STRATEGIC
PLAN
2023-25
Grove Community
HOUSING ASSOCIATION
Working together
to shape our
community’s future
2
OUR MISSION
“To provide quality homes and services
for our tenants and wider community”
2 03
CONTENTS
17
OUR SEVEN
STRATEGIC PILLARS
30
MEASURING SUCCESS
4
STRATEGIC STATEMENT
5
WHO WE ARE
7
OUR VALUES
8
HOW WE WORK
TOGETHER
9
WHAT WE HAVE
ACHIEVED TOGETHER
14
SWOT ANALYSIS
If you would like this
Annual Review in a
dierent format (such as
larger print or dierent
language) please contact
our oce.
2
2 3
CONTENTS
17
OUR SEVEN STRATEGIC
5
WHO WE ARE
7
OUR VALUES
4
STRATEGIC STATEMENT
8 9
WHAT WE HAVE
ACHIEVED TOGETHER
HOW WE WORK
TOGETHER
26
MEASURING SUCCESS
PILLARS
14
SWOT ANALYSIS
OUR MISSION
“To provide quality homes and services
for our tenants and wider community”
The way our Board
is defined by our
Mission Statement and
underpinned by our
Values and Behaviours.
Grove Community
HOUSING ASSOCIATION
Presenting our collaboratively crafted Strategic
Plan, co-created with our Board, tenants,
and stakeholders, we do so with the intent of
enhancing the lives of the community we serve.
Safety, quality, sustainability and growth are pivotal
aspects guiding our goals, reflecting our unwavering
commitment to these non-negotiable areas.
While our goals are ambitious, they remain achievable
in the right social and economic environment. We
have updated our Strategic Plan as it is our role in
serving our tenants to both assess and respond with
agility to our changing operating environment. We
have continued to build on the foundations of our
previous Strategic Plan. Our focus for 2023 and 2024
is to ensure our stang structure is fit for purpose
and embedded into our organization and its values.
We will measure this by our performance and tenant
feedback and our contributions to sector wide
engagement towards solutions.
As a small provider it is important that our voice is
heard by all stakeholders. The announcement of
the severe cuts to the Social Housing Development
Programme coupled with the NI Water budgetary
constraints and underfunding have a very real
impact on our ability to deliver our new Passivhaus
homes. Additionally, the construction sector response
maintenance market is both reducing in competitive
interest and rising in costs.
It is prudent to reassess our strategic ambitions and
during the final quarters of 2024 Board and SMT will
take time away to review the Association’s position
and develop a new Strategic Plan for 2025-28 that
fully addresses the many challenges in our sector. We
welcome the revitalization of the NIHE and will review
any impacts and consider how we best contribute to
to help in reducing the the social housing waiting list,
which is now 49,000 and growing. We welcome the
delay of the implementation of the new Procurement
Act and guidance until February 2025. This also will
impact on how we do things now and into the future.
However, despite this fast-paced challenging
environment, as a strong and independent
organization, with 47 years of accomplishments
behind us, we are determined to contribute more
to a growing and vibrant North Belfast. The Board,
endorsing the Strategic Plan, is dedicated to allocating
appropriate resources to transform goals into tangible
deliverables. As a small organization, achieving value
in all our endeavours is crucial to our success.
Under the inspirational leadership of our Chief
Executive, we are confident that with the expert
support and strategic direction of the Board, sta will
embrace any necessary change or ways of working.
Together we will overcome the significant and very
real challenges ahead to make a lasting dierence for
all in our community.
Our commitment to professionalism and
accountability to a wide range of stakeholders goes
beyond mere business targets. This Strategic Plan
establishes standards and operational approaches,
striking a balance between measurable outcomes and
investments that showcase our dedication to fostering
caring, strong communities. Good governance and
accountability play a significant role in this plan.
Given our size and purpose, the document presents a
blend of strategic growth and operational delivery. We
make no apologies for this approach, as we believe
it is the most eective way to ensure that our stated
intentions translate into practical actions, ultimately
making meaningful dierences in our community.
Recognizing the strength derived from unity, we pay
tribute to all those who support us. Looking ahead,
we commit not only to investing in safe, secure
and sustainable homes for all but also working in
partnership and doing whatever it takes to support
the communities we serve.
Mr Brian Dunn Ms Agnes Crawford
Chair Chief Executive
Established in 1977 amid the migration
from North Belfast due to subpar housing
and environmental conditions, Grove
Community Housing Association (GCHA)
has been instrumental in urban regeneration
of the area. Through renovations and new
construction projects, our small community-
based organization has significantly
improved the community, managing a stock
of 215* (*Feb 2024) social housing units.
These are allocated strictly through the
Common Selection Scheme to those in most
housing need.
Regulated by the Department for
Communities (DfC) and the Financial Conduct
Authority (FCA), and registered with the
Charity Commission of Northern Ireland,
Grove CHA has a proven track record in the
regeneration of the Grove area. Future plans
include expanding our housing portfolio and
developing 31 new social housing homes
at the former Grove School primary school
site on North Queen Street, Belfast.
As an employer of a growing, dedicated
team of nine sta, we also contribute to
the economy through local construction
and the service industry through contracts
for development, maintenance works, IT
services, accountancy, and insurance.
Oversight and strategic direction of our
work are entrusted to the restructured
voluntary Board of Management, whose
diverse skills and experience benefit the
Association greatly. Together with the sta
at our York Road oce, we share a common
commitment to providing safe, good quality
housing conditions for all tenants and
improve the community and opportunities
for better life outcomes.
Operating in a challenging environment
marked by sectarian interfaces, deprivation,
and disadvantage, we navigate issues
shared by all social housing providers,
including skills shortages, rising costs
of maintenance, capacity, demand and
regulatory standards. Ongoing government
underfunding of wider vital services adds
to the complexity of challenges. The cost
of living rises for households remains
a significant concern and we remain
committed to mitigate against these through
provision of access to valuable advice
services and ensuring value for money.
Against this challenging backdrop, our
Strategic Plan has been crafted to align with
our aspirations for growth. Through a skilled
and enthusiastic Board and Sta team,
we aim to provide excellent service while
navigating the complexities of the evolving
housing landscape.
JOINT STRATEGIC
STATEMENT
FROM CHAIR
AND CEO
B. Dunn
A. CrawfordA. Crawford
WHO WE ARE
Grove Community
HOUSING ASSOCIATION
54
7
6
7
OUR
VALUES
7
1
2
3
4
5
COMPASSION
We approach all situations with human
kindness and a willingness to help.
ACCOUNTABILITY
We take ownership for our individual and
collective actions with a willingness to change
where that is the right thing to do.
HONESTY & INTEGRITY
We do the right thing, in the right way, irrespective
of the potential for adverse consequence.
SERVICE FOCUSED
We strive to continually improve the beneficial
impact for those who access our service range.
APPROACHABILITY
We continually consider the best way to provide
access to our organisation in a way that is friendly
and centred on the individual needs of everyone.
Our values are central to all that we do
and guide decision making, behaviours and
the way in which we act collaboratively with partners
within the community in which we work:
Grove Community
HOUSING ASSOCIATION
6
6
8
8
9
.
8
9
HOW WE WORK
TOGETHER
Our strength and commitment to a shared purpose are evident in the collaborative and
teamwork approach we adopt. We strive to cultivate a collaborative working style that
optimises our combined talents in any given circumstances.
consideration to
everyone, ensuring
that each individual
feels valued for
their contributions.
We embrace
diversity, encourage
teamwork, and
wholeheartedly
dedicate ourselves
to a shared mission.
We exhibit flexibility,
adaptability, and
responsiveness,
pivoting to provide
support to all our
stakeholders.
We attentively
listen to others’
perspectives,
carefully weighing
their views before
making key decisions.
We adhere to
ethical principles
and take
responsibility for
our actions.
We dedicate
ourselves to continual
improvement and
innovation, cultivating
positive environments
for collaborative
creation that yield
tangible results.
Grove Community Housing Association
is a bespoke charitable organisation
nestled in the heart of inner City North
Belfast. We’re not just a Housing
Association - we’re a proud beacon of
independence, deeply dedicated to
serving our local community.
We have evidenced our commitment
to successfully sustaining autonomy.
This allows our focus to be laser-sharp
on understanding both the needs of
solutions to truly enrich and improve
the lives of those around us. By
keeping our operations close to home,
we ensure key investment gives
back to our community. Through
stock condition surveys and investment we
provide good quality housing for our 215*
households (*Feb 2024).
and provide access to benefits advice,
resulting in very low levels of rental arrears
and voids. This ensures maximisation of
our income and provides healthy scope for
future investment which provides a rock
solid financial foundation. We ensure we
can fulfil our commitments to our tenants,
providing safe and good quality homes and
wider community investment. Importantly,
it ensures we play our part in tackling the
housing crisis. This is achievable by having a
good asset base for responsible borrowing
for development opportunities for new and
sustainable homes.
As a transformed Housing Association,
holding a Department for Communities (DfC)
Regulatory Grade 1, and sector recognised
award-winning Association, we’re not
content with just meeting expectations.
We’re driven by the same energy of local
people who came together in 1977 to find
solutions to housing need and local issues.
We have that same passion to tackle the
housing crisis and transform neglected parts
of our great City and surrounding areas.
With both the Assembly re-established and
as Belfast embarks on its most ambitious
City-wide plans for investment and
sustainability in decades, there couldn’t be
a more exciting time to launch our ambitious
Strategic Plan. It sets out the active role
we will play in both seeking and bringing
investment for the area.
We commit to utilising that investment to
deliver long lasting solutions to address
a wide range of needs of those who call
this place home, not just physical housing
needs. We fully appreciate the value good
quality sustainable housing has on health
outcomes, particularly for our young people.
What We Have Achieved
Together and Will Build On
Grove Community Housing Association
is a bespoke charitable organisation
nestled in the heart of inner City North
Belfast. We’re not just a Housing
Association; we’re a proud beacon of
independence, deeply dedicated to
serving our local community.
We have evidenced our commitment
to successfully sustaining autonomy.
This allows our focus to be laser-sharp
on understanding both the needs of
our tenants and delivering eective
solutions to truly enrich and improve
the lives of those around us. By
keeping our operations close to home,
we ensure key investment gives
back to our community. Through
eective use of our resources, timely
stock condition surveys and investment we
provide good quality housing for our 215*
households (*Feb 2024).
We maintain aordable, responsible rents
and provide access to benefits advice,
resulting in very low levels of rental arrears
and voids. This ensures maximisation of
our income and provides healthy scope for
future investment which provides a rock
solid financial foundation. We ensure we
can fulfil our commitments to our tenants,
providing safe and good quality homes and
wider community investment. Importantly,
it ensures we play our part in tackling the
housing crisis. This is achievable by having a
good asset base for responsible borrowing
for development opportunities for new and
sustainable homes.
As a transformed Housing Association, (DfC)
Regulatory Grade 1, and sector recognised
award-winning Association, we’re not
content with just meeting expectations.
We’re driven by the same energy of local
people who came together in 1977 to find
solutions to housing need and local issues.
We have that same passion to tackle the
housing crisis and transform neglected parts
of our great City and surrounding areas.
With both the Assembly re-established and
as Belfast embarks on its most ambitious
City-wide plans for investment and
sustainability in decades, there couldn’t be
a more exciting time to launch our ambitious
Strategic Plan. It sets out the active role
we will play in both seeking and bringing
investment for the area.
We commit to utilising that investment to
deliver long lasting solutions to address
a wide range of needs of those who call
this place home, not just physical housing
needs. We fully appreciate the value good
quality sustainable housing has on health
outcomes, particularly for our young people.
What We Have Achieved
Together and Will Build On
9
10 11
10 11
.
10 11
We take a measured approach to
development, and when we do build, we
strive to do so in the most sustainable
way for the community, its residents
and the environment we all live in.
Take, for instance, our groundbreaking
project at Loughview Terrace, which
turned a neglected, contaminated and
constrained vacant site into award-
winning, low energy stunning homes
(Winners of the Regeneration Award
of Royal Society of Ulster Architects
Design Awards). Our long standing
commitment to the environment,
our dedication to sustainability and
innovation also earned us recognition and
certification as pioneers of the first retrofit
“Active House” in Europe in 2012. This was
before “retrofit” was a pressing issue as
organisations begin to strive to tackle the
sustainability
challenges and lack of funding
head on through their ESG strategies.
Within that context; it should come as no
surprise that our ambitious Board and
CEO have striven since 2019 to bring the
unquestionable benefits of Passive housing
standards to the attention of the wider NI
social housing sector.
We have diligently pushed through
significant external factors to get on site for
summer 2024 to deliver NI’s largest social
housing Passive house development.
This will repurpose the vacant former Grove
Primary School site, where we are set to
deliver these innovative, environmentally
conscious homes for social housing rent
to those in great need on the Common
Selection Scheme waiting list.
This significant investment of over £6M not
only revitalizes our local economy but also
enhances the quality of life and financial
burdens of energy costs for 31 households.
For a number of years, we have echoed
and supporte
d the body of evidence that
good health requires good housing and
living conditions. The health and economic
benefits of living in a Passive house, with
clean filtered air and very comfortable
living environments can be life changing
for many, particularly those with respiratory
conditions. We will also steadily grow our
stock through individual purchases and also
seek every opportunity to bring unused
areas of land back into use for vibrant
homes of the future.
We work collectively to appeal for adequate
and multi-year retrofit funding for NI to bring
us into parity with the rest of the U.K. We
recognise the need to do all in our power to
bring existing homes up to a high performing
energy rating, as households struggle with
rising energy costs and to tackle climate
goals to reduce carbon emissions.
Yet, our mission extends beyond bricks and
mortar. We recognise our outward view
is formed by the collective of our people.
We aspire to be an attractive employer,
learning and development, family (yes pets
are family too!) friendly policies, and sector
not only drives our success but also fosters
personal growth and positive, caring tenant
and community engagement. We take our
professionalism seriously and commit to
playing our role in striving to showcase the
positive impacts it can achieve.
We remain committed to engage at all
root community levels, to have appropriate
and adequate environments, policy,
legislation and funding for the sector to
deliver. The housing sector demonstrated
investment brings to the NI economy.
We have supported the development of an
engaged and active ‘Tenant Voice’ Group
of tenants who help examine how we
do things and truly help shape positive
change to the services we deliver. We
are indebted to their commitment, and
truly enjoy our opportunities to meet,
get to know one another and engage
together to co-create solutions and
or small. We promote a wide range of
opportunities for all to engage with us
at a level they are comfortable with.
We are excited as they embark on
becoming a fully constituted group
and maximise the
opportunities this
will provide and realise their ambitions
to deliver more in the community.
Collaboration, learning and
innovation are at the core of
everything we do. By partnering with
training and education organizations like
the NOW Group, CIH, NIFHA, Habitat for
Humanity and Women’s TEC, we create
opportunities for our people to shine,
and demonstrate their unique talents and
receive recognition. We develop and
support initiatives like the ‘Grow with Grove’
placement, enriching lives and communities
who go above and beyond for our tenants
and communities, truly embracing both our
values and the professional standards of the
housing sector.
With a small but highly dedicated and
new ways of working. We maximise
opportunities to do things in the most
solutions that provide assurance and added
value. This frees up valuable time to focus
on the areas that matter to our tenants and
wide range of stakeholders. We are small
enough to respond in an agile way to the
ever changing environments, internal and
external. We were recognised for our work
at the CIH All Ireland Housing Awards,
winning “Innovation in Housing” Category in
2022. We were also shortlisted in 2023 for
We take a measured approach to
development, and when we do build, we
strive to do so in the most sustainable
way for the community, its residents and
the environment we all live in. Take, for
instance, our groundbreaking project
at Loughview Terrace, which turned a
neglected, contaminated and constrained
vacant site into awardwinning, low
energy stunning homes (Winners of the
Regeneration Award of Royal Society
of Ulster Architects Design Awards).
Our long standing commitment to
the environment, our dedication to
sustainability and innovation also
earned us recognition and certification as
pioneers of the first retrofit “Active House”
in Europe in 2012. This was before “retrofit”
was a pressing issue as organisations begin
to strive to tackle the sustainability challenges
and lack of funding head on through their
ESG strategies.
Within that context; it should come as no
surprise that our ambitious Board and
CEO have striven since 2019 to bring the
unquestionable benefits of Passive housing
standards to the attention of the wider NI
social housing sector.
We have diligently pushed through
significant external factors to obtain
planning permission. We continue to strive
to deliver Northern Ireland’s largest social
housing Passivhaus development of homes.
We appeal for adequate funding from the
Social Housing Development Programme to
deliver these much needed homes that will
improve life, health and economic outcomes
for the new residents.
This will repurpose the vacant former Grove
Primary School site, where we are set to
deliver these innovative, environmentally
conscious homes for social housing rent to
those in great need on the Common Selection
Scheme waiting list.
This significant investment of over £6M not
only revitalizes our local economy but also
enhances the quality of life and financial
burdens of energy costs for 31 households.
For a number of years, we have echoed that
good health requires good housing and living
conditions. The health and economic benefits
of living in a Passivhaus, with clean filtered
air and very comfortable living environments
can be life changing for many, particularly
those with respiratory conditions. We will also
steadily grow our stock through individual
purchases and also seek every opportunity to
bring unused areas of land back into use for
vibrant homes of the future.
We work collectively to appeal for adequate
and multi-year retrofit funding for NI to bring
us into parity with the rest of the UK. We
recognise the need to do all in our power to
bring existing homes up to a high performing
energy rating, as households struggle with
rising energy costs and to tackle climate goals
to reduce carbon emissions.
Yet, our mission extends beyond bricks and
mortar. We recognise our outward view is
formed by the collective vision of our people.
We aspire to be an attractive employer,
oering support programmes, continued
learning and development, family (yes pets
are family too!) friendly policies, and sector
benchmarked salaries. Investing in our sta
not only drives our success but also fosters
personal growth and positive, caring tenant
and community engagement. We take our
professionalism seriously and commit to
playing our role in striving to showcase the
positive impacts it can achieve.
We remain committed to engage at all levels,
from government ocials to grass root
community levels, to have appropriate and
adequate environments, policy, legislation
and funding for the sector to deliver. The
housing sector demonstrated the significant
and positive dierence its investment
brings to the NI economy.
We have supported the development of an
engaged and active ‘Tenant Voice’ Group
of tenants who help examine how we
do things and truly help shape positive
change to the services we deliver. We
are indebted to their commitment, and
truly enjoy our opportunities to meet,
get to know one another and engage
together to co-create solutions and
opportunities to make a dierence, big
or small. We promote a wide range of
opportunities for all to engage with us
at a level they are comfortable with.
We are excited as they embark on
becoming a fully constituted group
and maximise the opportunities this
will provide and realise their ambitions to
deliver more in the community.
Collaboration, learning and innovation are at
the core of everything we do. By partnering
with training and education organizations
like the NOW Group, CIH, NIFHA, Habitat
for Humanity and Women’s TEC, we create
opportunities for our people to shine,
and demonstrate their unique talents
and receive recognition. We develop and
support initiatives like the ‘Grow with Grove’
placement, enriching lives and communities
in the process. We are proud of our sta
who go above and beyond for our tenants
and communities, truly embracing both our
values and the professional standards of the
housing sector.
With a small but highly dedicated and
experienced sta team we embrace new ways
of working. We maximise opportunities to do
things in the most ecient way, implementing
technological solutions that provide assurance
and added value. This frees up valuable
time to focus on the areas that matter to our
tenants and wide range of stakeholders. We
are small enough to respond in an agile way
to the ever changing environments, internal
and external. We were recognised for our
work at the CIH All Ireland Housing Awards,
winning “Innovation in Housing” Category
in 2022. We were also shortlisted in 2023
for the “More than Bricks and Mortar”
award category. For 2024 we are proud
to also have our own “Housing Hero” and
“Lifetime Achievement Award” shortlisted
candidates and wish Paul Stuart and
Erskine Holmes OBE success in their
respective categories for their dedicated
contributions.
Through our partnerships, we’ve
become a hub for expert advice on
benefits, finance, and employment,
providing a lifeline to those in
need. The impact of this work is
immeasurable, echoing our shared
commitment to making a tangible
dierence where it truly matters. We
do this through provision of free oce space
and administrative services to enable North
Belfast Advice Partnership to deliver weekly
advice services. The outcomes of sound
advice have been life changing for many. We
also are grateful to the many organisations
such as LCAP and ROC (NI) for their vital
services such as social supermarkets, energy
vouchers, community resource events and
school uniform and winter clothing appeals.
At Grove Community Housing Association,
we’re not just building homes; we’re nurturing
futures and transforming communities, one
brick at a time. Through the lifetime of this
Strategic Plan, we will reach the incredible
milestone of fifty years of delivering lasting
urban regeneration and sustaining and
supporting communities where people can
thrive and reach their full potential.
We can’t achieve this in isolation and
continue to both strengthen existing strategic
partnerships and reach out to others that
share our visions and ambitions. Embark with
us on this exciting journey, where passion
meets purpose, and together, we’ll keep
building back North Belfast, making it a
vibrant and sought after place to call home.
1312
Grove Community
HOUSING ASSOCIATION
The Board and sta team spent time examining how Grove operates within the wider
economic/political environment. We collectively analysed all aspects of our service delivery,
and incorporated tenant and stakeholder feedback into the assessment. Part of those
focused discussions centred on a SWOT analysis, the outcome of which was influential in
going through a longer-term process to shape objectives meaningful to its purpose. Our
updated SWOT analysis is shown below. However, it is important to note that this is a
dynamic set of strengths, weaknesses, opportunities, and threats, and is not set in stone as
we continually work and respond in an agile way as we pivot and move forward to provide
for our tenants.
SWOT ANALYSIS
Strengths
• Locally based oce with good local and
tenant knowledge
• History and long serving recognition in
the area
• Strong financial position
• Good performance across arrears
management, voids control, planned
maintenance, financial management and
tenant satisfaction.
• Good audit assessments - both internal
and external
• Grade 1 Regulatory Judgement
•
Low anti-social behaviour within housing stock
• Dedicated sta team
• Active and involved Board – new Board
Members filling skills gaps
• Development of new homes
• Sta wellbeing focus and competitive
salary package
• Values of the Association
• Board leadership - diverse mix of skills sets
and social ethos
Weaknesses
• Overstretched and small sta team -
operations and budgets impacted by
absences and skills shortages
• Dependency on limited pool of contractors
• Capacity and resource issues aecting the
ability to manage challenges as we grow
and develop
• Processes and systems need to be refined.
• Ageing Housing stock which requires
investment
•
Lack of use of digital communication channels
with tenants (text messaging service)
• Our digital oering is behind the curve.
• Quality of services oered particularly
in relation to response repairs when
contractor capacity and sta capacity issues
• Need for improved communications across
the organisation
• Greater need for strategic focus by Board
•
Underperformance of sta, lack of
accountability and impact on team morale
and wellbeing and risks to underachievement
of key business objectives
• Capacity to resource changes to legislative
requirements
14 15
Opportunities
• Development of new homes
• Innovation in new build social housing
that could set us apart e.g. Passivhaus
development
• Enhance maintenance oering with new
“helping hand” service
• Skills development of and from Board
members & SMT
• Increased use of technology – internally
and externally
• Working in partnership with external bodies
and organisations
• Raise awareness of Grove Community HA
through social media, news both local and
regional, stakeholder events
• ESG development and access to green
mortgages – including recycling, energy
eciency, fuel consumption
• Co-creation of services and increased
engagement with tenants and
• Maximising other funding streams and
opportunities including in contract social
clauses
• Assist with eradicating fuel poverty
• Improved energy eciency of homes
and oces and carbon reduction through
retrofit funding
• Renewables grant funding opportunities
• Utilise digital oering to allow tenants to
self-service and engage with us through
dierent channels.
• Improved sta performance and service
delivery following appointment of Director
of Operations
• Opportunities to showcase our excellent
performance across a range of service
provision and host more stakeholder events
External Threats
• Actual and Fear of unrest, continued
criminal and social damage from ‘homes
for locals’, protests, paramilitary activity and
harassment and impact on stang and
service delivery
• Loss of community cohesion with changing
demographics
• Rising economic inactivity and anti-social
behaviour
• Lack of contractors for response repairs and
rising costs
• Rent arrears
• Changes with Procurement Act and
guidance
• Increasing rents as a result of higher
development costs
• Tenant’s expectations Sector/Regulatory
• Grading aects loan rates and availability
• Potential of further regulation
• Increased Health and Safety standards
and costs
• Higher land acquisition costs and land
availability
• NI Water infrastructure and delays
• Cuts to SDHP and reduction in TCI’s
• Cost of delivery and impact on rents
•
Possible rent freeze imposed by government
• Cost of living crisis and further changes to
benefit system
•
Labour shortages, particularly in construction
• Reputational damage from service
delivery failure
Grove Community
HOUSING ASSOCIATION
1716
OUR
TENANTS
FINANCE &
ECONOMIC
GOVERNANCE &
REGULATION
OUR
PEOPLE
ENVIRONMENTAL
WORKING IN
PARTNERSHIP
GREAT
HOMES
OUR
TENANTS
FINANCE &
ECONOMIC
GOVERNANCE &
REGULATION
OUR
PEOPLE
ENVIRONMENTAL
WORKING IN
PARTNERSHIP
GREAT
HOMES
OUR SEVEN
STRATEGIC
PILLARS
Grove Community
HOUSING ASSOCIATION
The foundation of the Strategic Plan is propelled by seven crucial domains integral to
the essence of Grove Community Housing Association and its ongoing commitment
to continuous reform and improvement. These are identified as our seven pillars of
strategic success:
18 19
OUR TENANTS OUR PEOPLE
• Enhanced Tenant Communication and Participation
• Excellent, Personalised Tenant Services and Satisfaction
• Financial, Digital and Societal Inclusion
• Trusted, Inclusive, Visible Community Engagement
and Co-creation
• Values Driven, CIH Professional Standards Culture
• Performance Management & Recognition
• ‘One Team’ Approach to Eective Operations & Delivery
• Continuous Development, Improvement and Learning
20 21
GOVERNANCE
AND REGULATION
• Eective Governance, Scrutiny and Risk Management
• ‘One Board’ approach to Strategic Development and Delivery
• Foster eective relationships with regulatory, policy and
decision-makers
• Organisational Growth and Resilience
SOUND
GOVERNANCE
3 YEAR
STRATEGIC PLAN
EFFECTIVE RISK
MANAGEMENT
BOARD AWAY
DAYS AND
APPRAISALS
STAKE HOLDER
ENGAGEMENT
BOARD EFFECTIVENESS
REGULATORY
GRADE 1
ROBUST AUDITS
FINANCE AND
ECONOMIC
GREAT HOMES
• Financial Viability and Value for Money
• Eective Treasury Management and Competitive Borrowing
• Economic appraisals and bids for increased funding and grants
• Eective Procurement and joint initiatives
•
Safe, well maintained and energy ecient homes with fair rents
• Engagement for adequate funding to deliver new build homes
• Address infrastructure and retrofit challenges and funding
•
Fit for purpose allocation policy for safe and thriving communities
22 23
NEW HOUSING
UNITS
ESG
STRATEGY
INNOVATION
MAINTENANCE &
IMPROVEMENTS
RE-SURVEY
• Advocacy for Policy Change and implementation
• Community Engagement and Education – grassroots projects
• Organisational sustainable principles and practices
• Leadership approach to net zero and retrofit challenges and
ending fuel poverty
ENVIRONMENTAL
• Innovative approach to working with others for shared goals
•
Eective Value for Money Contracts and Quality Service Delivery
• Representation, Growth and Development
• Thriving, Community-Centred Initiatives with Measured
Social Value
WORKING IN
PARTNERSHIP
24 25
2726
In this section of our plan we set out how success will be measured, and specific targets determined,
Accountability is split between the operational arm of our organisation and the Board to ensure
performance and risk is managed where it is best placed. It is this ‘measurement’ framework that will
provide year 1, 2, 3 progress goals enabling flexibility/agility to react to changing circumstances which
require the sequencing of deliverables to be changed whilst still ensuring that each of the ‘pledges’
within the strategic pillars is delivered within the lifetime of this plan.
MEASURING
SUCCESS
Goal KPI
2023/2024
Target
Achieved
2024/2025
Target
Great Homes
Homes with planning - - 31
Planned Maintenance
Investment against budget
100% 125% 100%
Governance &
Regulation
Regulatory returns Grade 1 Grade 1
Gas Boiler Servicing 100% 100%
Electrical Inspections
(Periodic and COTs)
100% 100%
Fire Safety 100% 100%
Legionella 100% 100%
Lifts 100% 100%
Asbestos 100% 100%
Risk Assessments As Needed Bi-monthly As Needed Bi-monthly
Regulatory Action Plan Close o all actions -
Risk Register Review Quarterly Quarterly
Internal Audit (Reasonable
or above target)
5 5
Our People
Board Annual Appraisals Full Board Full Board
Finance &
Economic
Gearing 7.50% 7.08% 7%
Operating Margin 21% 20.88% 21%
Goal KPI
2023/2024
Target
Achieved
2024/2025
Target
Finance &
Economic
Void Loss <£15'000 £11,786 <£15'000
Stress Testing and Treasury
Management Base rate
variance
Within Parameter as set in
budget
Within Parameter as set in
budget
Rent Arrears <5% 4.56% <5%
Relet Days 35 81 35
Great Homes
% annual stock survey 50% -
Emergency Repair
Completions
85% 96% 85%
Urgent Repair Completions 80% 81% 80%
Routine Repair Completions 80% 76% 80%
Complaints to working days 100% 100%
Overall tenant satisfaction 75% 75% 80%
Tenant Voice Engagement
Initiatives/Projects
As per strategy As per strategy
Text Messaging Service - - Q4
Calendar Tenant Events As per strategy As per strategy
Tenant Participation 3 yr
Strategy & Delivery
As per strategy As per strategy
Our People
CPD Investment As Budget As Budget
Sta Absenteeism <5% <5%
Competitive sta package Sector Benchmarked Sector Benchmarked
Working in
Partnership
Reps on Sector Forums,
Working Groups,
consultations, conferences
As applicable As applicable
Service Level/ Partnership
Arrangement
1 1
Transformational Project Design & Delivery
Our People
Head Oce Renovation Q3 Q3
Our Customers
Go Green, Get Clean -
Launch
Ongoing Ongoing
Grow with Grove Services Ongoing Ongoing
Community Food - Store
Referrals
Ongoing Ongoing
Learn with Grove -
Development Opportunities
for Graduates
- - Q1
Board KPI’s
Operations Team KPI’s
Grove Community
HOUSING ASSOCIATION
Contact Details
Registered Oce
171 York Road,
Belfast,
BT15 3HB
Telephone
(028) 9077 3330
Out of Hours Repairs Line
0800 7313 081
E-mail
info@groveha.org.uk
Website
www.groveha.org.uk
facebook.com/grovecommunityhousing
twitter.com/housinggrove