Rooftop Corporate Plan 2021 - 2026

2021 - 2026

WE BUILD 2021 - GREAT 2026 HOMES AND SUPPORT SUCCESSFUL LIVES BY BEING A BETTER BUSINESS

Strategic Objectives Foreword Introduction Stakeholder and Customer feedback Our plans to 2026 Delivery and Performance Risk Charitable Articles

STRATEGIC OBJECTIVES SUCCESSFUL LIVES Excellent Customer Service Building Stronger Communities

GREAT HOMES Up to 1000 new homes Rooftop Living Homes Standard

BETTER BUSINESS Leadership and Learning Excellence Digital by Design

FOREWORD This 5-year plan sets out what we aim to priorities of the Board and the views of our stakeholders.

In setting our ambition to 2026, the Rooftop Board current and future challenges we face. Our role is to balance competing priorities, ensure ongoing good governance at a time of change and competing demands.

In doing this, we have above all, been mindful of the needs and aspirations of our customers, and having placed the ‘Voice of our Customers’ at the heart of the Boardroom, we will now play a key role in championing the continued evolution of Rooftop’s culture as a truly customer-centric organisation. We will also play an important role in leading the challenge and change required as we embrace the opportunity to bring Equality, Diversity and Inclusion alive in all that we do.

Our Mission and Values are enduring and this plan challenges and opportunities our customers and communities will face in the coming years. I also we possibly can be and do as much as we are able to help local people and neighbourhoods in the post-pandemic world.

As Chair, I will be stepping down in late 2021 having served my nine years on the Board, and six in my current role. It has been a huge privilege, to lead this wonderful organisation that has such passion and purpose for local people and communities in this period. I will be leaving Rooftop in very good hands and in a strong position to face the future the ambition set out here is translated into reality in the years ahead.

Chair - Rooftop Housing Group

INTRODUCTION 2023. This 2023. contained This contained nine high-level nine high-level strategicstrategic

world was world turned wasupside turneddown upside with down thewith arrival the arriva In the same In the year, same theyear, Government the Government published published its its

White Paper, White including Paper, including a 7-pointaCharter 7-pointfor Charter socialfor socia housing tenants. housing tenants.

The scaleThe of the scale challenge of the challenge of of

housing also housing came also to the came fore. to the Ourfore. customers Our customers and an communities communities faced a range facedof a range social of and social economic and econom challenges challenges as the pandemic as the pandemic impactedimpacted on the local on the loca neighbourhoods neighbourhoods where wewhere work.we work.

As a social Asbusiness, a social business, colleagues colleagues pulled together pulled together and a embraced embraced changes changes to the way to we thework. way we This work. This unprecedented unprecedented combination combination of factorsofencouraged factors encourage Rooftop to Rooftop revise to our revise long-term our long-term plans. plans.

Despite the Despite hugethe changes huge changes we face, we Rooftop face, is Rooftop and is and always will always be characterised will be characterised by our passion by our and passion and

Boris Worrall, Group Chief Executive - Rooftop Housing Group

summarised summarised at the end at of the this end document. of this document.

Therefore, Therefore, while wewhile are constantly we are constantly evolving evolving how we how w deliver our deliver objectives, our objectives, the core the focus core remains focus remains on on delivery of delivery Great of Homes GreattoHomes meet atorange meetof a range needs,of need includingincluding Shared Ownership, Shared Ownership, Supported Supported Housing Housing and housing and for housing the Gypsy for the and Gypsy Traveller and Traveller Community.

Community.

We also continue We also continue to focus on to focus supporting on supporting people topeople t live Successful live Successful Lives by investing Lives by investing in our in our communities communities and providing and providing services linked services tolinked to money advice, moneyjobs, advice, andjobs, training. and training.

And we continue And we continu to strive to strive be a Better to be Business, a Better Business, embracing embracing services, services, and providing and providing training and training leadership and leadership excellence excellence in our people. in our people. ambitions ambitions we set three we set years three ago, years charting ago, charting a a broadly similar broadlycourse similarbut course taking but account taking of account the of the

rent and current future and needs future ofneeds our customers of our customers and and mmunities communities in a post in pandemic a post pandemic world, world, vernment Government and regulatory and regulatory expectations, expectations, the viewsthe views our customers of our customers and stakeholders and stakeholders who provided who provided dbackfeedback on our draft on our plan, draft andplan, of course and ofthe course the

he lives to the of local livespeople of localeach people andeach every and day. every We day. We o embrace also embrace both the both letterthe and letter spiritand of the spirit new of the new tional National Housing Housing Federation Federation Code of Governance, Code of Governance, d the associated and the associated work thework NHF the has NHF rightly has rightly oritised prioritised on Equality, on Equality, DiversityDiversity and Inclusion and Inclusion

past the andpast there and is an there ever-greater is an ever-greater pressurepressure on on r resources. our resources.

We will need We will to do need more to do than more ever. than ever. d we are Andwell we placed are welltoplaced do so.to In do rising so. to In rising that to that allenge, challenge, our Values ourguide Values us guide and atus a Board and at level a Board level

t theythat remain theyas remain relevant as relevant as they did as they in 2018 didin in 2018 in ping us helping set our usdirection set our direction and respond and respond to to keholders, stakeholders, not leastnot ourleast customers our customers where the where the xt stage next of our stage evolution of our evolution in becoming in becoming a truly a truly tomer-centric customer-centric organisation organisation is a strategic is a strategic perative. imperative.

ateverWhatever challenges challenges we face, we face, will continue we will continue to to rk together, work together, make things make better, thingsand better, do the and right do the right ng. thing.

STAKEHOLDER AND CUSTOMER FEEDBACK In forming this plan, we received feedback from more than 40 stakeholders and 30 customers on our draft plans.

We asked both our customers and our stakeholders to rate from most to least important our six Strategic Objectives.

Both communities gave roughly similar answers with the supply of new homes dividing people the most, and Digital by Design being seen as the least important. gaps, we have ensured that key themes from the have also placed more emphasis on current homes and services within our plans.

3 Words...

As part of the feedback we asked those responding to our survey to use three words that summed up Rooftop Housing Group. The majority were positive with some exceptions.

WHICH OF THE ROOFTO Leadership and Learning excellence - 1% Build strong communities

Excellent customer service

STRATEGIC OBJECTIVES DO

Digital y design - 0% 1000 new homes

Rooftop Living Homes Standard

Successful Lives – Building Stronger Communities Our focus will be on community-led investment to support the post-pandemic recovery and maximise our impact in local communities.

Our new Community Investment Strategy which has been launched in 2021 will involve investing up to £50,000 a year in community projects, as well as attracting grant funding and deploying a place-based approach to community development.

Successful Lives – Excellent Customer Service We will embrace the challenges set out in the Social Housing White Paper to improve customer service and complaints handling.

Our aim will be to achieve customer satisfaction of 90% and we will develop more customer-centric digital service channels by 2022 through our customer app and website portal.

We will broaden customer involvement and continue to focus on meaningful engagement, openness and trust.

Great Homes – Up to 1000 homes We will deliver up to 200 homes a year in partnership with our key local authorities and through Homes England grant funding.

All new homes we build we will meet the Rooftop Living Homes Standard and will be based on sustainable communities. About a third of homes will be for Shared Ownership, and the rest for rent.

We will aim to develop a large site using ‘Garden Village’ principles.

Great Homes – Rooftop Living Homes Standard We will develop and start to implement a new standard for our existing homes, replicating so far as possible energy performance seen in our new build Rooftop Living Homes Standard.

We will complete the development of this standard and identify the investment requirements we need to ensure all homes meet a minimum Energy Rating Score Band C by 2030.

mainstay of the Rooftop philosophy.

Better Business – Leadership and Learning Excellence We will continue to invest in developing our people, focusing on leadership and professional development to support a customer centric culture and our high performing teams that live our values.

Employee engagement remains a key priority and we will continue to seek regular feedback from colleagues through our employee survey and Your Voice.

Better Business – We will continue to roll-out the implementation of our new housing management system to insight and business intelligence.

We will implement new Finance and HR/payroll systems in 2022 and continue to evolve towards Cloud computing by the end of this plan.

We will continue to digitise and streamline all and digital.

BUILDING STRONGER COMMUNITIES We have launched our Community Investment Strategy to change our focus to place based local solutions.

6600 homes

EXCELLENT CUSTOMER SERVICE

We will have invested up to £250,000 in our communities

1000 NEW HOMES We currently have a stock of homes. By 2026 we will have a stock of 7600 homes

By 2026 our customer satisfaction will be above 90%

pandemic mean our customer satisfaction is 85% at time of publication.

We are continuing to invest in our people

ROOFTOP LIVING HOMES STANDARD We use the Rooftop Living Homes Standard (RLHS) for our current land led developments

We have installed and launched our new housing management system.

LEADERSHIP AND LEARNING EXCELLENCE We will be a high performing team that lives our values.

We will have in place the mechanism to apply RLHS on our existing homes.

DIGITAL BY DESIGN Our new HR and Finance systems will be in place. Our processes will be lean, streamlined and digital.

We measure our performance through a set of indicators based on the Sector Scorecard approach.

The Sector Scorecard was developed by the National Housing Federation and is backed by the Chartered Institute of Housing, ensuring we continue to adopt best practice in this area.

Our Key Performance Indicators (KPIs) are regularly reported through the business at all levels, ensuring that everyone can monitor and measure our success over the duration of the Plan. A subset of the projections for our KPIs over the life of this plan is provided below.

Regulatory metrics

Final 2019/20

lan lan lan lan lan lan 2020/21 2021/22 2022/23 2023/24 2024/25 2025/2

Reinvestment %

5.2%

4.9%

10.5%

10.0%

6.5%

6.2%

5.8%

New supply delivered (social housing units)

2.7%

1.3%

3.7%

4.5%

1.8%

1.8%

1.7%

New supply delivered (non-social housing units)

0.0%

0.1%

0.0%

0.0%

0.0%

0.0%

0.0%

Gearing

58%

59%

62%

63%

61%

62%

62%

EBITDA MRI Interest

153%

149%

132%

143%

142%

136%

136%

Headline social housing cost per unit

£3,284

£3,206

£3,521

£3,519

£3,584

£3,689

£3,728

Social housing cost excluding components

£2,929

£2,840

£2,882

£2,886

£2,856

£2,943

£2,884

Operating margin

32.0%

29.7%

29.4%

29.0%

30.8%

32.8%

35.3%

Social Housing Lettings operating margin

40.1%

36.3%

37.2%

39.9%

41.5%

41.0%

42.4%

Return on capital employed (ROCE)

4.3%

3.6%

3.4%

3.5%

3.6%

3.5%

3.7%

Other Sector Scorecard metrics

Final 2019/20

£s invested for every £ generated from operations in communities

£0.04

£0.05

£0.05

£0.05

£0.04

£0.04

£0.04

Ratio of responsive repairs to planned maintenance spend

0.66

0.67

0.51

0.48

0.50

0.50

0.47

Overheads as a % of adjusted turnover

12.8%

11.2%

11.0%

10.5%

10.2%

10.0%

9.8%

Void loss as a % of rent debit (all tenures)

2.5%

3.1%

2.0%

1.9%

1.9%

1.9%

1.9%

lan lan lan lan lan lan 2020/21 2021/22 2022/23 2023/24 2024/25 2025/2

match both our short and long term planning horizons. support the objectives set out in this Plan. ro ected Annual Turnover and Surplus lan Year

2021/22

Turnover Surplus

£4,586

2022/23

2023/24

2024/25

2025/2

£42,089

£44,057

£46,119

£48,025

£5,136

£5,121

£4,689

£5,893

Risk and Assurance important part in ensuring we meet our corporate objectives, and our approach is embedded into every part of our business.

We have a well-established risk and assurance framework which is aligned to the three lines of defence model and supports our internal systems of control. appetite in clear statements that set out the type and amount of risk we are prepared to assume as we deliver our objectives and day-to day business.

We measure and monitor early warning indicators linked to our risks and have agreed triggers for action and escalation. This ensures we have a consistent approach to considering risk and mitigation operationally and when forming strategic business decisions.

We have a robust approach to managing risk we will accept considering capital, liquidity, borrowing and regulatory requirements) linking together our We also consider risk in relation to health and safety, customer services, governance, compliance and reputation and the cumulative impacts of these factors.

During the COVID-19 global pandemic we reviewed our strategic inherent and residual risks, put in place appropriate controls to protect our customers and deliver services.

As we move forward we will continue to closely monitor the capacity and resilience of our services through our risk management framework to ensure our Corporate Plan objectives are delivered.

Articles community. Its objects shall be to carry on for the The business of providing and managing housing, including social housing, and providing assistance and associated facilities, amenities and services for poor people or for the relief of aged, disabled, (whether physically or mentally) or chronically sick people; • providing housing and any associated amenities for young persons in necessitous circumstances upon terms appropriate to their means; • from dependence upon or addiction to or misuse of drugs or alcohol; • any other charitable object that can be carried out from time to time as registered provider of social housing with the regulator.

70 High Street Evesham Worcestershire WR11 4YD www.rooftopgroup.org Tel: 01386 420800 Email: enquiries@rooftopgroup.org