents.
Accent Nene 81.3% 85%
Accent Peerless 73.6% 80%
2 Deliver excellent services ACCENT VALUES: Respect L Creativity L Dependability
Provide great places to live
maintained homes in a
We aim to provide a wide range of well
eds and demand.
variety of areas in order to respond to housing ne
Our most important milestone is to achieve the Decent 1. By Dec 2010 we will achieve the Decent Homes Standard 5. By summer 2010 we will have developed detailed plans
Homes Standard (DHS) across the Group by December (DHS) across our whole housing stock with the exception for further stock rationalisation and transfer stock to
2010. We will then develop a new standard for Accent of Accent Foundation’s Manningham and Easington RSLs who can provide a more local service and seek to
properties, working with our residents, so that our homes stock which will follow on as part of our regeneration purchase stock where we can deliver excellent services.
reach a higher standard. Our financial plan will take of priority neighbourhoods. 6. Through the 2009/11 development programme we will
into account our need to achieve and sustain the DHS. 2. By autumn 2009, in consultation with residents, complete 1200 new homes for rent and sale that will
We will bring forward plans to transfer stock in outlying areas we will develop our Accent Standard – a condition meet the Code for Sustainable Homes, level 3.
to Registered Social Landlords (RSLs) who can provide a more standard that exceeds the minimum standard required 7. To launch the Accent Environmental Strategy which will
local service and seek to purchase other RSL stock within by Decent Homes. include targets for new build properties by June 2009.
our footprint where we can deliver excellent services. 3. By autumn 2009 we will have completed a major
We will focus our new housing development and our other 8. By June 2009 we will complete the implementation of
consultation exercise with residentss to develop a Five the Development Control System.
community development activities into a smaller number of Year Planned Maintenance Programme taking account
core local authority areas. We will also make sure that any of the new Accent Standard.
new homes we build meet sustainability standards and are
built in a way that is environmentally responsible. 4. By autumn 2009 Group Board will have reviewed our
financial plan to confirm that the funding requirements
for the Five Year Planned Maintenance Programme are
3 Provide great places to live ACCENT VALUES: Respect L Creativity L Dependability
Give residents and their communities more choice an
how their services are
Accent aims to pr ovide more choice to its residents in
provided, their service standards an
Residents will be included in all our value for money Meeting this objective means that our regeneration activity, 5. Through existing contracts, to:
appraisals of services and will help set the service housing services and housing development activities, are all I Establish 66 small business start-ups by March 2011
standards. This transparency will lead to residents being closely aligned. This approach will only succeed when key in Bradford.
able to make valued judgements about the services decisions are made by our residents. We will increase their I Expand 213 small businesses to achieve increased gross
that we provide and how well we are performing. opportunities to become involved. value added (GVA = turnover less profit less salaries
We will also provide, the means and mechanism and depreciation ) of £675,000 in Bradford.
for residents to challenge us and work together to 2009/10 MILESTONES
I Deliver 100 people into jobs in Bradford, Huddersfield,
improve any areas of weakness such as the creation 1. To establish and launch our National Residents’ Panel Middlesbrough. Stockton, Easington and Burnley.
of the National Residents’ Panel. by May 2009 I Generate 20 direct or indirect training places
As well as providing choice regarding service standards and 2. To establish our first ‘priority community’ pilot scheme associated with our residential development activity.
provision, Accent is also trying to provide residents with based at Easington in the North East by March 2010. I Generate 6 direct or indirect training places in
more choices and opportunities for life. Accent Foundation associated with our Decent
3. By Autumn 2009 to increase residents choice as they
Accent has developed a strong regeneration function in Homes Programme.
influence and define:
Accent Regeneration and Community Partnerships (ARCP).
I Generate 6 training places in Accent’s repairs and
I in the planned maintenance programme; maintenance supply chain.
ARCP activity will focus on a small number of ‘priority I the Accent Standard;
communities’ and, in a departure from the past, work more 6. Extend the residents’ e-learning pilot to our priority
I core operating procedures;
directly with Accent’s own residents, a large proportion of communities by September 2009.
I menus of services provided by service charge;
whom are not working. These priority communities are also 7. Widen the YouthBuild model to include childcare and
I development strategies; and
reflected in service plans and development plans. social welfare services in one location from Burnley,
I defining our priority communities and schemes.
Accent can also increase people’s choices in homes, whether Middlesbrough or Bradford.
4. To design a detailed proposal for the Residents Training
through rent, shared ownership or purchase. Our development
Initiative to be piloted in Accent Foundation during 2009.
strategy also focuses on our priority areas to make sure that
we are increasing choices where housing need is greatest.
Residents will also be offered choice in the services they pay
for from service charges.
4 Give residents and their communities more choice and opportunity ACCENT VALUES: Respect L Creativity L Dependability
Be a well run and viable company
ucing the number
We aim to simplify the way we run our business by red
of companies within our structure.
This will speed up decision making and reduce our GOVERNANCE VALUE FOR MONEY
running costs. We will also simplify our business L 2009/10 – simplify our company structure by reducing L During the 2009/10 business planning process each
by standardising our processes and service delivery the number of companies within the Group by 50%. RSL will identify VFM issues to be addressed.
methods whilst maintaining the flexibility to meet
local needs. Some targets for this are set down under L 2009/10 – implement a new Finance ICT System L 2009/10 – develop a value for money strategy (incorpo-
our first objective. improving financial controls, forecasting and reporting rating procurement and efficiency), which enables us to
and standardising processes. achieve 3% running cost savings year on year, excluding
We also aim to make it more efficient by keeping all our maintenance and staff costs.
costs under review and setting ourselves targets for savings. L By September 2010 all boards of management to
We also aim to test all our processes against a quality have considered and adopted the recommendations of L 2009/10 – implement a new purchasing and procurement
measure to assess our success or otherwise. the Governance Working Party including a plan to get service, process and ICT system.
resident representation on all boards. ORGANISATIONAL GROWTH
A further aim is to increase our transparency. This means QUALITY
making sure that all our governance, processes and boards L 2009/10 – improvement in indicators of staff satisfaction
represent our residents interests and those residents have L By March 2010 – develop an Accent Quality by five percentage points in the following categories.
access to these processes. Management Strategy which retains ISO9000 external I overall satisfaction;
accreditation and achieves QHS accreditation. I leadership; and
I communication and involvement.
L By March 2010 to have new group wide terms and
conditions for employment and practices.
5 Be a well run and viable company ACCENT VALUES: Respect L Creativity L Dependability
Accent Group Strategic Plan
One voice, many accents…
6 one voice, many accents
What are your top priorities within the plan?
1. Deliver Excellent Services 2. Provide great places to live
3. Give residents and their communities 4. Be a well run and viable company
more choice and opportunity
Have we missed anything that’s important to you?
If you have any queries please contact:
Claire Stone L Accent Group L Charlestown House L Acorn Park Industrial Estate
Charlestown L Shipley L West Yorkshire L BD17 7SW
Tel: 01274 367 535 L Email: email@example.com