Provide excellent quality homes and services which enhance later life
Our customer facing strapline is to be developed in consultation with residents in 2015.
We will passionately pursue the following goals to demonstrate PFH as an exemplar organisation:
Pickering and Ferens Homes carried out a comprehensive review of its aims, objectives and priorities in 2013, which was considered and validated as fit for purpose by Trustees at a strategic away event in November 2014.
Our review and subsequent 3 year vision was driven by the following factors:
Fairness is a central value of PFH. An annual report is provided to Trustees. Through the 2015 Equality and Diversity Strategy we have set ourselves a range of key aims and objectives including a comprehensive review of our services in relation to equality and diversity, using the NHF self-assessment tool. We will test our approaches in relation to best practice through an established accreditation scheme.
PFH is committed to reducing its impact on the environment. Particularly with regard to implementing sustainable housing products, promoting alternative travel and transportation which reduce our carbon footprint and encouraging friendlier approaches on energy use and consumption.
The results of our stock condition energy assessment in 2013 show that PFH housing stock has an average SAP rating score of 64.7 (‘D’ Grade). The social housing average is 54. The average Environmental Impact Rating (CO2) of the stock is 64.9 (‘D’ Grade).
The threshold for a C Grade Rating is 69 points. PFH will consider its current and future investment plans, through its asset management strategy, to determine its priorities and targets for increasing the thermal comfort and efficiency of its homes.
Here at PFH we understand that good governance is vital to the success of the organisation.
We are directed and led by our Board of Trustees who are a passionate group of people truly committed to making a difference to the lives of our residents, as well as continuing to secure the future of Pickering and Ferens Homes by developing innovative ways of working. The board is made up of two nominated Hull City Council Trustees, and eight co-opted Trustees, as well as two Resident Trustees who are voted for by our residents.
Our Trustees work with our experienced and committed Senior Management Team to enable the smooth transition of strategy to operational achievement.
We have a manual of governance designed to assist Trustees and staff to understand and comply with the highest standards of governance. It does so by explaining roles, responsibilities and obligations set within our governance framework and our agreed policies and practices.
Governance is how Trustees exercise overall direction and control of the Association. It is about procedures, policies, documents and management arrangements that are in place to administer and control the Association effectively, including financing and delivery of services. It is also about the behaviour of Trustees, relationships with residents and stakeholders and the aims and objectives of the Association.
The Trustees have ultimate legal responsibility for the Association. Many decisions can be delegated, but there must be clear lines of authority. Key to this is defining responsibility and reporting to ensure that information of the right type and detail for the size and complexity of the Association is provided to Trustees in a reasonable timescale.
Trustees meet regularly; committees and staff support the Board.
We have a role profile for Trustees. Functions of our Trustees include:
The responsibilities of the Trustees include setting the Association’s strategic aims, providing leadership to put the aims into effect, supervising the management of the business and reporting on its stewardship.
The Trustees’ actions are subject to laws and regulations. The Social Housing Regulator for England sets out requirements for the governance of Registered Providers of Social Housing.
We consider accepted guidance and best practice, in particular the National Housing Federation Excellence in Governance the requirements of the Association’s Charity Commission Scheme and the expectations of Trustees.
Our Charity Scheme Trust Deed is attached here
Our Annual Self Assessments against each code are here
An annual review of the effectiveness of the board of Trustees and of the effectiveness of governance arrangements will be undertaken to ensure that the Association remains compliant with codes of governance and to provide an opportunity for Trustees to consider how the governance arrangements work in practice and whether changes are required.
Every three years the Association’s internal auditors will be asked to review a sample of governance decisions to confirm that the decisions have been properly and fully implemented.
A fellow of the Chartered Institute of Housing and with a BA (Hons) degree in Housing Studies, Claire has a social housing career spanning 27 years.
Claire is appointed to the NHF National Smaller Housing Association Group, the National Efficiency Group and participates with both CIH and NHF Groups at a regional level.
Lish joined Pickering and Ferens Homes in June 1993 and has held a number of financial roles before becoming Business Services Director. As well as being PFH’s chief financial officer, Lish also leads on financial planning, treasury management, performance, HR and IT services. Lish joined us from Together Housing Group (Harewood Housing Society Ltd) where he was a finance officer; prior to this he worked at Auker Rhodes LLP. Qualified as a chartered management accountant with a background in the not for profit sector, Lish also serves as a member of the Risk and Assurance Committee at Yorkshire Housing Group.
The association employs almost 50 members of staff.
Under the leadership of the Chief Executive Officer, three sections – Housing, Finance and Property Services – are responsible for the day to day operation of the association. The Director of each section, along with the Chief Executive Officer, make up the Senior Management Team.
Our team is one of our most valuable resources, which is why we invest time and energy in appropriate, high quality training, and promote open communication at all levels within the organisation.