Our plan

Our plan sets out our strategic direction over the next five years.

The plan has been adopted by our Board members and will be reviewed and updated as part of our annual planning cycle. It highlights the key challenges affecting our organisation and details how we will adapt to a changing business environment to deliver our objectives and strategic priorities.

The plan meets a dual purpose: firstly, as a working document for our board members, its management and staff to understand, monitor and manage the business; and secondly, to summarise our operating position and future direction for our key partners, stakeholders and staff.

Our Plan 2018- 2023.pdf[pdf] 8MB

Risk management

We have a comprehensive and integrated approach to risk management which aims to ensure that:

  • our staff are clear about what risk management is intended to achieve
  • significant risks are being identified and managed effectively
  • training and guidance on risk management are easily accessible
  • a consistent corporate approach is followed using a common ‘risk language’, and
  • it is seen as an integral part of good corporate governance

Fraud

The Company is committed to the protection of its assets against losses to fraud and corruption. It is working to make sure that the opportunity for fraud and corruption is reduced to the lowest possible level. It will be supported in this by the honest majority of people who oppose fraud.

The Company aims to prevent fraud and corruption by:

• Taking a strategic approach to managing fraud risk;

• Promoting an anti-fraud and corruption culture to which everyone is committed;

• Encouraging the reporting of reasonably held suspicions;

• Assessing, and reviewing, areas where the risk of fraud and corruption is greatest, and providing adequate resources to carry out preventative and detective anti-fraud controls in those areas;

• Designing and operating systems, procedures and policies which minimise the risk of fraud and corruption;

• Assisting government bodies, where appropriate, in their investigations into fraud and corruption; co-operating with other bodies to prevent and detect fraud and corruption

• Complying with the good practice as set out in the Money Laundering Regulations 2007;

• Creating an anti-bribery culture, supported by policies and procedures, and ensuring compliance with its corporate responsibilities under the Bribery Act 2010;

• Providing appropriate training to members, managers and staff to make them aware of fraud risks and of their responsibilities under this and related company policies.

 

Where possible, the Company will seek to ensure that individuals who have acted, or who have attempted to act, fraudulently or corruptly are prosecuted and any proceeds of their actions are recovered.

Members of the public, partners, contractors, suppliers and other external organisations should be encouraged to raise any issues that concern them regarding possible fraudulent, corrupt or other illegal acts, through whichever channel they consider appropriate. Requirements on contractors, partners and suppliers parties to abide by this Policy in the conduct of their business with and for Bolton at Home will be included in tender documents and terms of contract.

In the event that complaints against the Company from external bodies cannot be resolved informally the Company has a formal complaints procedure. Allegations received by anonymous letters or telephone calls must be treated seriously and investigated in an appropriate manner as far as it is practical to do so, unless there are good reasons to believe that the allegation is not genuine.

Item 15 - Anti fraud and corruption policy (2) - appendix (policy).

Our standards

The Regulator of Social Housing sets out seven standards we have to meet:

  1. Rent
  2. Value for money
  3. Governance and financial viability
  4. Tenant involvement and empowerment
  5. Home
  6. Tenancy
  7. Neighbourhood and community

We have also agreed local standards with our customers in four areas:

  1. Neighbourhood and community: building communities
  2. Home: improving homes
  3. Tenancy: managing tenancies
  4. Customer involvement and empowerment: involving customers

A summary of how we meet our national standards can be found at http://www.boltonathome.org.uk/national-standards and the local standards can be found at http://www.boltonathome.org.uk/local-standards

Financial statements

Each year our Board prepares financial statements that reflect what we have achieved and improved during the previous 12 months.

Annual report and financial statements 2017-18.pdf [pdf] 784KB

Annual report and financial statements 2016_17.pdf[pdf] 1MB

Building and developing new homes

Our Development Strategy 2015 – 2018 sets out our approach to building new homes and making our contribution to meeting the housing needs of existing and future residents in the communities we serves. 

bh-development-strategy-2015-2018 [pdf] 211KB

How we will meet your expectations

Our aim is to create ‘homes and neighbourhoods we can all be proud of’ by:

  • Maximising income for our organisation so that we remain viable
  • Maximising income for our customers
  • Diversification of our range of products and services
  • Delivering an efficient and well run business
  • Achieving profitable growth that can be reinvested back into our organisation