WITH US - Thrive Homes

THRIVE
WITH US
CONTENTS
Thrive’s arrived 4
The drive to achieve 6
Striving for success 8
Alive to challenges 10
Reviving neighbourhoods 12
A hive of industry 14
Living the vision 16
Thrive with us! 18
THRIVE HOMES IS
A HOUSING ASSOCIATION
WHICH OWNS AND
MANAGES MORE THAN
4,000 RENTED AND
LEASEHOLD PROPERTIES
IN HERTFORDSHIRE AND
BUCKINGHAMSHIRE.
Mission
To provide high quality homes
and excellent services to enable
the development of communities
where people will enjoy living.
Vision
To create a thriving community
where there are life choices and
opportunities.
Values
•
•
•
•
OPEN
RESPECTFUL
EXCELLENT
RELIABLE.
ARRIVE
THRIVE’S ARRIVED
Thrive Homes has achieved an
enormous amount since its formation
in 2008: improving homes, providing
quality services, supporting tenants and
enhancing local communities.
From the outset, we determined to be much
more than ‘just another stock transfer’. Our
ambitious, business-like approach and drive
to succeed has delivered impressive levels
of performance, customer satisfaction and
development of services.
Our considerable achievements have put
us in a strong position as we move forward
with renewed passion and energy in an
increasingly competitive climate.
At Thrive, we recognise that having a
decent home and employment promotes a
sense of self-worth and are the foundations
for a successful and fulfilling life.
We are committed to enabling thriving
communities and providing good quality
homes and services to help customers
achieve their aspirations.
Coupled with this social purpose we are
also dynamic, forward-thinking, innovative
and alive to the need to evolve and adapt in
a fast-changing environment.
As we take stock of our successes to date,
we are proud to have grown into much
more than just a housing provider – we
are a thriving business with a social heart,
looking towards an exciting future. We don’t
just promise – we deliver.
4
Ambition leads to success
Thrive set itself big ambitions from
the very beginning, embracing a great
deal more than the initial focus on
delivering over 40 transfer promises
made to customers.
So far we have:
• INVESTED OVER £55 MILLION IN
IMPROVING HOMES AND THE
AREAS AROUND THEM
• IMPROVED PROPERTIES BEYOND
THE NATIONAL DECENT HOMES
STANDARD WITHIN BUDGET
WAY AHEAD OF SCHEDULE, IN
TWO-AND-A-HALF YEARS
• DELIVERED CONSISTENTLY
HIGH LEVELS OF SERVICE TO
CUSTOMERS, MAINTAINING HIGH
SATISFACTION LEVELS
• INCREASED OUR HOUSING
STOCK BY 129 HOMES, BY
ACQUISITION FROM OTHER
LANDLORDS IN THE REGION
• BUILT STRONG FINANCIAL
FOUNDATIONS TO ENABLE US TO
DELIVER OUR AMBITIONS FOR
THE FUTURE
• SECURED BACKING TO SUPPORT
OUR DEVELOPMENT PLANS TO
PROVIDE MORE AFFORDABLE
HOMES FOR LOCAL PEOPLE.
“Thrive residents can
be confident that the
promises have been
more than delivered
and that the association
continues to respond
well to the challenges
and hurdles that
it encounters.”
Debby Ounsted
5
DRIVE
THE DRIVE TO ACHIEVE
Having achieved so much and created
a solid base on which to build, we
look ahead to developing our role and
expanding our services in the future.
We have spearheaded numerous
pioneering and innovative initiatives in
our short history and will continue to
develop this role as a leader in our field
into the future.
Thrive takes a proactive, flexible
approach to meeting the changing
challenges our sector faces, but also
recognises the great opportunities such
an environment presents.
We have already worked with a multitude
of partners to make a real difference to
our customers and communities.
As we look to the future, we are keen to
continue to work with existing and new
partners to achieve our aims.
Central to all this is our five year strategic
plan, which details our aspirations for us
as an organisation. These are that Thrive
should be:
• RESILIENT WITH A
STRONG FINANCIAL BASE
• RESPONSIVE TO
CUSTOMER NEEDS
• A PROVIDER OF GOOD
QUALITY HOMES
• A GOOD PLACE TO WORK.
6
“Our success has been, and will continue to be, built
upon forming effective partnerships and working in
collaboration with those best placed to help us achieve
our mission.”
Richard Laval, Chair of the Board
“This is an exciting time for Thrive, its customers and
stakeholders because there are many opportunities
to be explored. We hope that, through effective
collaboration, we can really make a difference,
providing high quality homes and excellent services to
enable the development of communities where people
enjoy living.”
Elspeth Mackenzie, Chief Executive
7
STRIVE
STRIVING FOR SUCCESS
In our first six years, we have
established ourselves as an
organisation with a solid financial
base and strong governance.
Thrive has achieved consistently strong
surpluses each year and delivered the
bulk of our promised stock improvement
works ahead of schedule.
It is important that we maintain the
principles which have helped us reach
this position – a focus on financial
performance and effective use of assets.
In 2012 a new Board was recruited which
has the skills, experience, expertise and
ambition to guide our future direction
and ensure we achieve our goals.
With such effective leadership,
we are confident that we will maintain
our resilience to the vagaries of the
external environment and take full
advantage of the opportunities that
present themselves.
8
Strong foundations
Thrive was awarded the top G1/V1
rating for governance and financial
viability by the Homes and Communities
Agency in 2013.
Building for the future
The future
We raised £70 million through a listed sterling
bond issue, with the scope to raise an
additional £55 million. This will support our
plans for growth, including the development
and acquisition of more affordable homes.
Over the next five years, we will:
• HAVE STRONG GOVERNANCE
STRUCTURES WHICH ARE
REGULARLY EVALUATED
“Thrive has a very strong enterprise profile
and a strong financial profile.”
S&P credit rating report
Steering us forward
Thrive has pioneered a unique Board
mentoring programme, in partnership with
Vale of Aylesbury Housing Trust and Housing
Diversity Network, to ensure members
are equipped with the skills to safeguard
our future stability and help us rise to the
challenges ahead.
• BUILD ON OUR SOLID FINANCIAL
PLATFORM
• DELIVER OUR OBJECTIVES USING
ASSETS IN THE MOST EFFICIENT
AND COST-EFFECTIVE WAY
• EXPLORE POTENTIAL TO
DIVERSIFY INCOME STREAMS
THROUGH SALE OF MANAGEMENT
AND MAINTENANCE SERVICES
• DEVELOP STRONG BUSINESS AND
MARKET INTELLIGENCE TO INFORM
OUR DECISION MAKING.
Business assurance
Our Quality Assurance Reviews –
conducted in partnership with Campbell
Tickell and involving our resident Scrutiny
Panel – provide regular, independent,
evidence-based evaluation of Thrive’s
processes. Our approach has been
praised and rolled out to many
other organisations.
9
ALIVE
ALIVE TO CHALLENGES
Thrive has developed into a
professional social business which is
well-equipped to adapt to the changing
needs, challenges and pressures of the
housing sector.
But we never lose sight of our central
purpose – providing top quality homes
and services, supporting the creation
of thriving communities and ensuring
customers have choices and opportunities
to fulfil their potential.
As well as recognising the need to adapt to
the external environment we operate within,
we are similarly committed to responding to
our customers’ changing needs.
We actively seek regular feedback from
customers in a variety of ways, enabling
us to gain valuable insights into our
performance and how well our services
meet their requirements.
Over the next few years we will gain a
much better and fuller understanding of the
people who live in our homes, establishing
how we can deliver relevant services and
how they would like to engage with Thrive
Homes now and in the future.
10
Boosting job prospects
Working in partnership
We spearheaded Jobs at Home – the first
of a national network of community
enterprises aimed at helping social housing
tenants back into work – with partners
Watford Community Housing Trust and the
Housing Leadership Foundation.
Thrive has established itself as an important
community partner to make a lasting impact
on neighbourhoods and individuals.
“I have a routine, job security, I’m working
towards qualifications and I couldn’t be
happier or feel luckier.”
Jamie Bowen, painter and decorator
with Jobs at Home
Investing in communities
Our community grants scheme has awarded
around £200,000 since 2010.
We support projects that improve people’s
lives and their communities, from funding
a domestic violence case worker and debt
advisors to school playground improvements
and support for young families.
“Without this grant we wouldn’t be able to
open the allotment to the community it is a lifeline.”
Christine Wyard, Project Director of
ASCEND’s Dig Deep Allotment Project
Realising dreams
Our Year of Ambition, celebrating our fifth
anniversary, inspired customers and staff to
think bigger and better to fulfil their aspirations.
This included our Go For It Awards, one-off
grants to help residents achieve their goals.
Funding was given towards a theatre school
course, HGV driver training, a mental health
qualification and setting up a beauty business.
“It’s a dream come true to be awarded the
money from Thrive Homes, it will go towards
the essential training I need.”
Gemma Brown, Go For It Award winner
Involving residents
We worked with Youth Connexions,
Hertfordshire Constabulary, Herts Young
Homeless, Youth Parliament, West Herts
College and Watford & Three Rivers Trust
to deliver an action-packed Enterprise
Week at local secondary school Francis
Combe Academy.
This innovative project involved workshops
to equip over 200 year 10 students with vital
skills which would help them in their future
lives and careers. It culminated in an X-Factor
style contest where eight students got the
opportunity of a week’s work experience,
including a placement at Thrive.
“It is a unique opportunity for our learners to
focus on developing the transferable skills
needed to be successful in the workplace or
at college or university.”
Jacqui Hurst, Assistant Principal, Academy
Resources at Francis Combe Academy
The future
Over the next five years, we will:
• USE CUSTOMER FEEDBACK TO
IMPROVE DELIVERY OF SERVICES
AND DEVELOP NEW ONES
• CONTINUE TO DEVELOP WAYS
FOR CUSTOMERS TO ENGAGE
WITH THRIVE SO WE CAN MEET
THEIR NEEDS
• PROVIDE A RANGE OF ALTERNATIVE
TENURE OPTIONS
• SUPPORT SOCIAL ENTERPRISE
AND LOCAL EMPLOYMENT
• INVEST IN COMMUNITY ACTIVITIES
TO SUPPORT ENHANCED MOBILITY
AND EMPLOYMENT.
Our partnership with residents is critical to
Thrive’s success and our involvement activities
range from attending focus groups to joining
recruitment interview panels. Our flexible
approach ensures we respond to changing
demand so our services are right for residents
now and in the future.
11
REVIVE
REVIVING
NEIGHBOURHOODS
We pride ourselves on being a provider
of top quality homes, committed to
further improving our existing housing
stock and exceeding national standards.
But we are also keen to play a part in
developing more affordable homes in the
region, as pressure for housing continues
to grow.
Predictions are that there will be 92,000
more people living in Hertfordshire alone by
2020. With house prices and market rents
also on the rise, the need for affordable
housing will become acute.
Thrive has honed its expertise in this area
over the last two years, embarking on its
first development schemes as part of the
2011-15 Affordable Homes Programme.
Our work over the last few years has put
us in a strong position, equipping us
with the resources necessary to expand
our housing stock and provide further
much-needed affordable homes for rent
in the coming years.
12
Delighting families
Looking ahead
Thrilled families have recently moved into four
new affordable homes which Thrive has built
in the Watford area.
We have recently secured funding to
support our ambitious development plans
for the future.
We worked with GD Construction and Circle
Housing to develop the two-bedroomed
houses on two sites in South Oxhey and
Mill End.
Our aim is to increase our housing stock by at
least 150 homes over the next five years and
expand into other local authority areas.
The properties were built to a high standard,
wirh eco features such as solar panels and
water butts to help residents save energy and
reduce their bills.
“Moving here is wonderful for my children
and me. It’s a lovely neighbourhood and a
beautiful new home.”
Tracey, Tenant, Mill End
New horizons
This will be achieved by building more than
75 new properties and acquiring the rest from
other housing providers.
“The need for affordable housing in this region
grows ever more pressing, particularly in the
current tough economic climate. Thrive Homes
is admirably placed to use its knowledge,
expertise and financial strength to help meet
that need by developing new homes.”
Andrew Hull, Head of Development,
Thrive Homes
Thrive extended its area of operation into
Buckinghamshire, as well as Hertfordshire, by
acquiring 119 properties from the A2Dominion
Group in 2013.
These are our key aims over the next
five years:
We have since been working with residents to
draw up a programme of improvement work
to upgrade their homes.
• MAINTAIN DECENT HOMES
STANDARD COMPLIANCE
ACROSS ALL OUR STOCK
“Being close to the communities we work
in is greatly valued by our tenants. A newly
transferring resident has told us that they have
already seen and heard more from Thrive
in three months than they ever did of their
previous, more remotely-based landlord.”
Jo Barrett, Operations Director at
Thrive Homes
• IMPROVE THE ENERGY
SUSTAINABILITY AND REDUCE
THE CARBON FOOTPRINT
ACROSS OUR PROPERTIES
The future
• DELIVER GOOD QUALITY, NEW
HOUSING WITHIN OUR AREA
OF OPERATION
• EXTEND THE GEOGRAPHICAL
SPREAD OF OUR PROPERTIES WITHIN
AN AREA WHERE HOMES CAN STILL
BE EFFECTIVELY MANAGED AND
MAINTAINED.
13
HIVE
A HIVE OF INDUSTRY
At Thrive, we appreciate that our past
and future achievements are only made
possible by ensuring we have a team of
motivated, dedicated staff who appreciate
the vital role they play in our success.
We have recently developed new reward and
recognition frameworks and a more flexible
working environment which are valued by
current colleagues and potential new recruits.
As we move forward, we recognise the
importance of providing opportunities for
individuals to develop their range of skills and
continually improve mechanisms for them to
give feedback to us as their employer.
New technology offers greater
opportunities for us to review and improve
our ways of working, including direct service
delivery to customers and the delivery of
back office services.
We recently launched Thrive Works, a
business transformation programme, to
enable our people to use their skills to
best effect in helping us achieve our
strategic goals.
14
Nurturing talent
Investing in people
Thrive runs apprenticeship and work
experience placement schemes to nurture
home-grown talent while offering training
and employment to local people.
Thrive recently achieved the Investors in
People Bronze Award in recognition of our
commitment to the development of, and
engagement with, our employees.
One of our tenants started out in our
Customer Service Centre and has worked
her way up to become team leader.
The accreditation recognises the fact that
we go ‘above and beyond’ in striving for
excellence in the way we manage our people.
We recently took on two apprentices to
work in our repairs and maintenance team
while studying for a nationally recognised
qualification. Our future plans include taking
on more apprentices in different sections of
the business.
“In its short history, Thrive has gained the
reputation of being a good place to work….
I am particularly impressed with Thrive Homes’
approach to corporate social responsibilities.
Activities are numerous and there appears to
be a total commitment from staff in ensuring
that these are not just about paying lip service
to the community. Others could learn a lot
from Thrive in this area.”
IIP Report, 2014.
“I never thought that, when I started out
working at Thrive, I would be here a few
years later managing the team. Thrive offered
me that vital first step onto the employment
ladder and has since encouraged me to
develop my skills.”
Donna, CSC Supervisor
Benefiting communities
Our staff volunteering programme
encourages colleagues to work together on
projects which benefit our local communities
while boosting morale and motivation among
our teams.
In 2013 colleagues clocked up 880 hours
of voluntary work, equating to more than
£17,000 investment in local neighbourhoods.
This included working with local charities
and projects which have benefited from our
community grants, such as Watford Mencap,
the 9 Lives furniture recycling charity and the
Dig Deep Allotment Project. Through this
work, we have built stronger relationships with
our community partners.
“For me, things like this bring housing ‘alive’.
It also shows that as an organisation Thrive
can achieve so much in ways of creating a
better living environment for tenants and that
even office-based people, like finance, can
take part in that. I would certainly encourage
everyone to take part in a volunteer day. I
went home tired, aching and covered in mud,
caught the sun on my face but I slept like a
log and would definitely do it all again!”
Shirley Chin, Accounts
The future
These are our key aims over the next
five years:
• CLEAR REWARD AND ENGAGEMENT
STRUCTURE IN PLACE THAT IS
REGULARLY REVIEWED AND
EVALUATED WITH COLLEAGUES
• WORK TO ENGAGE AND ATTRACT
HIGHLY PERFORMING AND
MOTIVATED EMPLOYEES
• A RANGE OF LEARNING AND
DEVELOPMENT OPPORTUNITIES
TO ENHANCE COLLEAGUES’
EFFECTIVENESS AND SUPPORT
THEIR ASPIRATIONS
• ESTABLISH A HIGH QUALITY, FLEXIBLE
WORKING ENVIRONMENT WHERE
TECHNOLOGY IS USED TO ENHANCE
WORKING PRACTICES AND SUPPORT
CUSTOMER ENGAGEMENT.
15
LIVE
LIVING THE VISION
Our pioneering spirit and our innovative,
creative and professional approach to
challenges have been recognised with
awards and accreditations.
Thrive was held up as a ‘leading light’ within
the housing sector by judges of the prestigious
national Housing Innovation Awards 2014. We
were named Most Innovative Housing Provider
(Small) and also won the award for Most
Innovative Use of Community Engagement.
“Thrive’s award entry really stood out for the
range of activities they do and the inclusive way
they work with residents and communities.”
Housing Innovation Award judge
We use such external recognition and
accreditation to learn more about how we can
improve and to provide assurance to customers
about the quality of our services.
Our Customer Service Centre recently
achieved Contact Centre Accreditation from
Mypathy Plus and HomeSwapper rated our
customer service “excellent”.
We were also awarded the Customer
Service Excellence government standard
for the second year running.
Our other accreditations include:
• SHIFT PUBLIC SUSTAINABILITY
ASSESSMENT
• JOBCENTRE PLUS – POSITIVE ABOUT
DISABLED PEOPLE
• CIH CHARTER – REPAIRS
• CIH CHARTER – ANTI-SOCIAL BEHAVIOUR.
16
17
THRIVE
THRIVE WITH US!
Thrive has come a long way
in its short but successful
history, exceeding expectation
and making a real difference to
local communities.
We are proud of our achievements
and our ideas have gained us a great
deal of respect among our fellow
housing professionals, stakeholders
and partners.
In the sector, Thrive is hailed as a
pace-setter and our work is held up
as a model of good practice.
We are now looking forward to
building on our strong foundations
and continuing the work we have
begun, confident that we have the
expertise to succeed in achieving
our goals.
These are exciting times at Thrive
and we are keen to team up with
partners – businesses, developers,
contractors, local authorities and
community organisations – to share
in our success and thrive with us.
18
Join us on our journey
We would welcome the chance to discuss
ideas and opportunities with existing and
potential partners and stakeholders.
So, to find out more about our plans for
the future and how you can be part of this
exciting journey, please contact us. We
would be delighted to hear from you.
0800 917 6077
enquiries@thrivehomes.org.uk
www.thrivehomes.org.uk
Thrive Homes
Building 3
Hatters Lane
Watford
Hertfordshire
WD18 8YG
“I think Thrive Homes is succeeding; the
project we have just finished for them
underlines that Thrive is thinking outside the
box to benefit its community.”
Respondent in Thrive Homes’ recent
stakeholders’ survey
“I used to think I lived in one of the worst
looking areas, now I think I live in the best.”
Michael, Tenant, Otley Way, South Oxhey
“The partnership with Thrive Homes
developed very well. It started as a traditional
contractual relationship, a framework
approach, but very soon it became evident
that the way we would work with Thrive
would be a very collaborative approach with
the residents at the heart of everything
that we did. It was clear that was the
approach Thrive wanted and one which we
were happy to embrace.”
Simon Barker, Commercial Manager,
United House
19
2014