Customerfocussed.

Providing good landlord services that are customer focussed, accessible, reliable and safe.

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Customer focussed, easily accessible, good and safe landlord services.

We will deliver reliable housing services, by listening to our tenants, leaseholders and shared owners and learning from them, modernising what we do and reaping the benefits from new technology. Alongside this we will maintain our homes to a good standard, maximise income, improve our productivity and manage our stock effectively so we can invest in homes and services.

• A blend of highly specialised and centralised teams, with a growing network of local generic colleagues, delivering core landlord services to tenants, leaseholders and shared owners

We will modernise our service delivery model based on the following principles:• Clear focus on Aster delivering core landlord

responsibilities/obligations to a good standard• A rebalancing of customer/landlord expectations

– clarifying/specifying our offer through customer engagement and involvement.

• Promotion of digital self-serve for the majority of our high volume transactions

• Seamless and efficient customer services across all the operational services

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We will manage our stock proactively so that we:• Maintain stock to a good and compliant standard• Protect the health and safety of our customers

and colleagues

• Improve the energy efficiency of the stock and limit its impact on the environment

• Maximise the use of our land holdings and dispose of assets that offer no strategic or social value

• Dispose of properties, targeting poorly performing stock and high value properties, which will make a contribution to funding new development and reinvestment.

• Simplifying our repairs and maintenance processes – making things easier• Simplifying housing management workflows on the Hub – again making

working life easier

• Implementing 1st Touch / 360 providing the platform for effective generic / mobile working

• Storm – multi-media contact centre driving demand reduction

We will embrace modern digital solutions so that our landlord service become more effective, agile and responsive. The priority projects enabling a 24/7 self-serve provision for customers and colleagues are as follows:

We will continuously refine how we manage welfare reform and maximise our income streams by: • Robustly collecting rents, service charges and cost

of doing customer responsibility work• Creating capacity to successfully manage 8,000 +

customers on Universal Credit

• Nurturing mutually beneficial relationships with others, such as the DWP

• Increasing % of people who pay their rent via DD.

• Supporting customers (where it’s needed) to pay their rent and sustain their tenancies

• Encouraging financial independence in how we manage customer relationships

Landlord Strategy

Key Objectives...

18 19 Customer focussed.

• Aligned IT priorities• Support on driving and sustaining cultural and behavioural change• Making sure we have right balance of investment in new homes, existing homes and services• Proactive communications to support and promote landlord strategy.

• Customer satisfaction – landlord service 76% and repairs 66%• Customer effort 76%• Rent arrears (2%), void loss controllable (0.46%),re-let times

(18.66 days)• VDP disposals Q3 forecast full year sales income £12.48m

• We will pilot and then roll out generic working across operational teams, using 360/mobile working technology

• We will collaborate to eradicate silo working• We will embrace change and new ways of working

• We’ll accept that some things won’t work out, it’s not about blame and we’ll quickly refine what we do (fail fast)

• We’ll learn from complaints and our customer engagement• We will embed the ‘safety first’ culture.

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What is needed from...

Measures of success...

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(to be confirmed during on-going target setting process)

(end of Q3)

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• 29% operating margin for reinvestment in homes and services

• Registrations to Self-Serve Online Portal 19%• Colleague NPS Housing+3, C&S 0, AMM+6• Legal and regulatory compliance – 100%.

Landlord Strategy 18 19

• Customer satisfaction – landlord service 80% and repairs 75%• Customer effort 80%• Rent arrears (3%), void loss controllable (0.46%), re-let times

(18 days)• VDP disposals full year sales income target £25m

• 28% operating margin for reinvestment in homes and services

• Registrations to Self-Serve Online Portal 40%• Colleague NPS Housing+6, C&S 0, AMM+6• Legal and regulatory compliance – 100%.

Customer focussed.

Positiveimpact.

Having a positive impact on our customers’ lives and in our local communities through our Aster Foundation.

Key Objectives...

Aster Foundation Strategy 18 19 Positive impact.V

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The Aster Foundation will deliver targeted, non-core activities which support Aster’s strategy, provide proven value to our customers and communities and maximise impact of available funding and other support.

• Ensure all non-core activities are linked to the delivery of the corporate strategy

• Provide clarity on what our customers consider will add social value and be proud of

Our approach will:• Continuously assess the time and money we spend against the impact we’re

having and make recommendations for future priorities• Support an income generation process, working with our partners and

supply chain. SUPP

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• We will work with partner organisations to provide customers with support to improve digital skills

• We will help our customers access digital services so that they can effectively interact with us and others

• We will explore innovative solutions so that customers (and especially those in rural communities) benefit from being digitally connected.

• A team of colleagues who will work with customers to maximise income• Provision of opportunities to gain vocational experience through work

placements within Aster and our supply chain

• Working with partner organisations to provide customers with support to improve vocational skills.

We will have a tangible impact on our customers’ abilities to sustain a tenancy and to pay rent through financial inclusion work, including:

We will work with local communities so that our customers live in places they are proud of, linking in with the other strategies. This is work in progress but includes:• Neighbourhood enhancements• Offering customers the opportunity to access a range of Aster services

and support in their communities through the mobile bus

• Colleagues volunteering and raising money for local communities• Growth through regeneration – We will seek opportunities to transform communities

and improve the lives of residents through regenerating homes for sale or market rent.

Aster has a positive impact on our customers’ lives and in our local communities.

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What is needed from...

Measures of success...

Aster Foundation Strategy 18 19 Positive impact.

• A long-term commitment to making the Foundation a success• Budgets identified to support the work of the Foundation Engaging and aligned communications to promote the work of the Foundation• Ensuring we have investment from our supply chain via our tendering processes.

• 12% customers paying rent online, 28% through DD• 9 projects – employment, financial inclusion and digital inclusion• 109 outcomes for access to internet, training, work placements and

apprenticeships, volunteering and full time/part time employment

• Effective team working as a number of teams across Aster will deliver the work of the Foundation• Support from the CCN in terms of guidance and reviewing progress, always with the customer perspective in mind.

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• 13% of customers paying rent online, 35% through DD• 15 projects – employment, financial inclusion and digital inclusion• 250 outcomes for access to internet, training, work placements and

apprenticeships, volunteering and full time/part time employment

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• £655k social return on investment• 87% customers satisfied with neighbourhood• Number of homes regenerated - 0• Investment from grant funding £89k (3yr cum) and supply chain £0.

• £655k social return on investment• 88% customers satisfied with neighbourhood• Number of homes regenerated – 25• Investment from grant funding £45k (3yr cum) and supply chain £50k.

(to be confirmed during on-going target setting process)

Creating as many new homes as we can.

Buildinghomes.

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Development Strategy

Key Objectives...

18 19 Building homes.To build as many homes as we can through a range of housing options to support the vision:

• Raise Aster’s external profile as a developer and build relationships making us the developer partner of choice

• Influence key stakeholders to maximise the value Aster can gain from Government policies which promote home ownership

We will remain focussed to:• Continue to support housing development in rural

communities through Aster’s corporate social responsibility• Invest in joint ventures with private developers enabling

Aster to maximise the profit made through its open market sale programme

• Ensure that all our homes meet an Aster agreed quality with appropriate measures to ensure on site supervision and technical support is provided to our project team.

• Continue to promote shared ownership tenure as a housing option that is affordable through the narrative ‘there is another way’

• Monitor the housing market and develop our product offer to be able to respond to a change in market conditions and mitigate risk

• Seek development opportunities in areas which will provide sustainable geographical growth for the GroupO

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Our offer will be predicated upon:• Increasing the number of homes developed on land we

have acquired and land already in the Group’s ownership (non S106 delivery)

• Incrementally increase the land led programme year on year to achieve a more even balanced programme against the existing S106 programme

• Target key partners and build strategic relationships to ensure we create more homes to an Aster required standard

• Increasing the ratio of shared ownership homes up to 50% of programme by 2020

• Targeted investment in our existing areas of operation and to extend our offer to opportunities in new growth areas gravitating further east and north

• Build upon our reputation as a trusted and reliable partner across all parts of the housing sector.

Our offer is built on the strengths we have within the business and assumes:• There are sufficient funds and the

structure of the business allows for the development of a range of tenure

• There isn’t a change in the operating environment which has an impact on the housing market

• The Homes England investment programme continues to support Aster with the opportunity to secure grant funding for our rural programme and support our land led opportunities to ensure we can be competitive when bidding for sites.

• The Group’s existing policies on maximising its income through the existing active asset management strategy remains in place Planning policy will still allow for affordable housing to be provided through a S106

• Developers are still offering affordable housing through a S106 – viability tools not being implemented

That Aster actively contributes to solving the housing crisis through maximising the number of homes we can build recognising that strong partnerships and a positive cultural approach is integral to our success.

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What is needed from...

Measures of success...

• Number of homes built – target of 1000• % of forward affordable programme in contract (3 yr period) - 60%• Income generated from open market sale (exc JV) - £730k

• To retain good staff with the right culture, skills and experience and to promote careers within Aster where appropriate

• To become a development team of choice when recruiting new staff• To be an effective development team given the challenges of being

widely dispersed and operating across a wider geographical area

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• Number of homes built – target 1100• Increase % of programme for shared ownership – 45%• Income generated from open market sale (exc JV) - £2.3m• Income from first tranche sales - £46m

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• Net profit generated from JV programme – min 11%• Income from first tranche sales - £36m• Land purchased for land led programme – 170 pipeline homes.

• Land purchased for land led programme – 350 pipeline homes• Identify a new JV opportunity either as an extension to existing

LLP or a new partner.

• To be proud in the new homes we deliver and an understanding of the services that Aster offers to ensure that we work as one with all our colleagues.

• Support from development finance based upon strong financial management tools for existing and future programmes

• Working collaboratively across Aster• To be focussed on the impact delivering new homes has upon the

business and ensure communication is at its best

• Explore new funding streams to support new development opportunities

• Effectively manage risk and reward.

Development Strategy 18 19 Building homes.

Enabling people to live safely and independently in their own homes.

Livingindependently.

Key Objectives...

Independent Living Strategy 18 19 Living independently.EX

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We will achieve our vision by offering specialist vibrant accommodation and a local tailored housing management service that utilises the latest technology, builds partnerships with local communities and meets the needs of older and vulnerable people.

• Specialist housing that meets the needs of older and vulnerable people, with extra security measures like secure doors, but also bright and happy places to live

• A 24 hour emergency alarm call system

We will introduce an Independent Living service which provides:

We will help our customers by:

• Local and specialised Independent Living teams• Access to telecare technology, handihelp services and aids and adaptations• A clear, consistent and good value service.

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• Settling new customers into their homes• Providing a personalised housing related

advice eg help with arranging repairs

• Helping our customers to access support and services on a range of issues from mental health to dementia

• Having scheme meetings as one way that customers can be involved in running of our schemes.

• Focus on our customers’ specific needs and vulnerabilities and adjusting to their needs.

• Provision of handy help services

• Increase in knowledge of grants and tailored adaptions incorporating assistive technology

• Greater integration with service providers and local authorities, encouraging independent living and preventative strategies.

We will utilise modern telecare technology and handihelp services to enable customers to remain independent and safe in their home by:

We will continue to develop the service and explore the opportunity to:• Provide the independent living service to customers living in our

communities• Develop a personal assistant service

• Develop partnerships with Health and Social Care and organisations that specialise in services for vulnerable and older peoples supporting pilot projects and research which could have a positive impact on the lives of our customers.

• Ensuring there is a regular Aster presence within our schemes• Building partnerships with health and social care, local

community group and voluntary groups, ensuring that our schemes are active tackle loneliness

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Aster has a positive impact enabling customers to live safely and independently in their homes.

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What is needed from...

Measures of success...

Independent Living Strategy 18 19 Living independently.

• Support from the communications team to provide a distinctive and compelling branding, alongside a clear marketing plan• Access to digital technology• Working collaboratively across Aster.

• Customer satisfaction 84%• Social inclusion events (not measured during 2017)• Quarterly scheme meetings (not measured during 2017)• Customers lives enhanced by telecare equipment

(not measured during 2017)

• Fully integrated Independent Living team operating locally• Passionate about making a positive impact on people’s lives• Understand the needs of older and vulnerable people

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• Customer satisfaction 90%• Social inclusion events – 4 per scheme• Quarterly scheme meetings – 4 per scheme• Customers lives enhanced by telecare equipment – 560

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• Rent arrears 3%• Average re-let time sheltered – 24 days• Average re-let time extra care – 30 days.

• Rent arrears 3%• Average re-let times sheltered – 24 days• Average re-let time extra care – 30 days.

(to be confirmed during on-going target setting process)

• High visibility within local communities and strong links with organisations that specialise in the needs of older people

• Caring, respectful and supportive team members• Always taking great pride in our schemes and the services we deliver.

Adaptable.Ensuring our success now and in the future through an innovative, resilient and adaptable approach.

Key Objectives...

Business Transformation Strategy 18 19 Adaptable.V

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Aster is a modern business which is successful now and into the future.

We will enable and support transformation through developing our people, our technology and our brand.

• Simplifying and streamlining our processes• Implementing mobile technology to create more flexibility and a one

Aster approach• Implementing a multi-channel contact centre

Make self-service the norm for customers and colleagues:

Position Aster as the model 21 century housing association outside London:

• Designing and implementing an intranet that enables collaboration and accessibility

• Provide colleagues with a way to be digitally connected to the business.DIG

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• Develop a consistent approach to our identity • Create opportunities to have opinions on issues which affect us delivering

our vision

• Ensure colleagues have a good and consistent employee experience with a focus on people joining

• Develop a mental health campaign as part of our approach to employee wellbeing

Enable a high-performing and engaged culture:

Create a talent pipeline so we can develop our own people:• Create an apprenticeship programme which is the entry point into the business• Develop leadership and management framework and supporting programmes• Shift the focus from training to learning to help people take ownership of their

personal development

• Design a career development framework to support colleagues to move around the business, helping to create a network of teams

• Develop a workforce plan that anticipates skills for the future.

• Develop relationships and credibility with local and national influencers where we know we can have more influence in shaping our sector and issues that affect it

• Protect our reputation.

• Review and make recommendations on a reward strategy and an approach to recognition

• Support a culture of flexibility, freedom and trust across the business

• Strengthen the employee voice to ensure more transparency

• Encourage colleagues to experiments and adapt.

THE SECRET TO SUCCESS

What is needed from...

Measures of success...

• Digital measures – TBA by Digital Steering Group 20.3.18• Brand:

a. National engagement: Strategic meeting programme – 2 per annumb. Local engagement: Meeting programme – 12 per annumc. Local engagement: Site visits – 2 d. Percentage of coverage in gold-tier media including key messages – 16%

• Digital measures – TBA by Digital Steering Group 20.3.18• Brand:

a. National engagement: Strategic meeting programme – 4 per annumb. Local engagement: Meeting programme – 15 per annum (3 per quarter)c. Local engagement: Site visits – 4 (1 per quarter)d. Percentage of coverage in gold-tier media including key messages – 20%

• Willingness to trust each other and work across traditional team boundaries• Openness to new ideas and respond positively to challenge• Outcome focussed and resilient when facing resistance• Bring energy, passion and new ideas• Take ownership for own learning and development.

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• Employee Net Promoter Score - 5• No. of apprenticeships / no. of internal moves –TBC.

• Employee Net Promoter Score – 10 (long-term target 40+)• No. of apprenticeships / no. of internal moves –TBC.

• A willingness and commitment to change• Being prepared to work collaboratively across traditional teams• Leaders to role model desired culture and ways of working• Trust• To be focussed on what’s best for Aster as a whole.

Business Transformation Strategy 18 19 Adaptable.

Delivering our strategy quicker and better through growth.

P roactive.

Growth Strategy 18 19 P roactive.V

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Delivering our corporate strategy quicker and better through growth.

That Aster ensures long term sustainability by undertaking an innovative and holistic approach to growth that is centred on a strong offer both internally and externally and is supported by evidence led decision making.

Our approach to growth is flexible and is grounded by lessons learned from our own experience and from across the sector. Our approach is multi-faceted and contains several key strands:

• Social Impact – Growth supports our commitment to do things in an ethical way, and we consider a range of options to work in partnerships to enhance our social impact in our communities and beyond

• Services to customers – Successful growth which isn’t detrimental to our existing services.

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• Organic Growth – We will seek to grow the business through our ambitious development plan,

• Growth through M&A – Our approach will be reactive to any opportunities and we will work with the regulator and others to ensure that Aster becomes a top tier partner

• Growth through additional services – We are open and flexible to the diversification of our services

• A Well Run Business – A strong focus on Governance and our G1 rating

• Our Financial Strength – We must harness our strong business plan

Our offer is built on the strengths we have within the business, and our reputation in the sector and beyond:

To ensure that our approach to growth can be truly flexible and our offer to partners is clear and transparent we have built our capability and capacity internally:• Networked Team – Draw on expertise from across the business• Business Intelligence – Build our capacity to use intelligence to lead on a

more evidence based approach to growth,

• Clear understanding – Demystifying growth, and creating a clear understanding from the Board downwards.

• Our Products and Services – The quality of the Aster product, and our sector leading expertise in specific products

• Our Approach – Our culture of openness and innovation

• Our Red Lines – We will not invest in an opportunity without the knowledge that it must contribute to the achievement of our strategy, we will ensure that any offer of investment does not have a negative impact on strategy elsewhere.

• Growth through regeneration – We will seek opportunities to transform communities and improve the lives of residents through regenerating homes for sale or market rent

• Growth through partnerships – Proactively working with current and new partners to develop a range of approaches to partnership working, including strategic partnerships that unlock new capacity and geography

• Balancing Risk and Reward – Ensuring that risk associated with any growth opportunities is matched or exceeded by the potential reward.

Key Objectives...

• Increasing our financial capacity – Our growth strategy supports building financial capacity within the Group for the long term, and we will make commercial decisions that ensure profit for purpose

• Development - Working with partners or through M&A growth can support delivery of more homes

To ensure that growth can support our strategy and vision it is supported by a clear articulation of our priorities:

THE SECRET TO SUCCESS

What is needed from...

Measures of success...

• Capacity building and succession planning - Collective responsibility for ensuring that resources can be drawn into opportunities as and when they arise

• Growth as business as usual – Growth is not an additional activity, it is a central part of our strategy• Connectivity – Working together to have clarity on our offer and to identify our product experts.

• Development capacity £1,489 million• Development output to deliver 10,249 homes over 7 years (this is a proxy for the above measure to provide development investment in context)• Economic impact - £46 generated for every £1 invested• Social Impact- £19 generated for every £1 invested

• Development capacity £2,100 million• Development output to deliver 14,118 homes over 7 years (this is a proxy for the above measure to provide development investment in context

and is based on 17/18 costs)• Economic Impact - £60 generated for every £1 invested in growth opportunities• Social Impact - £30 generated for every £1 invested.

• Ownership of the strategy and delegation to the Executive Board the delivery, and to regularly review our strategy and approach• Agreement of the parameters that then allow the business to make flexible and empowered decisions within those agreed parameters• An understanding of the trade-offs in the short and medium term that may need to be made in the result of pursuing opportunities for growth.

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Growth Strategy 18 19 P roactive.