In addition, Accord and its customers continue to experience the financial challenges and impacts brought about by the ongoing
implementation of Welfare Reform. Accord continues to identify the extent of the impact of welfare reforms, both on the Group’s finances
and on individual customers. Accord is committed to working alongside customers to ensure they understand how these financial
challenges also impact upon them.
The Group has reviewed its financial assumptions and decisions in order to reflect all current economic risks and equip the organisation
to manage the associated pressures. The Group also continues to stress test the Business Plan each year with various scenarios to
demonstrate the ability to manage these pressures.
Group objectives and strategy
The Group’s objectives and strategy are set out in the strategic five year Business Plan that is reviewed annually and approved by the
Board. The Group sees identifying and managing its risks and opportunities as integral to the way we do business. The Group’s main
objectives and strategies taken from the Business Plan 2015-2020, are summarised in the following table:
Strategic
objective
Meeting Need
Great Housing
and Services
Good to Great
By 2020, we will:
Across the Group
have 15,000 homes in
management including
the development of
1,800 affordable, high
quality homes
Develop and establish a personcentred approach to housing,
assets, care and community
services to create efficiency and
improve satisfaction
Have achieved £150 million turnover
and approaching £10 million surplus to
plough back into our work to support
those most in need
Further improve the
quality, value and range
of care services
Increase the number of
homes manufactured
at the LoCaL Homes
factory and sale of
products to external
partners
Create volunteering,
apprenticeship
and employment
opportunities for
customers, their families
and local community
members within the
group and with key
partners
Continue to raise funding
from a variety of sources
to support our ambitions
8
Accord Group
Continued implementation of
the strategic stock investment
and disposal process achieving
447 units sold. This consists of
260 units of new development
for sale and 187 units of existing
stock disposals.
Combine the direct labour teams
across the Group and develop
a competitive and efficient inhouse maintenance team
Significantly environmentally
improve existing units ensuring
they remain high quality homes
and help reduce fuel poverty for
customers
Procurement and other efficiency
programmes to address rent
reduction and other demands to
reinvest into core purpose.
Have reduced office/commercial
building costs and other associated
overheads by 20% in order to invest in
new services for customers
Increase meaningful customer
engagement and access to the
customer web portal by 20%
Further improve existing stakeholder
relationships and seek out new links to
help develop business opportunities
Have reviewed and where appropriate,
updated the Group structure to ensure
an efficient, VFM business deliver ing
core purpose
Have further enhanced and developed
governance arrangements to attain
excellence in governing standards
To increase employee engagement