Record of achievement
NAME
New Charter Housing Trust Group
SUBJECT
CLASS
Annual Report
05-06
Page 3 Heads' comments
Page 10 - 11 Exceeding expectations
Page 4 - 5 Top of the table
Page 12 - 13 A big PLUS
Page 6 - 7 Building blocks
Page 14 - 15 Our new classmates
Page 8 - 9 Back to school
Page 16 - 17 Extra curricular activities Page 18 - 21 Our performance in 2005 - 06 Page 22 - 23 How the sums add up Board of directors
d r o w Fore om fr o and r n u M y e n n o Ia o C Ged
We have every reason to be pleased with our achievements over the last year. To be rated by our tenants as the best large landlord in England is of immense pride to us. It is a direct result of the commitment and hard work of our Board Members and staff, for which we thank them all.
We’ve tried to push boundaries, both of where we are and what we do. The arrival of Aksa Housing Association in November was the first growth of the Group structure. Our performance, success and maturity has given us confidence to approach others about joining, and we are now providing services to other landlords and public bodies. Our Building Company has had another successful year, taking our name across the North West, and earning us plaudits as well as profit. Efficiency savings allowed us to devote significant sums to our regeneration role. We’ve developed our role and contribution to iN business for neighbourhoods; as a look around our communities or this Report shows, we’re getting everywhere! We’ve featured some of our interests in the enclosed DVD.
Content s
Our pioneering history encourages us to go where others have yet to tread. Our announcement we are to sponsor a new type of school in Ashton-under-Lyne, an Academy, has gained us recognition well outside the housing sector. But our values based on customer focus, continual improvement, performance measurement and recognition will not allow us to be complacent. We aim to be better again next year.
Ian
Group Chief Executive
Ged and Ia
n
Ged
Chair, New Charter Housing Trust Limited
ANNUAL REPORT 2005 - 06
PAGE 3
Customer satisfaction with New
Tenants were really pleased with many of the improvements we made
Charter placed us at the top of the English league table of large landlords,
according
to
an
independent survey. Because every housing association has to
publish
these
figures,
comparisons can be made. Nine out of ten tenants now consider we are doing a good job. And half of all
to their homes. And almost half said they felt safer in their homes
Top o f the table f o custom r satisf er action
because of this investment. The improvements are clearly helping to
create stable and sustainable communities, as less than 2% of tenants said they would like to move in the near future.
Four out of five tenants said our rents were value for money. A separate survey by the Housing Corporation found New Charter rents
were £6.50 a week cheaper than other housing associations locally. Of course, this advantage will be eroded as the full effect of rent convergence comes in.
customers said they were
Our ratings were above 90% for ease of contact, keeping tenants
Customers were also very pleased with the opportunities they
We think we’ve attracted this rating from our tenants because of our
the highest result country-wide.
customers say to us, whether complementary or critical. We use
“very satisfied”.
have to participate in New Charter – 89% were happy, which is also A respected, independent firm accredited by the British Market
Research Association, ph Research Services based in Oldham
interviewed 1000 tenants by telephone in January 2006. They asked
informed and our revenues (rent collection and recovery).
least visible skill – listening. We’ve been greatly helped by what our continual surveys to measure individual aspects of service, and
reinforce positive messages to our workforce through our team briefings.
tenants questions about the services we offer as well as asking them
When we formed New Charter, we planned to be the best. To get there
tenants who joined the Group two months previously. But Aksa is
contributed to this success. But just because our results are the best
to rate us. The survey did not include Aksa Housing Association
already at the top of the league table for small landlords with a rating of an incredible 97%.
in just six years is fantastic. Everyone who works for us has in the country, there will be no letting up on our desire to improve even further.
The quality of repairs was a big hit with existing customers, increasing
again to 82%. New Charter attracted high ratings for everything from
appointments to tidying up after completing jobs. This is a double success, as almost all repairs are done by our own New Charter Building Company.
ANNUAL REPORT 2005 - 06
PAGE 5
Our Building Company once again proved its asset to the Group. Its performance on
responsive repairs especially continues to be sector-leading, and is fundamental to the
excellent satisfaction ratings from tenants. It took
on an increased share of investment works, with
tenants choosing the Building Company as contractor of choice. Thanks to close working arrangements, we will have completed some
significant works elements three years earlier than we planned back in 2000.
Good planning and a commitment to modern
apprenticeships have helped us attract and retain a quality workforce. The construction boom in the North West has been to our advantage. We successfully won several tenders for other
s k c o l b g n i d l i u r B u o o t y ke cess suc
Housing Associations – English Churches and Bowlee Park as well as securing work outside the
sector, such as our appointment as servicing agents for Vokera heating boilers.
Our attention to health and safety brought us RoSPA Silver Medal at our first attempt. This was undoubtedly a reflection of a continued decrease in construction-related accidents, which we
reduced to just 55 accidents of any type from over ÂŁ25m worth of building work.
Our order book is healthy, but we remain interested in other work in the region. We believe our excellent records on performance and
customer care will continue to attract enquiries, especially from other landlords.
ANNUAL REPORT 2005 - 06
PAGE 7
The Academy is the most public announcement of our commitment to learning, which has strong roots in our own employees. More than 3500 training days contributed to their development.
Integration and involvement has thrived with a wide variety of events
bringing together staff from across the whole organisation to learn
together, have fun and benefit themselves and the business. These events include Learning at Work Day, celebrating religious and cultural festivals such as Christmas, Eid and Diwali and the Employee Awards Presentation evening.
Our work-life balance initiative, ‘New Charter, New You’ included
smoking cessation, Indian Head Massages and Tai Chi classes.
r e t r a h C w Ne back goes ool h c s o t
These continued to contribute to low absence levels, reducing In November 2005, we became
the first Housing Association in
the country to announce our sponsorship of an Academy.
As well as providing the
best opportunities for their pupils,
Academies have a key part to play in
regenerating communities. We are especially interested in
helping to raise standards still further. A new Academy in Ashtonunder-Lyne will be a significant focus for learning for the area’s pupils, their families and other local people.
Sponsoring an Academy is an excellent opportunity for us to show what iN business for neighbourhoods can mean in this area. Our involvement unlocks over £130 million for the local authority to invest in schools across Tameside over the next fifteen years.
management costs and improving customer service.
The STEP Learning Centre was a product of partnership with our Trade Unions, and funded
by the Learning and Skills Council. It is now an important part of developing skills and
knowledge for our employees, and their families. Since its start, almost 250 employees have accessed learning and participated in a wide variety of learning events. It is a much-appreciated employee
benefit, delivered at minimal cost to us. The STEP centre has linked with our Regeneration team to provide learning opportunities for our customers in our neighbourhoods.
The Centre for Sheltered Housing Studies awarded us its Code of Practice, the sector equivalent of a Charter Mark. New Charter is
the first landlord in this area to get the prestigious award.
The New Charter Academy intends to bring together the existing High
Schools at Hartshead and Stamford in Ashton-under-Lyne on a new site. New Charter will have a controlling influence on the governing
body, and the Academy will specialise in sport, with health and building construction important parts of the curriculum.
ANNUAL REPORT 2005 - 06
PAGE 9
As we’ve developed, our ability to exceed expectations has increased. We’ve been able to
Exce expe eding ctati ons
identify the resources to take a lead in regenerating our neighbourhoods. Conventional investment in homes is increasing satisfaction
and
reducing the desire of tenants to move.
But we’re now able to invest in
the
sustainability
of
communities, ensuring great homes are in great neighbourhoods.
We call this ‘more than just housing’; and a few examples of our wider role are illustrated on the enclosed DVD. The support for the
community comes from listening to residents’ views and working –
often with partners – to provide opportunities for empowerment. So, alongside our active role in tackling anti-social behaviour, we’re
working with young people to harness their contribution to their neighbourhoods. This may be through sport, healthy living, or
‘Dreamschemes’ – which reward youth for the work they can do to improve estates with imaginative and appealing trips and days out.
We’ve used our internal commitment to training and development to extend learning opportunities to our customers, usually in their
neighbourhoods. We also worked with the Cardboard Citizens theatre group to promote awareness of homelessness and housing options for school leavers and young adults.
Our partnership with Greater Manchester Police took to the streets,
visibly, with our sponsorship of vehicles and cameras to increase police presence in some neighbourhoods – a direct result of listening
to our residents. Police Community Support Officers and Tameside
Council’s Patrollers are important contributors to our safer, stronger neighbourhoods.
ANNUAL REPORT 2005 - 06
PAGE 11
Involvement
of
customers
was
integral to our success in 2005/06.
Our overall satisfaction rating from
A big S U L P
tenants is clearly linked with the rating we get from tenants
pleased with the opportunities they have to participate in
New Charter. Both these key performance
indicators
place us at the top of the
league of large landlords
in England.
Significant during this year was the formation of New
Charter + Tenants’ Federation. We have felt well supported by
our customers in the past, but the time was right to ensure that those who rent from us control our umbrella forum. We were better for the
active involvement of all our tenants’ and residents’ groups, and we helped increase their capacity to assist us in delivering our business.
A relaunched involvement policy has provided a wider choice of
tenant involvement opportunities, but all will help improvement and delivery of our services.
with Greater Manchester Police and the crime reduction work we do,
We’ve worked hard to tackle the key issue of estate cleanliness by
deterred crime; but as importantly, it helped residents to feel safer and
reviewing and expanding the work of our caretaking service, led by
the demands of tenants. Our investment programme relies on tenant
involvement, and our success in achieving this is based on active participation.
Our work in tackling anti-social behaviour continues to be a sector
using an expanded range and sophistication of
equipment, has
reduce their fear of crime.
We continue to believe our focus should be on recognising, retaining
and rewarding our many good customers, and our thancs! scheme helps us do this.
leader – and much appreciated by most of our tenants! Intervention and prevention work is helping sustain communities, and it is also part
of our commitment to the Respect agenda. Our excellent relations
ANNUAL REPORT 2005 - 06
PAGE 13
Aksa
Housing
Association
was
incorporated as part of the New Charter Housing Trust Group in
w e n r Ou s e t a m class
early November 2005. This proud achievement was our first growth since we began in 2000.
We had worked since February to explore how we might form
an alliance, and the Housing Corporation gave the green light in September.
As well as the usual formalities and
documents to sign, children from Oldham-based
troupe, Nrtya Jyoti, made our event a colourful spectacle as they
entertained Board Members and senior staff with traditional dances. Aksa brought staff and more than 650 homes to strengthen the Group. Our motive in joining together is to expand both our businesses by using our strengths. Unlike some other arrangements between
associations which are trying to reduce management overheads, this has been driven by opportunities for growth.
Our interest in growth opportunities stems from other transfer
opportunities which increasingly are looking for partners in successful
Group structures. We were disappointed not to be selected as partner by a couple of Lancashire local authorities, but will continue to explore
this route. We have been successful in providing services to others; systems improvement, homelessness and professional witness and evidence gathering are all purchased from the Group at present.
ANNUAL REPORT 2005 - 06
PAGE 15
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ANNUAL REPORT 2005 - 06
PAGE 17
Energy Efficiency
Our performance in 2005/06
There are three RSL companies all working together under the umbrella of the New Charter Housing Trust Group. The data listed here covers all three. Figures are at 31st March 2006 or for the 2005/06 financial year.
All our new property has very high energy efficiency standards. For our older homes, we are investing heavily in cavity/loft insulation and energy efficient boilers and windows.
The measure for housing energy efficiency is the SAP score. Our SAP score is 72.5. The national average for similar RSLs is 66.
Property Sales
Properties sold in the year through Preserved Right to Buy/Right to Acquire 194.
Rent Levels
Average Rent by Borough (£pw)
RSL
Homes
Aksa
697
New Charter Housing (North)
7,665
New Charter Housing (South)
6,783
TOTAL
15,145
Location
Oldham, Manchester, Bury, Tameside
Ashton-under-Lyne, Stalybridge, Mossley, Droylsden
Denton, Audenshaw, Hyde, Longdendale, Dukinfield
Our Stock BURY
73
MANCHESTER
102
OLDHAM
457
TAMESIDE
14,755
Decent Homes
Bury Manchester Oldham Tameside
74.87 69.99 71.73 54.98
Average Rents in Tameside General Needs (£pw) Bedsit 1 bed 2 bed 3 bed 4 bed
46.27 51.75 55.40 56.45 57.21
Rent Collection
Increase in average rent Rent collected as % of rent debit Annual rent debit % of rent debit in current arrears % of rent lost due to voids % of rent debit written off in year
5.20% 99.42% £43,743,193 5.65% 2.64% 0.42%
Letting Property
1487
Number of properties let in the year Older households 15%
Families with children 29%
Black 6%
White 29%
BME 4%
93.5% of our homes meet the Decent Homes Standard.
Nearly every Aksa property complies with Decent Homes, as most of Aksa’s stock is relatively new. The New Charter Housing (North) and (South) stock is older, and still undergoing massive investment. All stock will comply with Decent Homes within the next two years.
On average, we invested £2,300 in every property during the year. We spend about £150,000 on investment and repairs on our property every working day.
Singles/Couples 56%
Asian 65%
White 96%
Lettings by Household Type
Lettings by Ethnic Origin - Aksa
Lettings by Ethnic Origin - New Charter (North and South)
ANNUAL REPORT 2005 - 06
PAGE 19
Percentage of lettings to homeless families:
5.4% 4.4%
Statutorily homeless Other homeless
Empty Properties
157 118
Properties vacant available to let at year end: Properties vacant not available to let at year end:
1.82% of all stock
Void rate:
Repairs
Emergency Urgent Routine TOTAL
Number
Target timescale for completion
19,560 17,855 16,573 53,988
4 hours 7 days 28 days
Rewires
333
Kitchens
2,124
Heating Installations
1,957
Roofs
External painting
Asian
39
Black
5
Other
5
Total number of employees:
815
Other 0%
White 96%
2,048 2,134 2,388
Cases during the year:
99.9 99.2 95.6
Existing and new cases Homeless applications Priority need (full housing duty) homeless Average decision time for homeless cases
31
Properties with new:
Doors
766
Black 1%
New Charter provides a complete homelessness and housing advice service for the Tameside area. Homeless applications have reduced considerably since last year because of a major switch to prevention and advice.
% completed within timescale
New properties completed in the year:
Windows
White
Asian 5%
Housing Options
Investment
Bathrooms
Employees by Ethnic Origin
Investment (e.g. new kitchens, bathrooms etc)
£23.00m
Responsive maintenance and void properties
£8.43m
Cyclical maintenance New Build TOTAL
£1.38m
6298 282 161 28 days
Households temporarily accommodated in the year: New Charter emergency accommodation Bed and breakfast Women’s refuge
130 108 40
£2.55m
£35.36m
323
4,031
Tenant Satisfaction
Percentage of respondents stating “very satisfied” and “fairly satisfied” Tenant satisfaction with the New Charter Group as their landlord Tenants of the New Charter Group satisfied with opportunities for participation in management and decision making Tenant satisfaction with the New Charter Group’s repairs and maintenance service
90.0% 88.9% 82.5%
Ceci est notre rapport annuel pour la dernière année fiscale. Nous ne disposons pas d’un exemplaire traduit mais nous pouvons vous aider à en comprendre le contenu. Vous pouvez demander à un ami ou un parent de nous téléphoner au 0161 331 2131, ou alors si vous indiquez quelle langue vous parlez, nous demanderons les services d’un interprète pour vous aider.
ANNUAL REPORT 2005 - 06
PAGE 21
s
Boar d direc of tors
e h t How d up d a s um C D TA B TO STICK HERE
Financial Highlights 2005/06
RTB sales of 173 properties generating £8.7m (2004/05: £9.7m) Capitalised major works of £4.3m (2003/04: £13.9m) Rent losses from voids decreased by 15.1% (2004/05: -13.9%)
(A=Aksa; B=Building; N=North; P=Property; S=South; T=Trust)
Group Income and Expenditure account for the year ended 31st March 2006 Turnover Maintenance, management and other administration costs Operating deficit
Rent collected Cost of providing our services
Surplus on sale of properties
PRTB and RTA sales
Net interest and tax payable
Interest charges we pay on our borrowings
Surplus on ordinary activities before interest and taxation
Deficit for the year
£'000 46,420 -56,737 -10,317
4,635
-5,682 -12,269
-17,951
Group Balance Sheet at 31st March 2006 What we own Value of investment in our housing stock Cost of the investment in our offices, IT etc Cash in hand and money we are owed - less bills not paid at year end Net wealth (assets)
How we fund our investment Borrowing from our loan facility Other long term creditors Accumulated reserves Total funding
319,873 13,953
333,826
-5,539
328,287
191,600 19,092 117,595 328,287
Asghar Ali Maria Bailey Margaret Barker Alaha Begum Frank Bennett Tony Berry Alan Bezer Andrew Broadhurst Nick Brown Malcolm Burbridge James Burns Rex Charlton Marie Clegg Gerald Cooney Margaret Downs Jacqui Fendall Joseph Fitzpatrick Hamid Ghafoor Stephen Hall Julie Hardman Patricia Haslam Jed Hassid Geoffrey Howarth Sajjad Hussain Nasir Ilyas Desmond Jeffery Aslam Khan Nasim Khan Kevin Kirtland
(A) (N from 26/09/05) (S) (S co-opted) (S resigned 26/07/05) (S) (N) (N, P) (S co-opted, resigned 22/11/05) (S) (N – resigned 7/11/05; P, T) (N co-opted 14/02/06) (N from 7/11/05) (P, T) (S) (N from 14/02/06) (S from 26/09/05) (N – resigned 7/11/05; T) (B; T co-opted) (B, P, S, T) (S died 18/04/05) (T) (B) (A) (A) (T) (A) (A) (N)
Geoff Loughlin (S co-opted) Jacqui McCann (N from 14/02/06) Danny McLoughlin (P) Jim Middleton (N) Ian Munro (B, P) Iram Nisar (A) Joe Oliver (A) David Partington (N resigned 18/01/06) Abdul Quayum (A) Kieran Quinn (N resigned 6/10/05; B from 15/11/05) Mohammed Rahman (A) Khalil Rehman (N, T resigned 25/05/05) (B, S) Vincent Ricci Joseph Robinson (S) Joan Ryan (S) Anjam Shahzad (A) Wizarat Siddiqi (A) Anne Simmonite (S) Steve Simpson (N) (B) Bill Skilki Helen Smith (A) Philip Smith (N, T) (B from 16/08/05) Andy Stafford Gordon Tow (N, T) Martin Wareing (S, T) Ann Whittam (T from 15/11/05)
The Boards wish to express their sadness at the loss of Pat Haslam, a Council nominated Director who had been with us from the inception of New Charter. The Boards also record their appreciation of the work of Khalil Rehman, a Director who retired during this trading year.
ANNUAL REPORT 2005 - 06
PAGE 23
Conta
ct
Registered office: Cavendish 249, Cavendish Street, Ashton- under-Lyne OL6 7AT Tel: 0161 331 2000 Fax: 0161 331 2001 www.newcharter.co.uk iN business for neighbourhoods Design and print by New Charter and The Raft 01625 547 900 www.theraft.co.uk