ABOUT US
Weaver Vale Housing Trust is a hou clear vision for our future which pla the communities in which we work,
The Trust owns over 6,500 homes, and a variety of green open space Cheshire and Warrington, ranging fr
This diversity brings with it a varie poverty and hardship is a stark real living crisis. This has resulted in h poverty. These issues, whether in i
It is against this backdrop that the ‘Fairer’ to address the growing ineq colleagues to listen, seek feedback
In 2024 we were awarded a C1 grad introduced in April 2024. The new influence the quality of services.
We have also retained the highest g How well our governance arrang its objectives (G grading) Our financial viability and wheth A brand-new consumer grading influence the quality of services
OUR FUTURE Corporate Plan
Our Vision & Values
Despite significant uncertainties over the last four years, caused by the pandemic, political and economic turmoil, and current cost of living crisis, it is vital the Trust maintains a clear direction of travel and is not distracted from our goal of achieving our Vision.
“Working together to provide quality homes, places and services, making a positive impact for people”
The Trust will continue to embed the right culture built around our values and commitment to putting the customer at the heart of all we do.
These values therefore guide colleagues and inform customers, partners, and stakeholders how the Trust will behave in the delivery of our services and in all other aspects of our work. R e s p e c t f u l
A c c o u n t a b l e Compassionate
OUR FUTURE
Corporate Plan
Setting the foundations
In developing our new Plan, our key priorities and strategies, we have developed several ‘principles’ to help guide us to maintain a focus on what matters on our journey towards the Vision, namely:
Governance excellence
Keeping people safe
Service excellence, agility and innovation
Our Foundation Principles
Values, and a performance driven culture
Value for money and return on investment
Effective engagement and communication
Data driven decision making
Environmental, social and governance Partnership working
Equity, Diversity and Inclusion
OUR FUTUR
Corporate Plan
Corporate Overa
We are committed to cont
Maintaining strong
Delivering excellent
Ensuring tenancy su
Providing well main
Continuning to stre
Maintain strong eng
Delivering sustainab
Continue to grow g
Ensuring all relevan
Strengthening local
We have developed five s
A culture of trust, openness, and inclusivity where all colleagues can flourish, be safe and deliver excellent services to our customers (internal and external) A person-centred customer experience Homes and places that are
OUR FUTURE Corporate Plan
Customer Engagement
We have many routes to engagement and collecting customer feedback, including a STAR (Survey of Tenants & Residents) customer satisfaction survey undertaken independently twice a year and incorporating the new regulatory Tenant Satisfaction Measures. Such feedback and intelligence is used to support continuous improvement and the design of services, policy, and associated investment. This is carried out within a framework of co-regulation via the Board and Customer Assurance Team (CAT) who meet at least twice a year.
Customer feedback is further strengthened and enhanced by a Customer Charter and Feedback Framework and programme of community walkabouts. We remain committed to the NHF (National Housing Federation) ‘Together with Tenants Charter’ and we were an early adopter of the Housing Ombudsman Code.
OUR FUTURE Corporate Plan Risks, Financial Viability and Resources
We have adopted a robust Risk Management Policy and control framework to manage and monitor the risk that it is exposed to through our Corporate Risk Register. We provide assurance by utilising “three lines of defence”, which incorporates external scrutiny to manage and control risks, as well as provide necessary assurance. The Board has set out its corporate risk appetite for each of the five strategies and key operational risk areas, which is reviewed annually.
Our annual budget sets out the financial plans and Golden Rules for the next 12-months to deliver the corporate strategy aims, projects, priorities and associated Strategic Assessment Measures (SAMs). Financial performance is reported quarterly to the Board and monthly to the Executive Team. The Business Plan takes a longer financial view; focusing initially on the next five years and then expanding to look at a 25-year projection. The Business Plan is built on realistic assumptions of income and expenditure, such as the investment plan and financial resources needed to deliver the corporate strategy aims, projects, priorities within each strategy and associated SAM’s.
We have been awarded a C1 grading from the Regulator of Social Housing. We are one of the first landlords in England to earn a C1 grading, which was introduced in April this year. The new C grading is focused on ensuring customers are safe in their homes, treated with fairness and respect and able to influence the quality of services. We have also retained the highest grades for both Viability - V1 and Governance - G1. The three gradings cover:
How well our governance arrangements enable the Trust to effectively manage risks, adequately control the organisation and ensure it continues to meet its objectives (G grading)
Our financial viability and whether we are in a good financial position to deliver our business and corporate plans (V grading)
A new consumer grading (from April 24) focused on ensuring tenants are safe in their homes, treated with fairness and respect, plus able to influence the quality of services received (C grading)
We continue to shape our plans for the Trust, and we know there’s still work to do. We want to continue to improve our services and make a positive difference to customers and communities. It is customer voices that matter most, and we must and will keep listening.
OUR FUTURE
Corporate Plan
Performance Management & Review
We have a comprehensive set of performance and satisfaction indicators. Each year the Board establishes several Stategic Achievement Measures (SAMs) linked to each strategy area, that are monitored quarterly. The SAMs provide high level assurance that the strategies are delivering what is expected from them, these also include Tenant Satisfaction Measures recently introduced by the Regulator of Social Housing.
A comprehensive set of Property Compliance KPIs covering the ‘Big 7’ compliance areas which are also monitored quarterly, including enhanced reporting for Damp, Mould, and Condensation, as well as oversight of any property disrepair.
A quarterly Chief Executive Report also provides other operational performance updates (by exception) and service outcomes throughout the year, further supported by a variety of annual reports and quarterly updates including a comprehensive Customer Insights Report.
The Corporate Plan will be subject to an annual review by the Board and progress is against SAMs and strategic foundation projects/priorities are reported quarterly. The Board annual strategy events in September and January also allow for strategic ‘inyear ’ review/reflection to take place.
