Strategic Plan 2019-2024

How we will transform housing, health, social care and support to improve well-being

 

 

Strategic Plan 2019-2024

How we will transform housing, health,

social care and support to improve well-being

Introduction

Hafod is one of the leading providers of housing, care and support in South Wales. We have a history that spans over 50 years and we are very proud of what we have achieved in that time.

From humble beginnings in 1968, today we have over 5,700 properties across nine local authorities, employ over 1,300 people, support 16,000 customers and have a turnover in excess of £52 million.

 

Our Strategic Plan 2019-2024 sets out clearly how we will do more of what we do well and ensure everything we do will help us care for the future.

We are ready to face the challenges ahead. Our size and experience enables us to be agile and respond to meet the current and future needs of our customers, partners, stakeholders and communities.

Introduction

Hafod is one of the leading providers of housing, care and support in South Wales. We have a history that spans over 50 years and we are very proud of what we have achieved in that time.

From humble beginnings in 1968, today we have over 5,700 properties across nine local authorities, employ over 1,300 people, support 16,000 customers and have a turnover in excess of £52 million.

Our Strategic Plan 2019-2024 sets out clearly how we will do more of what we do well and ensure everything we do will help us care for the future.

We are ready to face the challenges ahead. Our size and experience enables us to be agile and respond to meet the current and future needs of our customers, partners, stakeholders and communities.

Our vision

Improving health, well-being and prosperity in communities by helping to integrate the systems of housing, health, social care and support.

Our vision

Improving health, well-being and prosperity in communities by helping to integrate the systems of housing, health, social care and support.

Our values

Everything we do at Hafod is underpinned by
our values ‘The Hafod Way’. 

They are:

Working together
Respect
Professional
Learning & improving
Great service

Our values

Everything we do at Hafod is underpinned by our values ‘The Hafod Way’. 

They are:

Working Together
Respect
Professional
Learning & improving
Great Service

Our priorities

Our priorities reflect the things we believe Hafod must work towards in the next five years to make a contribution to the outcomes that are important for our customers, our communities and our organisation.

Our priorities

Our priorities reflect the things we believe Hafod must work towards in the next five years to make a contribution to the outcomes that are important for our customers, our communities and our organisation.

Placing customers at the heart of everything we do

How will we do it?

Implement our new Customer Charter, which sets out the more reciprocal relationship we want with our customers  and how we will work differently to help people and communities to achieve their goals

Create new forms of involvement in the way our services are designed and delivered

Change the way we work with our customers recognising their strengths and assets and intervening early to improve outcomes

 

Strengthening our governance

How will we do it?

Embed robust governance in all aspects of our business and constantly review its effectiveness through internal and external mechanisms  

Continue to evolve and develop our governance structures and expertise to meet the needs of a changing business and the expectations of our regulators

Ensure the leadership of the organisation is well equipped and skilled, in order to make decisions in the best interests of our customers

Placing customers at the heart of everything we do

How will we do it?

Implement our new Customer Charter, which sets out the more reciprocal relationship we want our customers  and how we will work differently to help people and communities to achieve their goals

Create new forms of involvement in the way our services are designed and delivered

Change the way we work with our customers recognising their strengths and assets and intervening early to improve outcomes

 

Strengthening our governance

How will we do it?

Embed robust governance in all aspects of our business and constantly review its effectiveness through internal and external mechanisms

Continue to evolve and develop our governance structures and expertise to meet the needs of a changing business and the expectations of our regulators

Ensure the leadership of the organisation is well equipped and skilled, in order to make decisions in the best interests of our customers

Maintaining our
financial strength

How will we do it?

Ensure strong and robust financial management across the business with appropriate systems and controls to monitor and report

Promote an effective procurement strategy to reduce running costs and reinvest in our services

Introduce ‘golden rules’, which set parameters for our financial decisions and make our intentions clear to our partners and stakeholders

 

Integrating our housing, health, social care and support

How will we do it?

Working with our partners to design seamless services that support people through different stages of their lives

Committing to reconfiguring existing services, as well as developing new services in new settings through new partnerships

Embracing technology and innovations in home-building and service design to improve health, well-being and independence

Maintaining our
financial strength

How will we do it?

Ensure strong and robust financial management across the business with appropriate systems and controls to monitor and report

Promote an effective procurement strategy to reduce running costs and reinvest in our services

Introduce ‘golden rules’, which set parameters for our financial decisions and make our intentions clear to our partners and stakeholders

 

Integrating our housing, health, social care and support

How will we do it?

Working with our partners to design seamless services that support people through different stages of their lives

Committing to reconfiguring existing services, as well as developing new services in new settings through new partnerships

Embracing technology and innovations in home-building and service design to improve health, well-being and independence

Investing in Housing

How will we do it?

Encouraging personal ownership, accountability and local innovation through our Neighbourhood Coaching model

Reinvestment of surplus into the supply of new homes and services to meet changing needs

Investing, wherever possible, in local regeneration and exploring innovative construction methods to reduce our carbon emissions

Investing in Care

How will we do it?

Maintain our excellent compliance and quality ratings across all our services, incorporating new practices, methods and technologies

Balancing our care offer to social and private residents and invest in our care estate to ensure the ongoing viability of our services

Working with our key stakeholders to understand future requirements and develop sustainable services to meet rising demand and improve people’s experience of care

 

Investing in Housing

How will we do it?

Encouraging personal ownership, accountability and local innovation through our Neighbourhood Coaching model

Reinvestment of surplus into the supply of new homes and services to meet changing needs

Investing, wherever possible, in local regeneration and exploring innovative construction methods to reduce our carbon emissions

Investing in Care

How will we do it?

Maintain our excellent compliance and quality ratings across all our services, incorporating new practices, methods and technologies

Balancing our care offer to social and private residents and invest in our care estate to ensure the ongoing viability of our services

Working with our key stakeholders to understand future requirements and develop sustainable services to meet rising demand and improve people’s experience of care

 

Investing in our people

How will we do it?

Improving terms and conditions and providing our colleagues with benefits that enhance their work and personal lives

Ensuring we have the right leadership, structures, talents and capabilities in place to achieve our strategic objectives

Offering high quality and stimulating development opportunities through academi Hafod, allowing colleagues to develop skills in line with their ambitions and ensuring Hafod is recognised for its excellence in work-based learning

Maximising our resources

How will we do it?

Using our economic influence to maximise the value of the Hafod pound, through better procurement, local employment and supporting skills development in communities

Review key systems, upgrade our infrastructure and re-design our services and processes with an emphasis on digital transformation

Grow our data science capability and establish a programme of innovation and research to focus on key business areas and challenges

Investing in our people

How will we do it?

Improving terms and conditions and providing our colleagues with benefits that enhance their work and personal lives

Ensuring we have the right leadership, structures, talents and capabilities in place to achieve our strategic objectives

Offering high quality and stimulating development opportunities through academi Hafod, allowing colleagues to develop skills in line with their ambitions and ensuring Hafod is recognised for its excellence in work-based learning

Maximising our resources

How will we do it?

Using our economic influence to maximise the value of the Hafod pound, through better procurement, local employment and supporting skills development in communities

Review and re-implement key systems, upgrade our infrastructure and re-design our services and processes with an emphasis on digital transformation

Grow our data science capability and establish a programme of innovation and research to focus on key business areas and challenges

Measuring our success

Our main goals are:

£170m investment in new homes

£1.1m procurement savings

£4.5m invested in ICT and skills development

£33m investment in current stock

£170m investment in new homes

£1.1m procurement savings

£4.5m invested in ICT and skills development

£33m investment in current stock

We also commit to:

We also commit to:

 

Improving terms and conditions for frontline service colleagues

Rolling out our Neighbourhood Coaching model to increase interactions with our customers

Increasing the number of customers involved in designing and delivering our services

Improving colleague retention, engagement and satisfaction

Delivering more integrated services which measurably improve outcomes for our customers

Increasing investment in our care estate to increase its long-term viability

Improving terms and conditions for frontline service colleagues

Improving colleague retention, engagement and satisfaction

Increasing investment in our care estate to increase its long-term viability

Rolling out our Neighbourhood Coaching model to increase interactions with our customers

Delivering more integrated services which measurably improve outcomes for our customers

Increasing the number of customers involved in designing and delivering our services