Annual Report 09/10
If you have difficulty reading this document it can be provided in alternative formats and languages. Contact us on 0300 365 1111 for more information.
Contents Introduction
Standard three - Your tenancy
28
Allocations
29
A message from the Chief Executive and Chair
04
Rents
31
Resident message
06
Tenure
33
Resident participation
07
Case study: Supporting people
35
One Vision Housing Who we are Our homes Our residents
08 08 09 11
Standard four - Your neighbourhood
36
Neighbourhood management
37
Local area co-operation
39
Anti-social behaviour
40
Our local offer
12
Case study: People first and foremost
41
Our standards
15
Standard five - Value for money
42
Standard one - Working with our residents 16
Value for money
43
Customer service, choice and complaints
17
Case study: Investing in futures
45
Involvement and empowerment
18
Standard six - Governance
46
Governance
50
Understanding and responding to the diverse needs of residents
20
Case study: Making things easier
21
Financial viability 51 Case study: Moving out from the shadows 53
Standard two - Your home
22
Performance summary
55
Quality of accommodation
23
Looking forward
56
Repairs and maintenance
26
Case study: Home is where the heart is
27
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Annual Report 09/10
Introduction Welcome to your Annual Report 09/10. In here you will find information about how we did last year, how you think we are doing now and what we are planning for the future. We have developed this report in partnership with our residents, ensuring we provide you with the information that you want to know. We have split this report into six themes. These are the standards that our regulator, the Tenant Services Authority (TSA), has set for Registered Providers of Social Housing. These standards are based on what residents, landlords and others have told the TSA is important to get right. They are a good indicator of how we are performing against other registered providers. It is also important for us to set local standards, so that we provide services tailored to our residents’ needs. The TSA calls these our ‘local offers’, which we have developed with you. Each section of this report has been reviewed by residents and their comments have been included. As an organisation, we have a vision to provide high quality affordable homes in thriving communities where people have a sense of pride and place. This report details the measures we are taking to achieve this and how we performed during 09/10. The report also details our plans for the future and how you have helped shape these plans.
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Annual Report 09/10
A message from the Customer service, choice and complaints Chief Executive and Chair This year has been one of success for One Vision Housing with significant improvements to performance. The current economic climate has focussed our organisation on efficiency as we strive to provide the best value for money to you, our residents. Highlights include: 3 Only 3% of homes left to complete for the Decent Homes Standard 3 Making your homes safer with 100% compliance for gas servicing with less than ten properties referred to court and 100% resident satisfaction 3 Making communities safer with a significant increase in obtaining anti-social behaviour injunctions with more than 11 cases achieving a successful result in court 3 Record breaking performance in the Customer Service Centre exceeding our target to answer 95% of calls within 60 seconds, with an average waiting time of just seven seconds 3 Introducing Service Review Groups (SRGs). These are made up of One Vision Housing residents and play a major role in developing and reviewing policy and services 3 Working with our Scrutiny Panel and Resident Inspectors to continuously review services and ensure we are striving for excellence in resident care
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We recognise that whilst excellent performance is important, feedback from our residents is a true reflection of how we are doing so we always look for new ways to engage with you in your local community. We were delighted to see more than 1,000 people attend our recent summer fun day at North Park and will continue to hold events like this in the future. Our progress over the past 12 months shows our commitment to becoming one of the best registered providers in the country. This is one of the reasons we benchmark our services against other organisations and invite external reviews of our organisation to check that we are delivering what we promise.
Annual Report 09/10
This year we achieved a number of external accreditations, both for how we work with residents and in how we deliver services, such as: 3 Tenant Participation Advisory Service Accreditation for resident involvement 3 Customer Service Excellence Accreditation with full compliance to all of the 57 criteria 3 Occupational Health and Safety Standard 18001 certification for excellence in health and safety 3 Considerate Constructors Client Partner Status - national standard 3 Keep Britain Tidy - cleaner, safer, greener kitemark awarded to Marsh Lane 3 Customer Contact Association Accreditation, Global Standard for Excellence 3 New Complaints Accreditation (Housemark/ Housing Ombudsman) - one of only four in the UK to achieve this These are just a few of our achievements. Further information on how we have performed in specific areas of our services and what we are planning in the future is detailed within this report.
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Annual Report 09/10
Resident message “I have been involved with various Service Review Groups since they were introduced and find them most interesting. As a group we can influence decisions made on behalf of residents. I am also a member of the Scrutiny Panel and look forward to putting my recent training into practice.
Miss Anne Breaks Resident
6
The TPAS accreditation we received in March was definitely a highlight of the past 12 months as it was a direct result of the partnership work between One Vision Housing and residents.�
Annual Report 09/10
Resident participation Part of this year’s requirements from the TSA is that the Annual Report is developed with our local residents. The six TSA standards have been discussed with a number of our SRGs which assess the performance on different service areas within One Vision Housing.
Residents were also informed of the ways in which they could get involved in the production of the Annual Report and have their say through InVision magazine, distributed quarterly to all our tenants and leaseholders. A number of residents requested to be involved in creating this year’s Annual Report:
Anne Breaks Communications SRG Resident Involvement SRG Scrutiny Panel Annual Report Review Group
Arthur Bowling Annual Report Review Group
Betty Kirkham Board Member Communications SRG Annual Report Review Group
Elaine Rody Communications SRG Annual Report Review Group
Gary Evans Communications SRG Neighbourhoods SRG Scrutiny Panel Chair Annual Report Review Group
Olwen Baillie Annual Report Review Group
Pat Russell Communications SRG Annual Report Review Group
Robert Dodd Communications SRG Residents Involvement SRG Tenant Inspector Annual Report Review Group
Steve Knight Communications SRG Neighbourhoods SRG Scrutiny Panel Annual Report Review Group
Each resident attended workshops in which the report was discussed in detail providing an opportunity to challenge us on certain standard areas, as well as offering their views, perspective and personal experiences. Their comments and suggestions were included in this final document.
The group have also held responsibility for the final sign off of this Annual Report.
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Annual Report 09/10
One Vision Housing Who we are One Vision Housing is Sefton’s largest Registered Provider of Social Housing and was formed in October 2006 in order to take over the ownership and management of Sefton Council’s homes. We currently manage 11,656 properties within Sefton, including 552 leasehold properties.
Our vision
is to provide high quality, affordable homes in thriving communities where people have a sense of pride and place.
Our mission
is to be the landlord of choice
Our corporate objectives • Develop and implement effective neighbourhood strategies • Deliver excellent services that meet the needs and expectations of customers
in Sefton.
• Continually improve performance
Our strategic aims
• Ensure financial stability, value for money and business stability
• To be effectively governed and viable
• Deliver services that recognise diversity and offer equality of access
• To provide homes that people want to live in • To create viable, sustainable and inclusive communities, supporting and empowering those who are vulnerable and/or disadvantaged
• Develop an excellent workforce
• To provide services that offer value for money
• Customer first
• To be an accountable, dynamic and informed decision making organisation
• Honesty
Our core values
• Openness • Fairness • Excellence • Respect
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Annual Report 09/10
Resident service, choice and complaints Our homes The properties we manage are let based on applicants’ needs. This includes those with general needs, housing for older people and supported housing.
Social housing properties owned and managed by One Vision Housing as at 31/03/10 General needs rented housing
9,466
Housing for older people
1,464
Supported housing
174
Leaseholders
552
Total
11,656
Breakdown of properties owned and managed by One Vision Housing as at 31/03/10 General needs Property type
Number owned
Supported housing
Average rent
Number owned
Average rent
Bedsit
19
£41.84
52
£47.63
1 bed
1,389
£51.14
1,495
£53.53
2 bed
3,130
£57.65
89
£42.85
3 bed
4,551
£67.20
2
£63.87
4 bed
354
£72.99
0
0
5 bed
18
£72.46
n/a
n/a
6 bed
5
£78.97
n/a
n/a
Total
9,466
£61.87
1,638
£52.78
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Annual Report 09/10
One Vision Housing
As a registered provider, we cover the borough of Sefton, which stretches along the Merseyside coast from Southport in the north, Bootle in the south, Crosby in the west, to Maghull in the east.
A565
Crossens
PR9
A5627
Churchtown
SOUTHPORT Birkdale
PR8
A5
65
A565
Ainsdale
FORMBY L37 Lydiate A51
A5 9
47
65 A5
Hightown
MAGHULL L31
M58
Blundellsands
L23
CROSBY
Waterloo
L22 Freeport
Netherthon
L21
Litherland
6 503
A
L20
BOOTLE
10
M57
L10
Park Lane Aintree
Annual Report 09/10
Our residents Equality strand Gender Race
Disability
Age
Sexual orientation Faith
Resident %
Category
Staff %
Board %
Female Male
61.2 38.8
53.01 46.99
46 54
White British BME Prefer not to say
95.2 2.0 2.8
97.99 2.01 -
82 18 -
Physical Other
26.0 21.2 47.2
7.23
18
16-24 25-44 45-65 65+
4.4 27.2 36.4 32.0
5.22 55.82 37.75 1.20
0 27 64 9
Heterosexual Lesbian/Gay/Bisexual Prefer not to say
83.2 0.9 15.9
85.14 0.80 14.06
91 9
Christian No religion/faith Other Prefer not to say
75.5 11.0 2.4 11.1
67.47 17.9 2.8 11.83
64 36 -
We have confidentially collected over 90% of resident profiling data (100% in our supported housing schemes), and use this information to inform service delivery. For example, following a change in Child Benefit laws, we carried out targeted campaigns for benefits take up by identifying those households with children, but not claiming Housing Benefit. Or, by providing residents with communications in a format they need such as letters in large print or newsletters in audio form. This information is regularly reviewed and updated.
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Annual Report 09/10
Our local offer After talking to our residents about their neighbourhoods and the issues they face within their local communities, we have developed a set of Neighbourhood Plans which detail what improvements residents want to see, and how we aim to achieve these improvements. These plans are helping us shape activities within our neighbourhoods. A copy of the plan for your neighbourhood will be sent out to you. You can also view the plans for all our neighbourhoods on our website www.ovh.org.uk or in your neighbourhood office. Earlier this year, we grouped our properties into 18 separate neighbourhoods within the central, north and south of Sefton. Our aim is to make Sefton a better place for our residents to live and work in. We will do this by highlighting the issues that you have identified within your community and what we plan to do about them.
During consultation, three themes were identified as important to you; these were the environment, property and safety. Environment Across our neighbourhoods, there were a number of similar issues for each area: • Parking • Upgrades to fencing • Improvements to grounds maintenance • Improved lighting outside low rise flats • Better maintenance of green space • Fly-tipping issues • Review and repair of boundary walls and gates
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Annual Report 09/10
Property When it came to property, you were complimentary about the work done as part of the Decent Homes project which is due to be completed in December 2010. Issues surrounding property across all neighbourhoods included: • Review of garage sites • Improvements to tarmac areas • Soundproofing in low rise flats • Improved recycling facilities Safety
Our commitment
Some of you reported low level anti-social behaviour in a small number of our communities. We are working hard to make sure our neighbourhoods are safe and secure and have a dedicated Anti-Social Behaviour Team to deal with any issues our residents may have.
We are committed to providing our residents with an excellent repairs service, safety and security, and maintenance of communal areas. Our properties will meet or exceed the Government’s Decent Homes Standard, we will invest in your neighbourhoods and the environment of your estate and provide excellent customer services. Our Neighbourhood Plans will be reviewed every 12 months and updated according to your changing needs. If you would like to be involved in reviewing the priorities for your neighbourhood, call 0300 365 1111.
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Annual Report 09/10
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Annual Report 09/10
Our standards One Vision Housing is currently regulated by the TSA who set the standards for Registered Providers of Social Housing. We have set out this Annual Report according to the six TSA standards: working with our residents, home, tenancy, neighbourhood and community, value for money and governance and financial viability. Our aim is not only to meet the required TSA standards, but to excel in them, ensuring that we are providing the best possible service to you. This section of your Annual Report explains these standards in more detail, what we are doing to meet them, how we aim to continue improving our service in the future and most importantly, how our residents feel we are performing.
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Standard one Working with our residents
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Annual Report 09/10
Customer service, choice and complaints What’s required of One Vision Housing? We are expected to: • Provide choices, information and communication that is appropriate to the diverse needs of our residents • Have an approach to complaints that is clear, simple and accessible that ensures complaints are resolved promptly, politely and fairly
Have we delivered? We want to make sure that we are providing the information you need in the most effective way. Information from us is available in many different ways including; online, via printed leaflets, through our Customer Service Centre and on a one-to-one basis. We also recently launched the Equality Street Scheme, demonstrating our commitment to equality and diversity and understanding the needs of our residents.
What’s next? Some of our residents are not fully aware of all of the services that are available to them, meaning they are unable to take full advantage of them. One of the challenges we face, is to make contact with these individuals to establish why this is, and how we can look to fully engage and communicate with them in the future.
What our residents say… Pat: “One Vision Housing has a lot
more personal contact with residents than ever before. A lot more residents know how to get in contact and the response from the call centre is a lot faster than before.” Steve: “The procedure for complaints has improved
significantly. Residents can make a complaint and know that it will be dealt with in a fair way.”
This year, we changed our Complaints and Feedback Policy after talking with some of you and taking guidance from the Independent Housing Ombudsman. Complaints are taken very seriously and we regard them as important in understanding ways we can improve our services. The main change to the policy is a third stage added to the formal complaints process. A copy of the complaints process is available online at www.ovh.org.uk or from your neighbourhood office.
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Annual Report 09/10
Involvement and empowerment What’s required of One Vision Housing? We are expected to: • Offer residents a wide range of opportunities to get involved • Consult with residents and act reasonably in providing them with opportunities to agree local offers for service delivery • To offer residents the opportunity to influence how we meet the TSA standards • Provide residents with support so they can become more effectively involved
We want to continue working and consulting with our residents so that you can help us shape our services for the future. During the next financial year plans are in place to consult further with residents across our neighbourhoods to agree our future service offers with them. By engaging with residents, we can provide the services which are needed most.
What our residents say… Elaine: “One Vision Housing provides
a number of great ways for residents to get involved.”
Have we delivered?
Pat: “I have a lot more confidence
This year we have achieved a number of accreditations, demonstrating our commitment to resident involvement. These have included; the Tenant Participation Advisory Service Accreditation, Customer Service Excellence Accreditation and the Customer Contact Association Global Standard.
now than I did before. Getting involved has been great.”
We involve our residents as much as possible, providing opportunities to attend events and work with us to make a real impact on our services and the decisions we make at Board level.
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What’s next?
Annual Report 09/10
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Annual Report 09/10
Understanding and responding to the diverse needs of residents What’s required of One Vision Housing? We are expected to: • Treat all residents with fairness and respect • Demonstrate that we understand the different needs of residents
Have we delivered? This year, we launched Equality Street as part of our strategic response to the Single Equalities Act. All staff also received equality and diversity training to enable us to be able to deal with the diverse nature of the work we do. This was part of a Strategic Equality Framework which details our approach to equality and challenging discrimination. When considering the needs of our residents, we have already done the following: 3 Achieved and maintained over 90% confidential profile information on residents which is used to tailor our services 3 Set up a 24 hour helpline for reporting domestic violence and hate crime incidents 3 Created an Employment Initiatives Officer post 3 Secured external funding to be spent on staff training, youth projects, new tenancy start up packs as well as environmental and enhanced home improvements 20
What’s next? We still have a long way to go in fully understanding the diverse needs of our residents. Part of this work will entail continuing to use resident profiling data to tailor our services for our residents’ needs as well as looking to target the under-represented groups for increased support. We also want to celebrate the diversity within our communities and make better use of existing partnerships that we have in place with other organisations.
What our residents say… Steve: “There has been a terrific
improvement in community involvement. The organisation provides really great services.”
Annual Report 09/10
CASE STUDY Making things easier Thomas Gell, 91, from Dean House, Waterloo requested our newsletter, InVision, in audio format so he could keep up to date with everything that has been going on. Thomas has failing eyesight and was really impressed with the audio version of the newsletter. He also had a go at reading the large print version while listening to the audio version through headphones.
All communications materials can be provided in alternative formats and languages.
“It’s absolutely great,” said Mr Gell. “It’s very clear and only takes 50 minutes to listen to. I’ve timed it! It covered everything I wanted to know, I was especially interested to learn about the building work going on in the different buildings”. 21
Standard two Your home
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Annual Report 09/10
Quality of accommodation What’s required of One Vision Housing? We are expected to: • Ensure all residents’ homes meet the Government’s Decent Homes Standard by December 2010
Have we delivered? We are really proud to have excelled in delivering the Government’s Decent Homes Standards. On transfer of our properties from Sefton Council back in 2006, only 39% of homes met the standards set. As of April 2010, 97% of our homes not only meet, but exceeded these standards. In order to ensure this, we have developed the Decent Homes ‘Plus’ Standard which surpasses the requirements set out by the Government. Please see page 24 to compare our standards to those set by the Government.
What our residents say… Steve: “One Vision Housing uses
common sense. The quality of the work done is fantastic. The materials they use are top quality. It may not look like value for money up front, but it is in the long term. No corners have been cut. They go the extra mile and have a heart when it comes to doing what’s best for residents.”
What’s next? We will continue to work towards our target of all homes achieving the 100% Decent Homes Standard by December 2010.
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Annual Report 09/10
Quality of accommodation How the standards compare Governments Decent Homes Standard
24
One Vision Housing’s Decent Homes ‘Plus’ Standard
Electrics: All electrics are to be identified as being safe.
Electrics: All properties will be upgraded and include smoke detectors and carbon monoxide detectors. Additional sockets in kitchens will be provided.
Windows: Need to be in a reasonable state of repair. There are no requirements to provide double-glazing unless glass is replaced.
Windows: Single glazed windows will be replaced regardless of their condition with PVCu double-glazed energy efficient windows. All new windows will have increased security locks.
External doors: Need to be in a reasonable state of repair.
External doors: Will be replaced where appropriate with ‘Secure By Design’ doors. Existing doors in good condition will have their security upgraded.
Kitchens: Only need to be replaced when over 20 years old.
Kitchens: All kitchens over 15 years old will be replaced with a new high quality fitted kitchen, complete with vinyl flooring, wall tiling and a new extractor fan.
Bathrooms: No need to replace unless considered as being in disrepair.
Bathrooms: A new quality bathroom/wc suite will be fitted and a shower over bath with vinyl flooring and wall tiling.
Central heating: Provide an efficient programmable heating system.
Central heating: Where existing gas supply is in place, full ‘A’ rated energy efficient gas fire central heating will be installed in homes where there is none, or where there is only a partial heating system fitted. Older systems will be replaced to ensure maximum energy efficiency.
Insulation: Where gas central heating is in place, there is a requirement to have 50mm insulation in the loft.
Insulation: Where possible, we will fit 250mm of insulation in our lofts. Additionally, properties with cavity walls will be fitted with cavity wall insulation.
Decoration: Not covered.
Decoration: We have a decoration allowance in place for vulnerable residents identified through our resident profiling.
Adaptations for residents with disabilities: Not covered.
Adaptations for residents with disabilities: We spend approximately half a million pounds each year carrying out adaptations where an Occupational Therapist report has been provided.
Outside areas: Not covered.
Outside areas: Environmental improvements to an estimated £30 million will be provided to all neighbourhoods following consultation with residents.
Annual Report 09/10
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Annual Report 09/10
Repairs and maintenance What’s required of One Vision Housing? We are expected to: • Provide a cost-effective repairs and maintenance service • Meet all health and safety standards in each of the homes managed by One Vision Housing
Have we delivered? We are pleased to report that the satisfaction level of our repairs services has increased from 79% back in 06/07 to 91% in 09/10. In consultation with some of you, we set new targets to adhere to for our repairs service: 3 Emergency repairs target - 24 hours 3 Urgent repairs target - 3 days 3 Routine repairs target - 10 days 3 Specialist repairs targets - 35 days Repairs appointments are now offered to suit your needs. We have also made it a lot easier to report a repair by implementing an online reporting system. This means that you can diagnose the repair you need online and we can ensure that the right contractor is sent to complete the work.
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We have clear aids and adaptations service standards in place with over 95% of these completed within the agreed standards with resident satisfaction levels of 98.5%.
What’s next? We are striving to continually improve how repairs are dealt with, concentrating on making improvements to the identification of repairs at the reporting stage. We are proud that our gas servicing performance is consistently at 100% and that systems are in place to monitor compliance on an hourly basis. Your safety is of the highest priority and so we want to continue this positive work and maintain our 100% success rate.
What our residents say… Pat: “I reported an issue with my balcony door blowing open. When the Customer Service Centre asked what floor I was on, because I was on the 12th floor someone was out within the hour to make sure it was safe.”
Annual Report 09/10
CASE STUDY Home is where the heart is Robert has lived in his flat for six years and is delighted with the changes made both to his home and the communal areas of his supported housing scheme. The Decent Homes Standard investment has resulted in a new kitchen, bathroom, windows and external door for Robert, whilst efficiencies made in other areas of the business have been spent on improving the communal facilities. “The new kitchen is a big improvement on before. I have plenty of cupboard space, new work tops and an eye level oven. The windows are easy to open as well”.
The £500,000 additional investment into the scheme has created a modern airy lounge, new laundry facilities, a hair salon, upgraded kitchen, double bed guest room and landscaped communal gardens. Robert particularly enjoys looking after the flower beds. “The new guest room is ideal for families and friends who have travelled to visit. I’ve had quite a few friends stay now, and they all comment on how comfortable it is”. 27
Standard three Your tenancy
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Annual Report 09/10
Allocations What’s required of One Vision Housing? We are expected to:
Band 2 - General housing need, this is for people who currently occupy a home, but may want to move to something bigger/smaller or have another type of general need.
• Let all homes in a fair, transparent and efficient way taking into account the housing needs of residents
Band 3 - No housing need, this is for people who may express interest in moving home, but currently live in a property that is suitable for their needs.
Have we delivered?
What’s next?
Our Choice Based Lettings Policy means we are able to operate a clear process as to how we let our properties.
We will continue to monitor and improve our turnaround time for re-letting properties. Our aim is to reduce the time a property is empty from 46 days to the 35 day target.
We have reduced the time properties are empty between letting them from 55 days in 2006, to 46 days, this is still not in line with the 35 days target we have set. The top 25% of registered providers in the country have an average performance of 28 days to re-let one of their properties. Reasons for a delay in re-letting our properties can vary, for example, a property left in poor condition by a previous resident will take longer to bring up to our lettable standard. The information below details the bands that Choice Based Lettings applicants are categorised by. Band 1 - Urgent or immediate housing need, this is for people who may have been made homeless or have an immediate need to move into a different area/home.
We are also furthering our role as a Homelessness Champion by developing a Homelessness Action Plan with our residents which will be used to assist the local authority’s delivery of its Homelessness Strategy.
What our residents say… Gary: “As someone who has recently gone through the lettings process I can say that at all stages, One Vision Housing explained the process clearly and it was easy to understand.”
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Annual Report 09/10
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Annual Report 09/10
Rents What’s required of One Vision Housing? We are expected to: • Charge rents in accordance with guidelines set by the Government
Have we delivered? During the 09/10 year, residents received quarterly rent and service charge statements alongside their annual invoice, including details of how rent charges have been calculated.
Our rents are charged in accordance with the standards set by our regulators and any proposed increases in rent are signed off by our Board before being implemented. How we’ve spent your rent In comparison to the last financial year, we have spent more of your rent on improving our homes. The average weekly rent for one of our residents is £61.87. Looking at how each £1 is spent, your average weekly rent is allocated in the following ways:
Where each £1 of rent is allocated 08/09 Per £1
09/10 Average Weekly Per £1 Rent of £61.87
Decent Homes
0.64
0.70
43.41
Routine maintenance
0.17
0.15
9.13
Staff costs
0.11
0.09
5.63
Building costs including rates and insurances
0.03
0.02
1.37
Central overheads
0.05
0.04
2.33
£1.00
£1.00
£61.87
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Annual Report 09/10
Rents What our residents say…
Rent contribution outturn per £1 09/10 9p
2p
Arthur: “This is great to see and
4p
it’s really clear that we are getting value for money, especially when you see that the staffing costs have gone down and performance has improved.”
15p
Gary: “It should also be noted that our rents actually
70p Decent Homes Routine maintenance Staff costs Building costs including rates and insurances Central overheads
What’s next? We want to continue building partnerships within Sefton in order to be flexible towards financial exclusion and improve the access and availability of the services we provide to both our residents and within the wider community.
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decreased in some areas last year and that a lot of the services One Vision Housing were able to provide for the Decent Homes Standard work was because of their efficiency savings.”
Annual Report 09/10
Tenure What’s required of One Vision Housing? We are expected to: • Offer and ensure the most secure form of tenure/ occupancy (allow people the security to keep their tenancy with us providing they continue to meet the criteria set out in their tenancy agreement) • Meet all commitments we have made to residents both now and in the future
Have we delivered? We have developed a set of tenancy agreements which are easy to read and ensure they fully meet all legal requirements.
This has proven successful in helping our newer residents to maintain their tenancies and over the past 12 months we have found that more people are choosing to stay in their home than those who are leaving us. We are proud to offer support to our existing and new residents when carrying out affordability checks as well as any issues they may face that we can assist with.
Our aim is to create homes and communities that people want to live in. It is therefore vital that we understand why any of our residents choose to leave their property and whether we can improve our services as a Registered Provider of Social Housing based on their feedback. When one of our residents tells us that they are leaving their home, we complete an exit interview with them to find out the reasons why and then use their feedback to improve our services. For example, if they inform us they have an issue with anti-social behaviour in their neighbourhood, our specialist Anti-Social Behaviour Team will investigate.
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Annual Report 09/10
Tenure What’s next? We also want to celebrate the diversity within our communities and make better use of existing partnerships that we have in place with other organisations.
34
What our residents say… Robert: “The work of One Vision
Housing in the local community has been very good, they take a real interest in their local community and bringing people together, like they did at the recent Tenant Fun Day”
Annual Report 09/10
CASE STUDY Supporting people Our tenancy support projects are designed to enable vulnerable people to live independently in their own homes within their community. Leanne is our dedicated Home Search Officer who works with such people to help them make the right choices and get the support they deserve. Leanne meets potential residents in their homes and completes a risk and needs assessment to find out what they need, for example, they may need assistance with daily living skills or hand rails fitted to their bath before moving in. She’ll then contact specialised staff to help them during and after the moving in process and gets in touch with other agencies such as social services if required. Leanne is currently undergoing benefits training so she can carry out financial assessments to make sure people can afford to live comfortably in their new home and are receiving the right benefits.
She said: “It’s important we match the right person to the right home. By spending time with our vulnerable residents we can help to sustain tenancies and provide them with homes that they feel happy in.” Andrew, a new resident said: “I liked that I met my neighbours before moving in. The meetings and aftercare helped to build a closer relationship with the staff assisting me.”
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Standard four Your neighbourhood
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Annual Report 09/10
Neighbourhood management What’s required of One Vision Housing? We are expected to: • Keep all communal areas clean and safe, working in partnership with residents and other providers and public bodies where it is effective to do so
Have we delivered? A number of activities have taken place to improve our local neighbourhoods: • Developing Neighbourhood Plans which tailor our priorities and activities within local communities • Reducing the turnover of empty properties to 9% during 09/10 • Undertaking environmental projects and delivering approximately £6m worth of environmental improvements with a further £3.6m being allocated to 10/11
What’s next? We will undertake tenancy visits/audits to help us identify the individual needs of our residents and what we currently have in place to help them, as well as identifying future service needs.
What our residents say… Anne: “There was also the Keep
Britain Tidy accreditation that was in the recent copy of InVision.” Gary: “One Vision Housing has
completely changed the way they work with residents and give us real scope to change services and I feel this is one of the biggest achievements.”
• Launching new initiatives such as, Walkabout Wednesdays, a monthly event helping to clean up our estates We have also maintained a high level of customer satisfaction year on year and strive to improve this further.
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Annual Report 09/10
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Annual Report 09/10
Local area co-operation What’s required of One Vision Housing? We are expected to: • Promote social, environmental and economic well being in the areas One Vision Housing owns properties
Have we delivered?
What’s next? We will develop links with local charities or social enterprises within the Sefton borough in order to offer incentives when they provide products to residents such as white goods e.g. fridge freezer/ washing machine. This will ensure higher rates of offer acceptance and encourage sustainability of tenancy.
A number of initiatives are in place in order to promote social, environmental and economic well being in the areas we own properties. Some of these have included: • Working with key partners to maximise our resources to the local communities • A representative on each local authority thematic group in order to feed into the Local Strategic Partnership • Attending quarterly Youth Offending Team meetings to discuss joint approaches to tackling youth anti-social behaviour • Hosting and chairing the Merseyside Financial Inclusion Forum • Taking an active role within Sefton Partnership Housing Forum • Match-funding two new posts to assist in tackling social exclusion issues • Working to implement a local approach to the ‘Keep Britain Tidy’ campaign
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Annual Report 09/10
Anti-social behaviour What’s required of One Vision Housing? We are expected to: • Work in partnership with other public agencies to prevent and tackle anti-social behaviour in One Vision Housing neighbourhoods
Have we delivered? In a bid to keep anti-social behaviour to a minimum, we have implemented a number of diversionary and preventative measures when tackling these issues. During 09/10, we obtained funding to employ two Family Intervention Project workers, to work with families responsible for anti-social behaviour activities to challenge their behaviour and reduce the need to undertake eviction measures. Overall satisfaction with handling anti-social behaviour cases has dramatically increased over the past three years from 49% in 06/07, to 86% in 09/10.
What’s next? Our anti-social behaviour service will be externally assessed by the Social Landlords Crime and Nuisance Group and HouseMark in October 2010 to ensure the service meets residents’ expectations, demonstrates continuous improvement and offers value for money.
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We obtained £30,000 match funding in partnership with Riverside Housing Association and Targeted Youth Team to provide two Family intervention project workers for a period of 12 months. During 10/11 they will work intensively with families perpetrating anti-social behaviour to challenge and change their behaviour decreasing the need to commence possession proceedings. We have trained six of our staff members who will work as mediators alongside staff from Arena Housing Association to provide a mutual mediation service to resolve neighbourhood disputes. We will continue to work with residents and partner agencies to ensure legal actions are kept to a minimum by implementing diversionary, preventative and early intervention measures.
What our residents say… Gary: “The success One Vision
Housing has had in tackling antisocial behaviour this year has made the local communities safer.”
Annual Report 09/10
CASE STUDY People first and foremost The way we tackle anti-social behaviour has been revolutionised, thanks to a new witness support framework and electronic case management system. Cases are responded to and assessed within 24 hours of the initial complaint with a personalised package of support put together. Serious cases such as domestic violence or hate crime could need immediate action such as door-locks changed, external security fitted or issuing personal safety alarms. We will always aim to prosecute those persisting in anti-social behaviour. We support victims of anti-social behaviour who have to provide evidence for court by offering specialised legal advice, attending court with victims, arranging for private rooms to be available or asking for voice altering equipment to be used.
To improve our service further we have invested in advocacy training, aimed at reducing crime, anti-social behaviour and providing support for those suffering from anti-social behaviour. These actions will help to sustain communities and allow residents to live peacefully in their homes. “I have worked very closely with One Vision Housing’s Anti-Social Behaviour Team, watching how they deal with ASB and supporting victims. I am proud to say One Vision Housing supports residents and their communities, they have proven to many victims that they do care and want their residents to enjoy living in Sefton. With the support of One Vision Housing the communities in Sefton have seen great improvements and the majority of residents can see a difference 41 in their neighbourhoods.� Steve Knight, Respect Ambassador for Sefton.
Standard five Value for money
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Annual Report 09/10
Value for money What’s required of One Vision Housing?
• The creation of a Worklessness Officer post, which is co-funded with Sefton Council for Voluntary Services
We are expected to:
• The creation of a Healthy Initiatives post, which is co-funded with Sefton Primary Care Trust
• Have a comprehensive approach to managing our resources (both staff and services) and providing cost-effective, efficient, quality services and homes to meet residents’ and future residents’ needs
Have we delivered? Since transfer in 2006, One Vision Housing’s recurring management costs have reduced by 15%, resulting in a saving of £1.7 million. This has been achieved alongside increases in satisfaction levels across all our major service areas and the money saved has been spent in the following areas: • Over 100 new homes funded entirely by One Vision Housing and without any grant funding - homes due for completion in 2015 • £1.5m additional investment in aids and adaptations that has enabled the backlog of work that was inherited in 2006 to be reduced; currently almost all requests for this work are completed within four months • More than half million pounds in additional funding has been allocated to our Supported Housing Schemes to improve the quality of life for our elderly residents
• The introduction of the 0300 number. In December 2009, we changed our phone number after residents told us the 0845 number meant it was too expensive for them to contact us In addition to the above we have successfully secured over £400k of external funding directed towards staff training, youth projects, new tenancy start up packs, environmental and enhanced home improvements.
What’s next? We have developed a Value for Money Action Plan for 10/11 which will help us in moving forward and improving on our standards.
What our residents say… Olwen: “The £19 million in efficiency
savings that have been made by One Vision Housing are fantastic. It really should be celebrated.” Gary: “Also, the new head office
is more environmentally friendly, with the movement activated light switches for example.” 43
Annual Report 09/10
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Annual Report 09/10
CASE STUDY Investing in futures We have a responsibility to offer you value for money. As well as the external services we provide, we have an obligation to employ the right staff - staff who contribute towards the organisation’s goals. The Future Jobs Fund was a government initiative that supports the creation of temporary job opportunities, particularly for long term unemployed young people aged 18-24 years.
Since May 2010, Sarah Jane has been employed as a Financial Inclusion Assistant. Her day-to-day job includes advising on different benefits available to our residents and supporting the rest of the Income Management Team.
Her line manager, Kevin Appleton, has also ensured that she has picked up experience When we heard about the fund, we saw it as in other areas of the business. For example, Sarah Jane has spent a day a week working a perfect opportunity to offer a promising individual some valuable hands on experience. in the Customer Service Centre, picking up From a business point of view, it also offered transferable skills that will be invaluable when searching for future work. great value for money. Sarah Jane Mohammed is a One Vision Housing resident and member of our Income Management Service Review Group when she heard about a job opportunity in the organisation.
She said: “The best thing about working for One Vision Housing is undoubtedly the people. Everybody is so nice. It’s also great to do a job where you really get to make a difference to people’s lives.”
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Standard six Governance
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Annual Report 09/10
Governance The Board We are governed by a Board consisting of 11 volunteers. These volunteers are made up of five resident representatives with at least one being a leaseholder, four independent members and two council representatives who are appointed by Sefton Council. Each Board Member is required to sign an agreement to uphold our aims and values and follow the highest possible standards of conduct. Part of the Board’s role is to: • Define and ensure compliance with the values, vision, mission and strategic objectives of the association, ensuring its long term success • Establish a framework for approving strategies, policies and plans to achieve those objectives • Satisfying itself as to the integrity of financial information to approve each year’s accounts prior to publication, and approve each year’s budget and business plan • Establishing and overseeing a framework for the identification, management and reporting of risk, in order to safeguard the assets of our organisation • Monitoring the association’s performance in relation to these strategies, plans, budgets, controls and decisions and also in the light of resident feedback and the performance of comparable organisations 47
Annual Report 09/10
Governance Board Members Joan Ashurst Resident Representative (Tenant) Appointed: Sep 2009 Margaret Hurst Resident Representative (Tenant) Appointed: Dec 2004 Betty Kirkham Resident Rep (Leaseholder) Appointed: Dec 2004 Andy Mitchell Resident Representative (Tenant) Appointed: June 2007 Alison Shavazi Resident Representative (Tenant)
Appointed: Dec 2004
Roy Connell
Council Representative
Appointed: June 2007
Darren Hardy
Council Representative (Board Chair)
Appointed: Dec 2004
David Brown
Independent Representative
Appointed: May 2005
Fiona Portlock
Independent Representative
Appointed: March 2010
Lelir Yeung
Independent Representative
Appointed: May 2009
Strategic Directors Roy Williams
Chief Executive Officer
Tracey Liggett Strategic Director Corporate Services Andrew Spencer Strategic Director Assets and Regeneration Michelle Wood Strategic Director Residents and Neighbourhoods In post until July 2010
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Annual Report 09/10
Operational Directors Colin Gibson People and Communications Director Gaynor Robinson Operational Director Finance Gordon Ronald Operational Director Assets and Regeneration Sarah Jane Saunders Operational Director Neighbourhoods Rachel Mills Operational Director Customers As well as the Board there are two committees made up of volunteer Board Members whose role is to consider specific issues on the Board’s behalf and assist them in their monitoring and decision-making role. The Business Assurance Committee consists of Board Members; Margaret Hurst, Betty Kirkham, Alison Shavazi, David Brown, Roy Connell and Andy Mitchell. Board Members Margaret Hurst and Darren Hardy also sit on the Remuneration Committee.
Corporate Governance Good governance enables us to deliver our aims and objectives and in particular, to deliver excellent quality services to our residents, whilst ensuring we offer value for money.
To achieve that, we have developed a ‘Code of Governance’ that will ensure our organisation’s activities are sufficiently transparent and promote confidence in the communities we serve. This has been developed through recommendations from both the TSA and the National Housing Federation and gives visibility to our policies and how we implement them. The Board is responsible for the Association’s Strategic Planning and Policy Framework. Implementation of this framework and day to day management is delegated to the Chief Executive Officer and Executive Directors who regularly attend Board and Committee meetings. During 09/10 considerable progress was made to strengthen our Governance Framework. All Board Members were appraised during the year and their training needs were identified. An on-going Board Member Development Programme is in place and specific training was provided in the following areas: • Equality and Diversity • Risk Management • Financial/Treasury Management (including recession impacts and Covenant Compliance) • Regulatory Framework • Performance Management • Asset Management • Business Planning
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Annual Report 09/10
Governance What’s required of One Vision Housing? We are expected to: • Ensure effective governance arrangements are in place that deliver our aims, objectives and potential outcomes for residents in an effective, transparent and accountable manner
Have we delivered? To ensure we review and challenge our performance as an organisation, we have a Resident Scrutiny Panel in place. The Board also undergoes an annual assessment as well as a six monthly review in order to ensure it meets all its legislative and regulatory requirements. We recently adopted a Code of Governance (a combination of the National Housing Federation’s Excellence in Governance and Standards of Conduct) to ensure that our governance arrangements meet the highest standards of effectiveness. A review of the Governance arrangements against the adopted code is due for completion in September 2010. The review has so far indicated that our Governance is largely compliant with the guidance in the Code with any actions identified for improvement either already completed or due to be completed in September 2010. A small number of arrangements are to be put in place that do not match the guidance in the code but only where this will deliver a better outcome for One Vision Housing and our residents. 50
What’s next? The outcome of the Governance review will be a revised Corporate Governance Framework which will detail all of our governance structures, policies and processes and will be embedded throughout the organisation in the coming months.
What our residents say… Steve: “The residents who sit on the
Board are obviously passionate about their local community. The Board is running fine. It’s transparent, finances are shown publicly and we can see everything.
Annual Report 09/10
Financial viability What’s required of One Vision Housing? We are expected to: • Manage our resources effectively to ensure viability is maintained
Have we delivered? We are proud of our achievements over the past financial year but recognise that there are still a number of challenges ahead. We have systems in place to ensure; high quality performance measurement and monitoring, effective reporting tools, and partnership working. As well as high quality resident and stakeholder engagement and appropriate direction of resources and actions to address resident priorities and expectations.
Other key achievements have included; 3 S atisfaction with repairs increasing from 79% in 06/07, to 91% in 09/10 3R esident satisfaction with the outcome of anti-social behaviour cases increased from 49% during 06/07 to 86% during 09/10 3W e are proud to be one of the few housing associations in the country that has achieved 100% valid gas servicing 3 S atisfaction with Decent Homes work has been constantly over 95% during 09/10
We have a proven track record of improvement when it comes to delivering value for money services. As part of our transfer agreement in 2006 when Sefton Council transferred its properties, we agreed a set of promises which we aimed to deliver by 2013. In March 2010, we had already delivered 81% of these promises. Since the transfer, we have also delivered ÂŁ19m in savings which have been invested back into our services. During 09/10 we collected 99.2% of our rental income and aim to reach 99.75% for the next financial year. 51
Annual Report 09/10
Financial viability What’s next? Our priorities are to: 3R eview our Business Plan and Regeneration Programme and resolve the financial risk arising from the VAT increase in January 2011 3 Review the staff pensions scheme 3 Maximise income opportunities by evaluating the impact of the current rent restructuring guidance 3 Consider the impact of our £55m regeneration programme 3 Improve the letting and management of empty properties 3 Develop our neighbourhood management and planning approach to ensure our neighbourhoods are financially viable
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What our residents say… Steve: “We can see how the surplus is made and how value is added and put back into the community. It’s brilliant. We see figures and can have a say on how the money is spent.”
Annual Report 09/10
CASE STUDY Moving out from the shadows The One Vision Housing Board is the key decision making body for the organisation. The resident representatives on the Board take their responsibility as members very seriously. Betty Kirkham (now a leaseholder) was a resident with Sefton Council prior to the transfer in 2006 and became a member of their shadow Board in 2004. Resident Board Members make up one quarter of the One Vision Housing Board and have a massive responsibility to their fellow residents. Betty has seen first hand some of the improvements made since transfer:
“I became a Board Member because I wanted to get involved in the community and affect decisions made at One Vision Housing. The best thing about being on the Board is that I’m able to get involved with issues at grassroots level as well as seeing some of the big decisions that the organisation has to make and why things change in the way that they do. The work we do is invigorating. You’ve got to be committed and appreciate the responsibility you have to residents to get it right.”
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Annual Report 09/10
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Annual Report 09/10
Performance summary During the 09/10 financial year, we have increased our turnover as well as our percentage of rent collected from our residents.
We have also decreased the percentage of rent lost on our empty properties. The table below indicates our financial performance for the year in comparison to that of 08/09.
Overall performance year ending March 2010
08/09
09/10
Financial performance
ÂŁ000
ÂŁ000
45,497
48,092
Operating costs (including extraordinary items)
(63,051)
(68,513)
Operating surplus/(deficit)
(17,554)
(20,421)
Interest receivable
405
23
Surplus on sale of fixed assets
164
123
(574)
(1,480)
(17,559)
(21,755)
Gross margin
(38.58%)
(42.46%)
Net margin
(38.59%)
(45.24%)
% of rent collected
98.9%
99.2%
Rent losses on void properties
1.47%
1.44%
Turnover
Interest payable Surplus/(deficit) for the year Financial statistics
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Annual Report 09/10
Looking forward Looking over the next few years, we are aware that we will face a number of challenges ranging from the need to continue to show value for money, to adapting to our surroundings and achieving what is expected from us. We will continue with our principle activities of the provision of housing management, repair and maintenance and the improvement of affordable social housing but also focus on the achievement of balanced communities, urban renaissance and the provision of support for those most vulnerable in our communities. We are aiming to demonstrate: • A clear understanding of the diversity needs, aspirations, and priorities of our residents and stakeholders • Embedded effective systems for identifying, achieving and measuring excellence and value for money within each service • A robust forward thinking strategic planning and implementation framework • A successful track record of service improvement Since transfer, our priority has been to deliver on the promises we made when properties were transferred to us from Sefton Council. We also want to position the organisation to grow in the future, whether that be by increasing the number of properties we manage through a development programme, acquisition of properties from other landlords, or the delivery of services on behalf of others. 56
Moving forward, we want to continue to develop effective partnerships with key local agencies in order to ensure the maximisation of the available resources within our neighbourhoods. We also want to demonstrate that we continue to be committed to both our economic obligations as well as being socially responsible. We want to contribute to an environmentally sustainable future and will look to improve the impact we make on the environment. We aim to understand our residents to ensure we are delivering the services they require in a way that suits them. We understand that generally our residents’ profile is an ageing population with high levels of disabilities. This is generally reflective of the demographics within the borough of Sefton; and as such we need to consider how we need to deliver services both now and in the future. We want to ensure that our services are accessible to all of our residents and that our properties can continue to be homes for our residents for as long as they require them. We are also undertaking a number of regeneration projects over the next 12 months which will help boost the services we offer. As noted earlier in this Annual Report, our vision is to provide high quality, affordable homes in thriving communities where people have a sense of pride and place. The work we do around regeneration is a focal point of this vision.
Annual Report 09/10
Our regeneration projects which will be taking place over the next 12 months include: Kings Park Kings Park is a £20m investment scheme that will modernise three high rise blocks and remodel the open spaces to provide quality homes with lots of secure and accessible recreational areas for everyone to enjoy in safety. It will also see the creation of over 100 new homes and will provide a catalyst for the wider regeneration of this part of Seaforth. Greenfields
Decent neighbourhoods Since transfer in 2006, we have invested heavily in our Decent Homes Programme - one of the largest in the region.
Greenfields Place is a five year £35m project located in the Marsh Lane area of Bootle, Sefton. The focal point of the development will see the complete refurbishment and extension of four existing tower blocks (Mersey, Stanley, Chesnut and Salisbury House) creating new homes and providing a stunning new look for the area. It will also see the creation of over 30 new homes and will provide a catalyst for the wider regeneration of this part of Bootle.
We have also started an investment programme for over £35m in sustainable areas and neighbourhoods.
The projects will:
• Alley gating
• Improve the standard of living for residents in the area
• Improved play areas
• Provide first class living accommodation coupled with open, desirable community spaces • Provide a cleaner, safer and greener environment for residents • Foster and preserve a sense of community and togetherness
This will include improvements to: • Fencing • External security lighting • Landscaping
• Fencing/walls around landscaped areas, subject to planning permission • Redevelopment or refurbishment of garage sites We anticipate this programme will be completed around 2012. 57
Annual Report 09/10
Looking forward Building communities and futures Regeneration doesn’t start and stop with bricks and mortar. We want to transform our communities through projects that help neighbourhoods to prosper and thrive. That’s why we’ve developed a variety of projects that help to provide the support and encouragement that communities need to develop and grow. Our Junior Warden Scheme was launched in 2009 with two schools already participating and another planned for this year. The wardens take an active role in looking after communities. Developing active citizenship and promoting community pride. Corporate objective
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These young people have been involved in lots of environmental projects such as planting bulbs, litter picks and identifying anti social behaviour. Another partnership with the North West Training Council enables local youngsters to gain experience by working in our properties. We are also working towards achieving the ‘Cleaner Safer Greener’ Quality Mark across our neighbourhoods, the body responsible for environmental campaigns. All these programmes and schemes will help our communities to thrive and grow. Targeted outcome 10/11
Develop and implement effective neighbourhood strategies
Successfully completing the Decent Homes ‘Plus’ Standard and implementing the Neighbourhood Plans
Deliver excellent services that meet the needs and expectations of residents
An increase in customer satisfaction, we will know this from the results of our STATUS survey, other satisfaction surveys, general customer feedback and letters from our residents
Continuously improve performance
Making sure that the positive changes in our working practices that were made to obtain external accreditations is maintained and that standards in customer care and services remains excellent
Ensure financial viability, value for money and business stability
Achieving excellent performance as set out in our Business Plan and embedding the new regulatory requirements in our day to day business
Deliver services that recognises diversity and offer equality of access
The seven equality strands are embedded in all working practices and where any issues with service delivery or standards are identified, they are changed in consultation with our residents
Develop an excellent workforce
People Strategy is successfully implemented across the organisation, within the agreed timescales
Annual Report 09/10
Registration details
Advisors
Registered group office One Vision Housing Limited Atlantic House Dunnings Bridge Road Bootle Merseyside L30 4TH
Internal Auditors
Bankers
Grant Thornton LLP Chartered Accountants 4 Hardman Square Spinningfields Manchester M3 3EB
Royal Bank of Scotland Housing Finance Global Banking and Markets 7th Floor 135 Bishopgate London EC2M 3UR
www.ovh.org.uk One Vision Housing Limited is an Industrial and Provident Society (Registered under the Industrial and Provident Act 1965). Regulated by the Resident Services Authority, Registration No: L4482 and the Financial Services Authority VAT Registration No: 889746244
External Auditors PFK (UK) LLP 5 Temple Square Temple Street Liverpool L2 5RH
Solicitors Trowers and Hamlins LLP Heron House Albert Square Manchester M2 5HD
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