Keeping the faith

As a show of its commitment, newborn housing association Plymouth Community Homes pledged to make a difference in 100 days – it kept its promise. Now the real work begins

Anyone can deliver on promises when there’s plenty of time to spare, but to deliver on a pledge in a tight timeframe is another matter altogether. Well, bring it on and pile on the pressure, because that’s exactly what Plymouth Community Homes (PCH) did on day one of its existence with its 100 Day Pledge.

The organisation is so new you might say that the paint has barely dried, having launched on 20 November last year when it took over 15,500 homes in a stock transfer from the city council. Typical of LSVT organisations, it has its promises to fulfil for tenants over the next few years, but to mark its arrival the organisation also declared this added pledge.

Under this commitment, PCH set itself the task of achieving tangible results: a series of quick – but significant – hits that show the way the organisation intends to deliver over the course of the next five years and beyond. If, in setting the targets, it wasn’t exactly stretching itself, then it was certainly making a bold declaration of intent to prove worthy of the faith demonstrated by tenants in the stock transfer ballot, when 67 per cent voted in favour of transfer.

“Overnight, the transfer created the largest single housing association in the South West,” said chief executive Clive Turner. “We wanted to make sure we got off to a good start and maintain our momentum following the transfer. The pledges span the spectrum of promises to let tenants realise we are absolutely serious about delivering on our transfer promises.”

As the 100th day passed, and the organisation took stock of its achievements, the results were certainly a positive prognosis for the future delivery of its services. Not only had PCH met all of its targets, it had far exceeded many of them (see box out). Clearly, the infant skipped crawling and leapt straight to its feet running. “It’s about more than bricks and mortar. A high security door is about feeling safe in your home. A website is about us knowing your needs and a uniform is about pride and trust in what we do. That’s why these promises matter,” Turner added.

“This is a great start for us, but we’re not for one second complacent about the challenges ahead. We have the opportunity to make a lasting difference to people’s lives. Our tenants and residents deserve that and the team here are determined to do all they can to make it happen.”

Tenant, and chair of the RSL’s board, Peter Ebsworth added: “Our first 100 days has exceeded expectations. But we are about real and lasting change, not just for today’s tenants but for tomorrow’s generation of tenants too. W e’re in this for the long run.”

The organisation has just launched its business plan for the next five years, detailing how it will build on these inaugural achievements. The plan focuses on key themes, such as value for money, customers and communities, neighbourhood management and so on. As well as building the basis for the next five years, it also establishes the organisation’s agenda for the next 12 months.

“We are very keen over the next 12 months that we programme in innovative ways of involving tenants. One example of that is that we will be using them to help prioritise our environmental improvements fund,” Turner said. “Our organisation has come into existence at a very appropriate time, with the TSA publishing its new regulatory framework, so we are able to pick up on the spirit and the letter of that framework.”

There may well be more to PCH than bricks and mortar, but physical improvements to the housing stock is an important tenant priority, so over the next five years the organisation will be working hard to refurbish homes.

Over the period, it aims to install 14,000 new kitchens and bathrooms, 15,000 new uPVC front and back doors, 7,500 homes will gain new electrical wiring, and some 5,000 new central heating systems will be installed. The organisation is going a step above Decent Homes with its own improved version called Plymouth Community Homes Standard. This provides for, among other aspects, better quality kitchens and showers installed above the bath.

As well as homes, the organisation will also be looking at the wider neighbourhood improvements, with £10 million set aside for environmental work. “Most people aspire to a nice home, but they also aspire to a nice home in a decent area,” Turner added.

Naturally, the works – whether on people’s homes, or on the wider neighbourhood – is expected to do its bit for improving residents’ life chances. The refurbishment programme will be expected to provide local jobs and training, and the organisation has partnered with Plymouth City College to provide up to 30 apprenticeship placements a year with its Property Services Department.

Public health is another avenue the organisation is pursuing, in partnership with the local primary care trust, to see what can be done to help address the average gap of 14 years in life expectancy between the east and west end of the city, where much of the social housing stock is located.

And PCH is also working with the city’s Chamber of Commerce to support local SMEs through its ‘Sell to Plymouth’ initiative, helping to maintain the health of the local economy.

This is but a snapshot of the organisation and its first 100 days, but as it heads towards its 200 days and beyond, there is clearly plenty more to come.