Creating Opportunity Strategic Plan 2016-2021 2 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 3

Poplar HARCA at a Glance

We are creating opportunity in East by: 2 Poplar HARCA at a Glance 4 Our Journey Completed • Building thousands of • Creating jobs, apprenticeships 6 Unique Package new homes and employment and training 8 Moving Forward opportunities £345m Message from our Chair • Supporting hundreds of new and 10 Goodbye and Good Luck existing businesses to grow • Connecting people through our Estate Regeneration Programme Message from our former Chair and thrive network of community centres 12 Looking to the Future Message from our CEO

• Investing £millions to restore Chrisp • Celebrating Poplar’s heritage 14 Our Vision and Values Leading Street Market to its former glory through our innovative arts and 16 The Challenges... and the Opportunities

culture events 18 Behaviours • Delivering a first class housing 20 Proactive in Attracting Opportunity service to residents • Making our investment go further £2.5bn 22 A Human Focussed Table of Action reshaping plan • Nurturing our open and green spaces 26 Our Board 28 Award-Winning Governance

Highest satisfaction yet 30 Thank You 87% of tenants are satisfied and 91% would recommend us1

1 2015 Residents Survey 4 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 5 Our Journey

We’ve come a long way since 3,000 homes were first transferred to us in 1998. We begin 2016 as the lead housing partner in the South Poplar Housing Zone with the potential to build a further 10,000 homes.

465 10,000+ Overcrowded New homes potential 2015 families re-housed 100% Decent homes 685 Homeless households 570 housed New homes built 8,500+ Homes refurbished £345m Invested

1998 189 50,000+ New family Population growth homes built 6 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 7 Unique Package

Our offer has always been unique and this ethos continues to shape our business strategy and planning. Complementary urban and community regeneration programmes, transforming spaces, adding value and changing lives.

Retail Awards

Health Arts & Leisure Schools Culture

URBAN COMMUNITY REGENERATION REGENERATION

1998 2015

RESIDENT SKILLS, JOBS DRIVEN AND BUSINESS

Investment Parks Services Centres

Properties Connectivity 8 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 9

Message from our Chair Moving Forward A home is one of the Poplar HARCA believes everyone It would be remiss of me not to should have a place that they can acknowledge the debt of gratitude most important things proudly call home. owed to Bernadette Conroy from whom “I am proud to in life. It is shelter, I have taken over the Chair. Under her Since 1998 we have created spaces that leadership, Poplar HARCA has pushed the be Chair of an warmth and comfort. put opportunity at their core: transforming boundaries of what a Peace of mind for homes, supporting schools and partnering can achieve. She leaves a confident, organisation with health services. We’ve attracted ambitious organisation and Outstanding the present, great enterprise, new business and investment. Landlord of 2015. She will be missed. that has memories for the The people living here are happier, healthier and are participating in making With this Strategic Plan we launch a new creating future, a place that this area the best it can be. vision and values for Poplar HARCA. This inspires opportunity. new brand has been shaped by residents, opportunity at We have a common-sense approach: staff, partners and others – all with an A secure home in a A tried and tested formula which has interest in helping us progress. its heart.” successful, diverse helped to make our area somewhere people want to stay in and want to come Poplar HARCA has come a long way community extends to: somewhere to make a home. since 1998. I am proud to be Chair of opportunity. an organisation which has creating 87% of our tenants in the 2015 survey opportunity at its heart. said they are satisfied with our services. This continues a journey of year-on-year Having worked in regeneration for much improvement. This strategic plan outlines of my career I know the power unleashed how we will be working even harder in the by opportunity – for people, for place and next five years to keep moving forward. To our shared future. work with the people who live here and to create even more opportunities. Paul Brickell Chair of Poplar HARCA 10 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 11

Message from our former Chair Goodbye and Good Luck I feel immensely They say times flies when you’re One thing I know for sure is Poplar having fun. And I guess that means I HARCA’s commitment and energy is proud to have led had a lot of fun in my ten years with second-to-none. Their flexibility, positivity this organisation, and Poplar HARCA. and ideas will help to find the opportunity “One thing in current challenges to ensure the vision privileged to have been This strategic plan is a dynamic example will be achieved. I know for part of all that it has of how Poplar HARCA will change over the next five years. It’s as important to reflect I wish only the best to the very wonderful sure is Poplar achieved. on the past five years, and further back, people who have made my time with to understand where we have come from, Poplar HARCA so special, and who will HARCA’s how we got here and continue to learn continue to make this organisation from our proud history. remarkable. commitment

What has always driven us is a shared Bernadette Conroy and energy is vision of where we want to go and what Chair of Poplar HARCA 2005 -2015 we want to be. A vision to make ours second-to- a better place. A safe place. A creative place. A thriving place. none.” 12 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 13

Message from our Chief Executive Looking to the Future Where do you want to Two questions that have helped After a year of listening, a strong message Poplar HARCA develop into a has emerged about what we want to be be five years from now? housing association responsible for known for: creating opportunity. And so “We’ve made And how are you going a £2.1 Billion estate regeneration we launch a new brand, refreshed values programme, a broad range of award and a raft of exciting actions that will drive no secret that to get there? winning services and a team of over us for the next five years. 300 committed professionals and we are where hundreds of volunteers. We are clear that our role is to create opportunities with and for the community we are today In 2015 we celebrated being awarded we serve in the area they call home. UKHA ‘Outstanding Landlord’ of the year, Every action in this Plan is a commitment by working in achieving 87% satisfaction from tenants to pursue opportunities for individuals, and having one of the most diverse communities, housing and business. partnership.” Boards – including one of the youngest Board members – across our sector. It’s going to be an exciting and challenging five years. I hope you’ll be inspired and We’ve made no secret that we are where find your opportunity as we create ours. we are today by working in partnership. So in scoping this 2016 -2021 Strategic Steve Stride Plan we have involved our partners, our Poplar HARCA Chief Executive residents and everyone who works for and with us to develop the answers to those two fundamental questions. 14 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 15 Our Vision and Values

What we’re going to achieve and how we’re going to do it.

Our vision, values and behaviour influence every part of our strategy.

Our vision Values

Wholehearted Constant Enthusiastic commitment improvement support

Getting things done, especially when a This is our ethos. Why we are here. Change is inevitable. Even if it’s for the different approach is needed, requires Working to improve everything around better it’s not often easy. As a community You Housing determination. We know there will be us; and supporting each other to do we are supportive of everyone’s needs. It challenges. Some anticipated, others more. We provide homes, deliver is important to be heard and respected. unforeseen. We calmly and confidently services, enable regeneration and much, We are mindful of everyone’s right to address each situation and we adapt much more. We look to our people and have a say, even if sometimes we do not where we need to. community to find better ways to achieve agree with one another. better results. Creating opportunity What this means: What this means: What this means? Creating strong partnerships that attract 3,000 run down homes transferred to us Listening. Our resident-led ethos means investment. The South Poplar Housing in 1998. Residents placed their trust in us our community actively engages with us Zone will build 10,000 new homes. to do better. at every level. We know living through Exploring commercial opportunities regeneration is demanding, but by Community Business such as selling to raise In 2016 we look back on a multi-million offering support we try to ease the the money needed to enable the area’s pound reshaping programme – 9,000 process. And were willing to change tack regeneration. Considering brave new homes, award-winning services; flagship if we get things wrong. ways to generate revenue to support and youth and community spaces; and 91% provide services for residents. of tenants would recommend us as a landlord.

To discover, progress and achieve opportunities that help “Regeneration has given us so much more than we previously had and our community flourish. I consider myself a very lucky person to be living here.” Pat Thomas Brownfield Estate Board Member, former resident of Balfron Tower 16 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 17 Challenges and Opportunities

Developing new Increasing house commercial and land prices services

Highest ever New regeneration Attracting Welfare reform housing demand opportunities business

Challenges Opportunities

Developing homes for different Housing Zone Limited Getting the tenures government funds balance right

New services and Cuts to partner facilities for Chrisp Partnerships services Street 18 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 19 Behaviours

To help create opportunities, staff and partners will embody five key behaviours. These behaviours set out the key performance indicators for the next five years.

Our behaviours are: Inspirational Considered Fresh

• Opportunities for staff to develop in • Reinvigorate the induction process to • Investigate and explore new business ways which support their aspirations welcome new staff opportunities, assessing the financial and suit their ways of learning and governance impact • Create a knowledge management • Creating on-line services that staff and framework • Explore and evaluate the community residents want to use governance model • Monitor and manage our risk exposure • Excellent Governance and ensure it reflects the Board’s risk • Provide residents with up-to-date and appetite relevant information on-line Inspirational Collaborative • Effective controls that ensure we comply with statutory and regulatory • Fully comply with the regulatory • Bespoke information provision so obligations regime and requirements that it matches residents’ needs and interests • Re-establish Estate Boards as local • Robust finances

service champions • More accessible local governance – FRS 102 compliance through web-enabled technology – Use the asset and liability registers to inform stress testing and funding Collaborative opportunities

• Regular personal briefings for staff by – Continue stress testing annually Agile our senior people and update the contingency plan • Explore ways to enable staff to have a Considered Fresh Agile accordingly healthy work/life balance • Training staff across our teams so they – Improve credit rating to A2 from A3 can be involved in the recruitment by 2021 • Deliver a like-for-like 1% operating cost process reduction each and every year – Renegotiate loan facilities • Creating a new and representative • Robust Business Plan delivering 30% Staff Board operating margin • Achieve G1 and V1 ratings with the • Assess funding opportunities on an HCA by 2021 on-going basis with the aim of securing long-term debt on favourable terms • Strong systems that support staff to work efficiently and effectively

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Colborne ouse t SINS 22 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 23 A Human Focussed Table of Action

Our human focussed action table details how we will achieve our vision to create opportunity for Housing, Community, Business and You the individual.

It’s human focussed because people are the core of each action. The table details which directorate is responsible and when it will be achieved by.

Creating opportunity for you – the individual by: Creating opportunity for Housing by:

Action Responsible When Action Responsible When Development/ Developing staff talent to continue delivery of first class services ALL Yearly Delivering new homes including: social, affordable, private rented and for sale 2016-21 Housing New centralised Head Office benefitting residents, staff and partners ALL 2016 Rehousing offer to every overcrowded tenant • Mutual exchange Housing 2020 Creating 500 employment and training opportunities every year CaN Yearly • BUSI (our best use of stock initiative)

Unemployment at London average CaN 2021 New service offer to older resident to support active independent living Housing 2018

Outstanding services for young people CaN 2017 Targeted pre-tenancy advice and support Housing 2017

Reducing health inequalities – 25% of Poplar residents engaged in healthier CaN 2018 Estate Ambassadors Phase 2 – improving customer service Technical 2016-17 lifestyle activity Enhanced waste management; measured by a needs driven approach and Technical 2017-18 Mental Health awareness and support interventions Housing 2018 high standards

Technical/ Digital mapping of green spaces ensuring value for money and continuity 2018-19 ACCENTS 24 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 25

A Human Focussed Table of Action continued

Creating Opportunity for Community by: Creating opportunity for Business by:

Action Responsible When Action Responsible When

Delivery of transformational development and business projects across Poplar Development/ Selling our services to others to generate revenue for our community ALL 2019 2016-21 attracting investment and improving lives ACCENTS 35% of CaN services delivered by community enterprises CaN 2021 Greener Poplar - leading Poplar to announce ‘off-grid’ status becoming a successful Technical/ 2021 ACCENTS/ green economy ACCENTS Launching Chrisp Street Exchange Enterprise Hub 2016 Development Spotlight recognised as best practise model CaN 2018 ACCENTS/CaN/ Animating Cut with residential moorings, water sports and events 2017 Development Poplar Football Club established CaN 2018 Self-Funded ACCENTS Team ACCENTS 2019 Improved relationship with schools -75% of schools rate Poplar HARCA as an CaN Yearly excellent partner Becoming a Business Improvement District ACCENTS 2020

CaN/ACCENTS/ No enforcement ASB interventions Housing 2021 Creating a thriving Chrisp Street economy 2021 Development Launching Poplar Urban Gym ACCENTS 2018 Improving Moody’s credit rating to BAA stable Finance 2017 Opening Poplar Peddler’s BMX Track ACCENTS 2021 Renegotiate loan facilities Finance 2018 Implementing A12: Green Mile improving air quality ACCENTS 2020 Assess funding to secure long term debt on favourable terms Finance 2019 Achieving 100% fire risk assessment target Technical Services Yearly Robust Business Plan delivering long-term 30% operating margins & 130% interest cover Finance 2018-19 On going partnership with London Fire Brigade minimising fire risk across homes and Technical Services Yearly communities Stress testing Finance All

Introducing green fleet and equipment for estate services team bringing environmental Technical Services 2017-18 benefits for all

Technical Services / Ensuring green office environments with sustainability benefits for all 2017-18 ACCENTS

Using the latest technology to improve our Bulk Waste reduction collection Technical Services 2017-18

Establish unique horticultural hallmarking measured by customer satisfaction Technical Services 2016-21

ACCENTS/ Opening Poplar Fashion Hub 2018 Development CaN – Communities and Neighbourhood Directorate. Delivering a respected and popular arts and cultural programme ALL 2021 ACCENTS – Arts Culture, Community,. Enterprise, New Technology Sustainability. The ACCENTS Team sits within the Financial Directorate Ensuring Poplar is regarded as an events destination for visitors ALL Yearly 26 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 27 Our Board

As 31 March 2016

Paul Brickell Reverend James Olanipekun Colin Woollard Simon Turek John Norman Matthew Rowe Chair Vice Chair

Paul has extensive regeneration Reverend James has lived in Poplar Colin has lived on the Brownfield Estate Simon joined Poplar HARCA in 2011. He John has spent his career in airport Matthew used to live on the Brownfield experience and shares Poplar since 1991 and was a former member since 1992 and was formerly the Chair is a qualified lawyer with experience management in a variety of operational Estate and is a member of the Brownfield HARCA’S focus on putting people first. of Lansbury South Estate Board. He is a of the Brownfield Estate Board. He was working for regulatory bodies and and HR roles and served on the boards of Estate Board. He is a philosophy lecturer, He is currently Executive Director parent governor of Raines Foundation a school governor for over 13 years and regulated entities in the financial services both Gatwick and Stansted Airports. He and a consultant for the charity sector. He of Regeneration and Community Secondary School and a member of Tower volunteered with a special needs school industry in both the UK and New Zealand. was responsible for developing Stansted’s is Chair of the Standards Advisory Board Partnerships for the London Legacy Hamlets Council’s Overview and Scrutiny for five years. employment strategy. for Tower Hamlets and Chair of Governors Development Corporation. Committee. of Salisbury Primary School in Newham.

Jo Ellis Juliana Ben Salem Tanya Martin Prabha Rathinasabapathy Dharmendra Mehta

Jo has worked in housing for over Juliana has grown-up on the Aberfeldy Tanya has lived in Poplar for over 10 Prabha has been involved with Poplar Dharmendra has lived in Poplar for 25 years, gaining experience in a variety Estate and is one of the youngest Board years. She works in the higher education HARCA since 2009. She holds an MBA more than 30 years. He is a member of roles with a range of registered Members for a social landlord in the UK. sector as a lecturer of Sport and Exercise from the London Business School and of the Poplar Board, Governance Sub providers. She is currently Operations A founding member of Poplar HARCA’S Psychology and the private property is a member of the Royal Institution Committee, Burdett Estate Board and the Director at Town & Country Housing Youth Empowerment Board she is sector in residential sales and lettings. of Chartered Surveyors. Prabha was Place Making Group. As an architectural Group. currently developing her career at legal Tanya is passionate about resident formerly a project director at Argent, designer, he has worked with many firm Capsticks. involvement and empowerment. the development company charged with international architectural practices. regenerating 67 acres in King’s Cross. 28 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 29 Award-Winning Governance

FINANCE & GENERAL PURPOSE COMMITTEE Provide assurance on financial security and performance, capital programme, asset management, and HR strategy ESTATE BOARDS JOINT ESTATE PANEL Advisory/Consultative role Advisory/Consultative on local service provision role, scrutiny function on specific issues Allocates Estate Budget POPLAR BOARD SERVICES Board of Directors for COMMITTEE legal purposes with Provide assurance on the ultimate responsibility for delivery of services and Poplar HARCA’s work and community actions and neighbourhood 12 Members activities YOUTH EMPOWERMENT BOARD Advisory/Consultative role, providing a young persons’ perspective

AUDIT & RISK COMMITTEE Provide assurance on external and internal audit and risk 30 Poplar HARCA Strategic Plan 2016-2021 Poplar HARCA Strategic Plan 2016-2021 31 Thank You

Thank you to all our partners who play a pivotal role in helping us create opportunities.

A City Bridge Trust F London New Castle Poplar Partnerships Tower Skills A Door in a Wall Chrisp Street Children’s Centre Fern Street Settlement London Small Business Centre Phoenix Green Gardening Group Tower Hamlets College ARUP Climate KIC Fluid IT Limehouse Project Poplar Boys and Girls Toynbee Hall ADAB CIPD Fight 4 Change Linc Sewing Enterprise Princes Trust Tower Hamlets Small Grant Andrew Mawson Partnership CISCO Fairhurt Ward Abbott Linc Walking Group Poplar Somali Association Thames Gateway Art Knit and Chat Chartered Institute of Housing French Housing Federation Lincoln Gardens Peoples Postcode Trust The Henry Smith Charity All Hallows Bow Clara Grant Primary School Football Foundation Locality Positive Activities for Young People Transform/Groundwork Accenture Culloden Primary School FFL London Borough of Tower Hamlets Transformers Arts Council England Clean up UK London Cycling Campaign Q Tudor Trust Action Tutoring Communities Investment Network – Tower G London College of Fashion, UAL Queen Mary College The Dusty Knuckle Active Change Foundation Hamlets Good Gym Lloyds Bank The Movement Factory Active Communities Network College of Northwest London Greening Brownfield Lake House R The Tower Project Akademi Construction Youth Trust Greater London Authority Lyrix Organix Rambert Tim Allen All Stars London Goldsmiths University London Ambulance Service Ruff Squad The University of East London Apps Cluster Council of Mosques and Member Mosques Greenwich Leisure Limited Remploy The Future of London Apollo Construction Crush Films Geocapita M RSPCA The Trampery Access Sport Groundwork Made in Hackney Transport for London Avalon D Marner Primary School S Tower Hamlets Public Health Devon’s Hall Over 50’s H Matchbox Nursery Siemens B Deploy HACT Mayflower School Sport Relief U Barnados Deutsche Bank HCA Museum of London Shine UK Online Bank of America Department of Energy and Climate Change Higgins Construction Metropolitan Police Shake United House Barclays Bank Digital Outreach Hannah Nicklin Fire Station Silver Gardeners Urban Arts Bus Big Lottery DJ Poet High Rise East and Bromley by Bow Skills Match Urban Interface Dance UK Bikeworks Dot, Dot, Dot Mile End East and Bromley by Bow GP Health Southwark Meditation University of the Arts London Bolton at Home Docklands Outreach I Network CIC Smart Training University of East London Blakedown Durkham Ideas Store Mile End Hospital South Thames College Bow Boys School Danish Housing Federation Island Health Trainers Mind Tower Hamlets Social Action for Health V Breyers Dutch Housing Federation Investors in People Morgan Stanley Sports England V&A Blue Cross Dulwich Picture Gallery IMD Legion Muscious Music Trust Veolia Bow Arts Trust Imperial Muxima SPLASH Vietnamese Community Organisation Bromley by Bow Centre E Institute of Chartered Accountants England and My Time Active Superact CIC British Gas Early Years Network Wales Swimathon W BSA Kickstart East End Community Foundation N St Giles Trust Will Mott Burcham St Over 50’s Group Euronet J National Trust Stebon Primary School Wilmott Dixon Building Crafts College EU Skills Job Centre Plus Neighbours in Poplar Streets of Growth WEN Bygrove School European Social Fund National Housing Federation St Pauls Bow Common Wadajir Somali Community East London Radio K Newham College St Johns on Women’s Environmental Network C ELBA KPMG NHS St Pauls & Luke’s Church Westminster Kingsway Cabinet Office – Social Investment Group Embrace National Theatre St Pauls Way School Trust Woodward Chair Trust Candoco Dance Company E-Car Club L NICs The Challenge St Paul’s Way Transformation Project Centre for Fashion Enterprise Energy Savings Trust Lansbury Gardens NSPCC St Pauls Way Medical Centre X CREATE England Boxing Langdon Park School NHS Tower Hamlets - CCG Swedish Housing Federation XLP Creativeworks FC Etta Ermini Langdon Park Laces Celtic Football Club Foundation East London Business Association Leaders in Community O T Y Chocolate Films East London Business Place Leopold Area Regeneration Team Teviot Action Group Year Here FM Sounds East Thames Housing Lincoln Area Regeneration Group Teviot Green Youth Music Citizenship Foundation Elite Builders Lighter Linc P Telfords Citizens Advice Bureau LIFT Playpen The Sharp End Z City Gateway London Legacy Development Corporation Princes Trust Zetland Street Garden www.poplarharca.co.uk

Poplar HARCA is the trading name of Poplar Housing and Regeneration Community Association Ltd. Poplar HARCA is a company registered in England and Wales under registered number 3249344. Tenant Services Authority registration number L4170. Registered office 167a East India Dock Road, London, E14 0EA. Poplar HARCA is a registered charity number 1064397.