A Brief History
Eldon Housing Association Ltd was formed in 1981 to assume full responsibility for the housing and homes for the elderly provided by the Croydon Guild of Voluntary Organisations, now known as Croydon Voluntary Action. We are a non-profit making organisation registered as a Charity under the Co-operative and Community Benefit Societies Act 2014.
Our portfolio comprises general, sheltered, flexible care, extra care and semi independent housing all within the London Borough of Croydon plus a flexible care sheltered housing scheme in Haywards Heath, West Sussex.
The aims and objectives of Eldon Housing Association Ltd are the provision of housing and associated amenities for people in housing need. We seek to maintain a high standard of management with a commitment to quality of service and tenant participation.
We are committed to a policy of equal opportunities and welcome applicants having close ties with Croydon regardless of age, race, ethnic or national origins, religion, sex, physical ability, appearance, marital status, sexual orientation or gender re-assignment.
The Association has not only grown in size over the years in terms of buildings but has diversified into providing support and consultation services to other Housing Associations and is a registered Domiciliary Care Agency.
We are a secure partner with Croydon Council and provide Facilities Management services to their older person’s specialist accommodation PFI project; know as Homes for the Future (New for Old) PFI Project.
Visions Mission Values
To be the best provider of affordable housing for older and vulnerable people within our area of operation.
Providing accessible and sustainable housing, supported by flexible and reliable services.
Passionate, professional and operating with integrity
Caring about customers, staff and business
Respectful – listening and approachable
Innovative – always working to improve
We are committed to delivering a high quality service and have adopted the following:-
- maintain your home, keeping this and all communal areas in good repair, and will complete repairs within our target response times.
- support you in maintaining your tenancy through our Care & Support services or by signposting you to appropriate service providers.
- respect you treating you with courtesy at all times ensuring all our staff are polite, professional and trained to provide a high standard of service.
- deal with enquiries quickly and efficiently, replying to voicemail messages within 2 working days and responding to correspondence within 10 working days and when writing to you we will always use plain English.
- regularly consult with you to ensure we are providing the services that meet your needs and have your views taken into account when making decisions that relate to your home or the care & services provided.
- keep you informed through Tenant Meetings, our Tenants’ Panel, The Link magazine, newsletters and one-to- one meetings.
Strategic Aims & Objectives – Looking Forward
TO PROTECT AND ENHANCE THE QUALITY OF HOMES AND THE SERVICES THAT TENANTS VALUE
Our objectives are to:
- Achieve a CQC ‘outstanding’ rating
- Achieve Investors in People (Standard/Silver/Gold) award
- Maintain tenants’ satisfaction with Eldon at 95% or above
- Invest £1.7 million 1 over the next three years to maintain good quality homes that are safe to live in
Years 2-4 of the Asset Management Plan
TO PENETRATE THE MARKET OF OLDER AND DISABLED PEOPLE’S ACCOMMODATION-BASED SERVICES IN ELDON’S CORE OPERATIONAL AREAS, CREATING NEW SUPPLY AND NEW SERVICES
Our objectives are to:
- Pursue one new opportunity each year with our partner local authorities to optimise the use of land and facilities to improve the quality of supply and/or create new supply
- Explore delivery partnerships with ethical investors that are building homes for older and disabled people but require housing and facilities management services
- Expand housing and facilities management to other local social landlords providing sheltered, flexible care, and extra care housing
- Consider bringing in-house, the care provision for all extra care schemes that Eldon owns. Redevelop schemes that we own that are no longer fit for purpose and to provide additional high-quality homes
TO PROMOTE ELDON’S SERVICE OFFER TO INDUCE FUTURE FUNDERS, PARTNERS, EMPLOYEES, AND SERVICE USERS
Our objectives are to:
- Commission and implement a communications plan to refine key messages, raise Eldon’s profile, and publicise the quality of the service offer
- Upgrade the website to present Eldon as a modern, dynamic, and high-quality operation
- Improve the communication flow between tenants, senior officers, and the board to ensure Eldon maintains good customer insight and is responding effectively to tenants needs
- Make annual submissions for at least two reputable industry awards to raise awareness of the quality of Eldon’s new developments, the quality of the service, and/or the innovative and successful partnerships that we have helped to create.
- Commission stakeholder perception surveys every two years to get a temperature check on Eldon’s public profile
TO PRESERVE INDEPENDENCE, FINANCIAL STRENGTH, GOOD LEADERSHIP, AND GOOD GOVERNANCE
To strengthen financial and organisational resilience our objectives are to:
- Carry out an annual board effectiveness review ensuring a comprehensive review is externally commissioned once every three years. A light touch review to be carried out in the intervening years
- Ensure adherence to the risk management framework is maintained with an annual review of the risk register, annual update of the assets and liabilities register, and stress testing of the business plan at least once a year and when there is a significant event
- Review the value for money strategy each year in the context of benchmark comparison, and update the improvement plan to continuously drive efficiencies
- Review the treasury arrangements each year to ensure Eldon is getting the best return on investment and securing competitive borrowing rates
- Modernise IT infrastructure by reviewing the key databases and programmes to ensure systems and processes are efficient and add value
- Develop a learning and development programme for the senior management team and central (head office) staff to ensure they continue to build and maintain skills to lead an effective and efficient business
- Commission a review of rents and service charges
- Draft development assumptions to set the parameters within which Eldon must ensure new developments are financially viable
Board of Management and Senior Management Team
Board of Management
Our multi-skilled Board of Management is lead by our Chair, Hony Premal.
Our Board meets quarterly and is responsible for the governance and strategic direction of the Association ensuring that our obligations to our tenants and clients are understood and met
Board members bring their specific skills to our Audit & Risk Committee who meet regularly to review the performance of the Association against our strategic objectives, budget and targets.
Board of Management – Profiles
Hony Premlal MBA, CIHCM
Hony is Chair of our Board and has 25 years of experience in the housing sector and the last 10 years on a Senior Management level. Hony is a passionate, inspirational social housing professional with significant experience at Director and Non-Exec level. She brings strategic reorganisation, housing management, asset management, property compliance, customer engagement and customer services experience to our Board. She has a keen interest in customer engagement and is passionate about ensuring customers’ voices are placed at the heart of decision-making processes.
Hony is also serving as a Board member of Epsom and Ewell Citizens Advice and Women in Social Housing (WISH).
Anne Chapman, BA (Hons), PgDip., CIHCM
Anne is the Deputy Chair of the Board of Management at Eldon. A practising solicitor for more than 20 years, Anne is also Assistant Director – Governance and Compliance at Golding Homes which is one of the largest not-for-profit housing associations in the South East. In addition, Anne is the Vice Chair of the Governing Board for the CIH, the Chair of the Audit and Risk Board for the CIH and Vice Chair at the national charity We Are With You which provides support to people experiencing issues with drugs, alcohol or mental health.
Dan Gower-Smith CMgr FCMI
Has worked within the social care sector for over 16 years. Dan started his career as a support worker for adults with learning disabilities and associated conditions and progressed to a Registered Manager, Area Manager and is currently a Regional Director all within the social care sector.
Michael Chinn FCCA, CPFA
Michael joined Saxon Weald as Executive Director of Resources in March 2020. Before moving into the housing sector, he trained in Practice Accountancy. He was previously Deputy Finance Director of a medium sized housing association in West London and then Director of Finance at a Croydon association. He is also a Board Member and Audit Committee Member of Gateway Housing in East London.
Kristian is an interim Housing Executive at the Royal Borough of Greenwich and has worked in the affordable housing sector for 18 years and has occupied a variety of senior housing roles at both registered providers and local authorities.
He brings a wealth of experience in housing operations, customer services, asset management, development and sales.
Vhairi is an experienced Communications and Change consultant working with various global companies to deliver cultural, behavioural and business change, internal, external and corporate communications, reputation risk management, crisis management and stakeholder engagement.
Nannette Sakyi BA(Hons) MA
Nannette is an experienced Housing professional with a track record of successfully developing new build properties, winning new business, delivering business change and project management within the public sector. Nannette’s experience of over 15 years ranges from New build development, operational management and delivery through to strategy and service improvement, stakeholder management and business transformation. Nannette holds a Master’s degree in Housing and is passionate about developing much needed homes for families.
Karen currently runs her own consultancy business providing interim HR Director and consultancy services, including coaching, to many different sectors. She is a chartered psychologist and a Fellow of the CIPD.
She has previously been a HR Director in several large organisations including housing associations.
Senior Management Team
The Senior Management Team are all based at our Kenley Head Office and are responsible for the Association’s operations, stability and the future development of the business in line with our Vision, Mission, Values and Objectives
The team comprises:-
Paul Davies, Interim CEO, is an experienced interim executive, and has held four CEO and three Director roles in Housing. He has managed a variety of housing associations, large and small and most recently has been interim CEO for another small London based specialist association. He brings a mixture of business continuity and people focus, and is working with Eldon through Campbell Tickell.
Margaret Aboraa FCCA Interim Head of Finance – Margaret is a customer-focused professional accountant providing leadership to all aspects of financial stewardship. As a seasoned executive, she brings over 20 years of experience in the social housing sector. Margaret was the Interim Director of Finance & Resources at Ekaya Housing Association, having previously worked for another housing association in East London as Director of Resources.
David Nixon MBIFM, Head of Operations, with over 20 years Housing Association experience. He has overall responsibility for the Facilities Management Services provided at the Association’s properties and 3 Croydon Council owned Homes for the Future Residential Care Homes and oversees the Tenant Services Team.