Key point summary
During 2008 it became evident that significant changes were occurring in the environment in which Cluid operates. Therefore during 2008 the Board commissioned a 3 year strategy to help the association to position itself for this new environment.
The Board commissioned Professor David Mullins, of the Centre for Urban and Regional Studies, at Birmingham University to facilitate the process.
Good housing is the platform for social progress and Clúid will deliver this by acting professionally and listening to residents reflecting their views in how it delivers its service. Cluid is committed to being a good partner that is easy to work with, supports others, drives up standards and delivers regionally.
The recession, policy change and the social impacts which follow have set a challenging context for this strategy. Clúid will respond to these challenges by:
i. shifting the balance from building new homes to acquiring, leasing and managing existing ones, until opportunities for new construction increase again
ii. providing customers and partners with high quality customer orientated services
iii. exploring the potential of systems and technology based approaches to complement close relationships with tenants and communities
iv. defining niche roles in management and development agent services
After assessing our strengths and weaknesses we wish to build on the perception that Clúid has a professional approach, a core set of skills, a reputation for delivering and is a good partner that concentrates on housing.
Clúid will develop its capabilities by focusing on the things that matter most to us such as designing services that meet customer requirements, providing quality housing that meets modern environmental standards, engaging staff in promoting our mission, pioneering new procedures and promoting the housing association movement.
Growing Organically
We have reviewed opportunities for new business and have decided to focus on the core things that we do best – acquiring and managing estates that include social rented homes (including those managed for other social landlords) and regeneration. We will assess all new business opportunities carefully taking account of social benefits and risks. We do not intend to diversify into supported housing (apart from our existing niche in providing housing for older people and securing appropriate care and support through partnerships) or to compete head to head with the private sector (e.g. in managing wholly private apartment blocks)
We will measure our progress towards these outcomes through a balanced scorecard comprising a number of milestones and key performance indicators
We will raise the profile and achievements of Clúid and will communicate with our stakeholders through a variety of media, including our website, national and regional events, newsletters and reports.
In these ways we will realise our mission: Good Housing as the Platform for Social Progress.
Introduction
Purpose of the Strategy
After 15 years of solid growth, Clúid Housing Association is now a well established leading social housing provider with a reputation as a responsible and professional partner committed to driving up standards for housing consumers in Ireland. This strategy sets out the aims and objectives of Clúid Housing Association for the period April 2009 to April 2012. It is based on a review of the changing external economic and policy environment, supported by independent interviews with key stakeholders and an internal audit of strengths and capabilities undertaken by the responsible directors.
The strategy uses the opportunity of the economic slowdown to take stock and focus on what Clúid is best at. It provides the basis for a principled and consistent response to new opportunities and challenges, including the forthcoming Strategic Review of Capital Funding Schemes for Voluntary and Co-operative Housing. In short the strategy ensures that Clúid positions itself to remain relevant for the future.
Our Customers
Clúid currently houses just over 3,000 households. The households who are housed in our properties are drawn from the local waiting lists maintained by the local authority. They come to Clúid attracted by good design, secure tenancies and affordable rents. Households remain with Clúid because they receive a quality housing management service.
There are some 50,000 households in Ireland on waiting lists and with the recession deepening the need for social housing has never been greater. Clúid therefore regards local authority partners as key customers also and will work closely to provide the types of housing local authorities need in the right places to meet their housing duties.
Clúid is committed to listening to its customers and expanding its services so that previously unmet need can be addressed. This includes those of people faced with losing their homes through lack of funds to pay the mortgage or those households living in private rented accommodation who want to acquire secure affordable housing.
Through the provision of soundly built, well located, secure and affordable housing a home with Clúid becomes the platform for social progress.
Board
Clúid’s Board of Directors is widely regarded as a major strength. The Board decide upon the strategy, policy and direction of the Association. Board members give their time and expertise on a voluntary basis. The members are drawn from a wide range of disciplines and backgrounds. Day to day management is delegated to regional and national office directors and strategic matters are reviewed by the Board and its Committees.
The strategy was richer as a result of the discussions with stakeholders. We thank everyone who helped us to get a better understanding of ourselves by talking to us during the strategy process. We have used comments from interviews by Professor David Mullins with key stakeholders from the ICSH, DoEHLG, Local Government, Peer Housing Associations, Special Needs Housing Associations and the Private Sector to inform our strategy.
Developing our Business
Overall we are not planning any significant departures from existing core competences. Rather we are keen to grow incrementally using our core competencies to access new development opportunities to assist households in need. Clúid is not going to diversify into employment training or social care and is not going to compete head to head with the private sector on market or near market housing or commercial property management.
The strategy acknowledges that increasingly our customers will be located in different tenures, private rented accommodation, living in properties owned by other social landlords or in mixed tenure developments. Clúid’s professional management systems will continue to serve our residents in these new settings.
During the next 3 years Clúid intends to continue to grow and develop, adapting to the changed environment and assisting the many new households who find themselves in housing need. To facilitate accountability to the Board the appraisals will test new business against financial & social risk as well as the alignment with our core objectives. Board discussion suggest the following new business priorities:
Managing Agency
Currently the Association manages a number of social rented units for local authorities and a number of affordable low cost home ownership properties. It is intended to expand this activity to social landlords both LA and AHB, managing affordable and social rented housing. We will also partner service providers working together on leasing schemes for vulnerable households and partner local authorities on leasing arrangements for waiting list applicants
Housing for Older People
Clúid currently manages schemes for older persons throughout Ireland. During the life of the strategy we will develop additional housing for older persons developing expertise and professionalism in this area. We will seek to partner other organisations who provide additional support to frail and vulnerable elderly households to provide a continuum of care in our elderly schemes.
Other Supported Housing
Clúid will continue its existing policy of seeking to meet the care needs of its residents through partnerships with specialist support agencies.
Development
The Association’s historic success in securing one of the largest development programmes in the sector will be challenged over the life of the strategy. To optimise our development potential we will reorganise how we carry out and deliver development.
Development Agency
To date we have undertaken a number of developments on behalf of other social landlords, both LA and AHBs. This role will further expand during the term of the strategy to encompass work on behalf of local authorities, other AHB and organisations who work with households who have additional housing needs.
Regeneration
We have successfully carried out a number of regeneration projects. This will be an area of increasing activity over the life of the strategy.
Sustainability
Over the course of the strategy it is intended to review the design guide to ensure enhanced energy efficiency of all properties that Cluid construct.
Potential New Opportunities
In addition to the above clear opportunities, Clúid is working actively with DoEHLG and other stakeholders to take forward opportunities involving leasing helping those with mortgage difficulty and providing tenant purchase.
We are also keen to expand our work to provide additional affordable housing and housing for the traveller community.
Influencing our Operating Environment
There are a number of changes that are needed in the operating environment that would improve the performance of the housing association sector. Clúid will use its influence and expertise through the ICSH and together with other AHB’s to promote and assist in the following much needed reforms of the sector:
Private Finance
Over the life of the strategy mixed funding will become essential if the sector is to continue to have a development programme.
Rent
The current differential rent system bears no relationship to the cost of managing and maintaining property. Changes to the rent structure are essential if the sector is to continue to provide housing for those in need
Service Charges
The strategy adds our voice to the significant number of organisations and bodies supporting the recommendations of the Law Reform Commission in bringing forward long overdue legislation.
Tenancies
The Association will explore the possibility of establishing its tenancies under the auspices of the Private Rented Tenancies Board (PRTB) or its successor in title. This will provide additional security and place the operation of the sector on a sound legal basis.
Governance and Regulation
The strategy commits Clúid to working towards frameworks for good governance and regulation in the conduct of the affairs of housing associations.