a challenging year for aph & our tenants · 2014-10-23 · annual report october 2014 annual...

ANNUAL REPORT October 2014

Annual Report 2014

A Challenging Year for APH & our Tenants

2013/14APH once again recorded excellent year-end

performance across our service delivery

although the effects of the bedroom tax and

the roll-out of Universal Credit for single

people impacted on rent collection during the

year but this improved to close at nearly 100%

for collection and current arrears increased at

3.03%. The fantastic partnership of tenants,

staff and Board has collectively helped us to

face these welfare reform challenges and to

ensure we continued to perform well

compared to our peers. Empty properties are

turned round on average in 13 days which is

performing ahead of other Associations but

this has been affected by increased pressure

on lettings due to the bedroom tax rolled out

on the 1st April 2013.

On average 98.5% of all responsive repairs

were completed within the agreed target

time. Some 94% of the repairs were completed

right first time (a new quality measure we

have introduced) and

the recently introduced

appointment system is

working really well,

offering increased

choice to tenants. We

are aiming to provide

appointments for 95%

of our repair visits later

in 2014-15.

The Pioneer Panel,

independently recruited

volunteers who perform

a tenant scrutiny role

of our services,

have continued their

excellent work. This

year, we have agreed a

priority plan with management for their

reviews, which will complement those

undertaken by the APH’s Internal Auditors.

Their contribution to improving our services in

terms of efficiency and customer focus will be

a key factor for the future. The Panel and

Pioneer People have both been working

further developing their social media presence

and they continue to record successes and

offer opportunities for others to join them.

The enhanced use of social media, our efforts

to improve digital inclusion with the Linda

Fletcher Centre PC facilities and the completion

and launch of the new APH website will form

a firm foundation for further work on this

key area for our service offer both office and

on-line based.

Thank you to all the tenants, my fellow Board members and all the staff for your support during my final year as Chair of Ashton Pioneer Homes. As I hand on to a new Chair following our AGM in October 2014, APH will continue to deliver against our mission of “Working Together Towards a Better Place to Live”.

My final year as Chair of the Board at Ashton Pioneer

Homes has coincided with APH’s 15th Birthday. It has

been an extremely challenging year with Ashton-u-Lyne

and therefore APH, engaged in the national pilot for

Universal Credit. Our staff have been working closely with

the Department of Works and Pensions to endeavour to

establish a workable system which mitigates against the

impact of this welfare reform legislation. This report

covers the year ending March 2014 and will also touch on

some of the steps we are taking to plan for the future.Colin McCord

Chair of Ashton Pioneer Homes

WHAT’S INSIDE?PAGE 2 PAGE 3 - 4 PAGE 5 - 6 PAGE 7 - 8 PAGE 9 - 12 PAGE 13 - 14 PAGE 15 PAGE 16 - 17 PAGE 18

THE PIONEER

WAY UPDATE

VALUE FOR

MONEY,

GOVERNANCE

& FINANCIAL

VIABILITY

TENANT

INVOLVEMENT

& RESIDENT

INVOLVEMENT

REACH & THE

IT SUITE,

PIONEER PANEL

TENANCY

STANDARD

REVIEW

NEIGHBOURHOOD

& COMMUNITY

STANDARDS,

COMPLAINTS &

FEEDBACK

HOME STANDARD

REVIEW

REPAIRS &

MAINTENANCE

CHIEF

EXECUTIVE’S

REPORT

2 Annual Report 2014

ANNUAL REPORT

The Pioneer Way Update

1. INFORMATION TECHNOLOGY: Throughout 2013/14 a great deal of work

reviewing and improving our website has

taken place. The new website went live

during the year and the feedback has been

very positive. Tenants can now pay their

rent on-line but hopefully in 2015 tenants

will also be able to view their rent accounts

in a secure way. The computer system we

are using is called SASSHA and we are

working with our IT consultants in

developing a new SASSHA ICE web based

system which should improve our efficiency.

Hopefully in 2015 we will be able to give

tenants access to their accounts. Early in

2013 we we provided free internet access

via a PC in our reception area. We have also

worked in partnership with REACH tenant

group to facilitate free computer support

and internet access at the Linda Fletcher

Community Room and IT suite in Rycroft

House. This is being used more and more by

local residents and the computer suite is

helping our residents with today’s digital

challenges.

2. CUSTOMERS: As you will no doubt

be aware, our staff have been busy collating

data to give us improved customer insight.

This will help us to target our resources more

effectively and also help tenants impacted by

the welfare reforms. An enhanced computer

system in 2015 will enable us to use this data

more effectively to improve our services.

Working in partnership with our tenants, we

have also developed the Pioneer Panel and

with the help of an independent advisor we

have trained a team of tenants to review and

scrutinise our services. In 2013/14 The Pioneer

Panel completed their first review, of our gas

servicing. They have also started to work on

a review of the complaints service at Ashton

Pioneer Homes and this has recently been

presented to Board.

3. TENANCY MATTERS: In 2013/14

the new Allocation System has been used to

help local people and residents that provide

a meaningful community contribution have

greater priority on our housing waiting lists.

The development of the SASSHA ICE system

will enable us to develop greater

transparency and efficiencies in this area.

Staff have been reviewing all working

practices in the light of the changes

introduced by welfare reforms. Staff are

now better trained than ever in relation to

welfare benefit issues and supporting our

tenants that are experiencing difficulties.

Ashton Under Lyne was the first pathfinder

area in the UK for the Governments

Universal Credit system which will merge

welfare benefit payments into one monthly

payment. APH staff have been advising

DWP and other Housing Associations to

help improve the process for tenants.

4. POLICY: All housing management

policies have now been streamlined into one

comprehensive housing management policy.

These new policies were developed with the

support of tenants and work has already

begun developing a streamlined and relevant

customer service policy in 2014.

5. REPAIRS AND MAINTENANCE: 2013/14 saw the consolidation of a more

flexible customer appointment system

introduced early in 2013. In addition more

detailed contractor appraisals have been

introduced. Work is also underway to

improve contractor and customer

communications.

6. PERFORMANCE: In 2013/14 APH

have been working effectively with

Housemark and other organisations to

benchmark our services. These partnerships

enable us to compare and contrast our

performance with other Housing

Associations across both the NW and

nationally. Benchmarking helps us to

identify potential development areas and

provides an opportunity to learn from and

share best practice with other high

performing Associations.

As a tenant of Ashton Pioneer homes you will be aware that the Pioneer Way defines the culture of Ashton Pioneer Homes and is the framework we use for our continuous improvement philosophy. Working in partnership with our residents on a shared goal of “working together towards a better place to live” the Pioneer Way has evolved over the past few years. It now defines a way we can identify areas for improvement as defined through a combination of feedback and self-assessment.

6 KEY IMPROVEMENT AREAS


ANNUAL REPORT

Value for Money

WHAT YOU REQUESTED… OUR OFFER TO YOU WAS… OUR PROGRESS SO FAR…

Provide services that offer the best quality within the available budget.

Agree a Value for Money Strategy and action plan in partnership with local residents as well as a timetable of Value for Money Service reviews to deliver a more efficient and effective service.

Resident membership of the Performance Group has enhanced input. Pioneer Panel are undertaking reviews across APH Services with recommendations to the Board.

Compare our services and operating costs with other similar landlords to improve services.

Develop ways with residents to give better value for money.

All service reviews undertaken have been benchmarked with the Performance Group monitoring results to support continued improvement.

Make sure we develop competitive processes for all our services.

Involve residents in tender evaluation processes taking into account local priorities.

All services now monitored to ensure efficiency in delivery and adherence to VFM requirements.

Evaluate our impact on the environment and look for more cost effective and environmentally friendly ways of delivering services.

We will measure our impact on the environment and promote recycling, reduce waste and examine alternative sources for a reduced environmental impact.

Established recycling bins, all neighbourhood initiatives are supported with results being benchmarked and monitored by Performance Group.

The APH VFM strategy forms an integral

part of our strategic approach to operating

the business. The VFM strategy, sets out

our aims and objectives, the challenges

we face, what our goals are and how we

intend to deliver them.

An action plan includes:• UndertakingVFMreviewsatquarterlyPerformance

Group meetings.

• MonitoringofperformanceusingKPI’s.

• Collectingdatafromcustomersfromcustomersurveys

and resident involvement (Pioneer Panel) as well as using

internal audit reports and benchmarking information

to identify potential areas for review.

Performance ManagementWe have a number of mechanisms for monitoring and scrutinising our

performance, involving a range of stakeholders, including the

Performance Group, Board, Audit Committee & Resident scrutiny and

customer panels (Pioneer Panel). In addition, there are a range of

performance measures and internal mechanisms used by the officers

of the business in undertaking their day to day operations.

Achievements to date• TheNeighbourhoodServiceTeamattended711nuisance/ASB

calls. 565 of which were out of hours. This has resulted in zero

spend of the £12,000 budget allocated for the year.

• NeighbourhoodServiceTeamalsoattended915maintenance/

minor repair call outs during 2013/14. With an average call out

charge of £48 this has resulted in savings in the region of £44.000.

• Wenowprovidefreeinternetaccessinourreceptionareafor

use by tenants for completing on-line benefit claims and

accessing money advice sites.

• Wehavealsoinvestedintherefurbishmentofthenew‘Linda

Fletcher Centre’ a base providing tenants with PC training and

internet access. Our Housing Management Team run twice

weekly‘surgeries’soareonhandtoofferadviceandassistance

to our tenants.

• Wegive2weeksrentfreeatChristmastoensuretenantshave

money in their pocket for the festive period.

The year ahead• Wearelookingtoinvestsignificantfundsonrenewingdoor

entry systems so as to provide a better service for our tenants.

• Wewillseektokeepcollectionlevelsforrentarrearsandbad

debt at top quartile level despite the adverse impact of welfare

reform changes.

• IntheforthcomingyearwewillinvestinnewportableIT

equipment to enhance staff mobility to help tenants make

benefits claims electronically in their home or by appointment

at our office.


ANNUAL REPORT

Governance & Financial Viability

WHAT YOU REQUESTED… OUR OFFER TO YOU WAS… OUR PROGRESS SO FAR…

Provide effective Governance to deliver the aims and objectives of the organisation.

Publish the minutes of all Board Meetings Increased Tenant Involvement.

Board minutes are now published on APH website once approved by Board. Tenants on all Committees.

Ensure there is at least one tenant on the Board.

Ensure that one third of the Board places are filled with democratically elected Tenant Directors.

There are 4 Tenant Directors on the APH Board of 12. Electoral System being reviewed.

Manage our resources effectively to ensure our viability is maintained.

Ensure all accounts are externally audited and published annually.

Company now in Surplus and audited by both Internal & External Auditors.

Financial ViabilityTo complement our pursuit of excellence in

governance and across our business areas in

general, the Company has a clear corporate

planned objective of continued sustainability

and financial viability for the future. All the

essentials for an effective business have been

established and developed over the past 12

months. These areas are financial planning,

financial regulations, medium and long term

forecasting, cash-flow management systems

and effective budgetary control. Risk

Management has also been developed

through the Performance Group to allow

robust monitoring of the Company

performance.

GovernanceIn terms of regulatory requirements, APH has

ensured that:

• Effective controls and procedures are in

place to ensure security of asset and the

proper use of public funds.

• Effective systems are in place tomonitor

and accurately report delivery of our plans

APH has adopted and developed a

representative model based on a membership

comprising three constituencies of Board

Membership with 4 members in each:

Tenant Directors (taken from our existing

tenants)

Council Nominated Directors (nominated by

Tameside MBC)

Independent Directors (selected to provide

specific skills, experience, expertise to

complement the other membership)

Members’ effectiveness is monitored through

self assessment and Board appraisal using the

National Housing Federation’s “Code of

Excellence in Governance”.

Governance arrangements should ensure that APH : • Adherestoallapplicablelegislation

• Complieswithgoverningdocumentsand

all regulatory requirements

• Isaccountabletotenantsandrelevant

stakeholders

• Hasaneffectiveriskmanagement

framework

INCOME AND EXPENDITURE ACCOUNTFOR THE YEAR ENDED MARCH 2014 (all numbers in £000)

2014 2013

Turnover 4,081 3,810

Operating costs (2,808) (2,728)

Operating surplus / (deficit) 1,273 1,082

Surplus on sale of property - 3

Interest received 20 7

Interest paid (617) (632)

Surplus / (deficit) for the Year 676 460

Pension surplus (deficit) 32 (100)

Total surplus / (deficit) for the year 708 360

BALANCE SHEETAS AT MARCH 2014 (all numbers in £000)

2014 2013

Fixed Assets 10,121 10,390

Current Assets 3,553 2,787

Total Liabilities (627) (706)

Total Assets less current liabilities 13,047 12,471

Long Term Creditors 12,130 12,262

Capital and Reserves 917 209

13,047 12,471


ANNUAL REPORT

Tenant Involvement & EmpowermentUnderstanding and responding to the diverse needs of tenantsWe are measured on how we understand and respond to the diverse needs of tenants by the HCA Homes Standard. The HCA require APH to:• ShowhowAPHunderstandsthedifferentneedsofcustomers,ensuringequalopportunitiesforallcustomers including those with additional support needs.

WHAT WAS NEEDED?

YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…

Understand our customers’ needs.

Research our customers’ needs, aspirations and offer choice with how we communicate with them.

We continue to collect and gather data at every customer contact to ensure we have up to date profile information. We use this data to target our resources and in particular help our customers who may have been affected by the welfare reforms.

To see complaints resolved as quickly as possible and avoid being escalated to a formal complaint.

Resolve as many complaints as quickly and informally as possible.

Our Tenant Panel have reviewed our policy and procedure in relation to complaints and feedback. We will incorporate their recommendations into the new Customer Service Policy and reduce the number of stages in the procedure. We will ensure our customers understand and know how to provide us with feedback and we will provide regular information in relation to this via all our communication forums.

Deal appropriately with all written correspondence (including formal complaints).

Respond to all letters, emails and social media customer contacts within 10 working days of receipt. Where this is not possible we will advise accordingly.

We are reviewing our Customer Service Policy and Procedures with our staff, customers and Board. We will utilise the recommendations from our Tenant Panel to form the basis of our new procedure in relation to feedback and how we respond and action complaints.

Exploit modern communication opportunities to communicate better with tenants.

Develop a wider range of options for communication with APH including expandinge-correspondence, sms text messaging and social networking options.

We have refurbished our IT Suite and provided free internet access for all our residents. We also offer one to one mentoring to help build confidence and IT Skills. We continue to engage with residents and the local community via social media forums, SMS and e-correspondence.

Listen to tenants, take their views on board and involve them in decisions on housing matters through the Pioneer Way.

Continue to work with, develop and support resident groups as well as promoting a range of opportunities for involvement.

We have carried out our STAR survey and we will utilise this feedback to shape our services in the future. We continue to support all our community groups and encourage a wide range of opportunities for them to get involved within their local community.

Enable residents to get involved in developing local service offers and monitoring service standards.

Further develop opportunities for Resident Auditors and structured resident scrutiny of services.

Our Tenant Panel have successfully completed their second service review. They continue to attend relevant training to build their confidence and skills to scrutinise our services.

Develop more sophisticated communication methods for tenants.

We will develop and improve our website, Pioneer News and review communication methods amongst local resident groups.

Our new website has now been launched and provides up to date information to our customers. Our Facebook page continues to be a successful forum for providing regular updates to our customers. The Pioneer People page is also very popular.


ANNUAL REPORT

Resident Involvement

PROJECT NAME FACILITATED BY DURATION FUNDED BY COST AIMS OUTCOME

Healthy Eating on a Budget

2014

The Rough Diamonds and Nicola Woods (Community

Capacity Worker)

2 x 5 sessions2 x Family Days (TBC)

You Choose

£650

•Tenantswillcookcheapmealswhich are nutritious•Savemoneyonfoodandbehealthier•Reducesocialisolation•Buildsupportnetworks

•Friendshipsestablished•Feedbackshowingparticipantshavecookedtheir meals at home•Morethoughtgoingintoshoppingandwhere to shop•Moneysaved•Confidencebuildingandworkingaspartofateam

Facebook Page Pioneer People

Nicola Woods (Community

Capacity Worker)On-going N/A N/A

•AdvertiseAPHResidentinvolvement groups•Dailyposts•Picturesofresidentsatsessions/events/ community base•Encourageinvolvement•BuildthePioneerPeople

•Residentinvolvementgroups•Dailyposts•Picturesofresidentsatsessions/events/ community base•Encourageinvolvement•BuildthePioneerPeople•Involvementincreased•Moreresidentsattendinggroupsandengaging in services•InformationsharedfromAPHandotheragencies/ groups•153Likes

“Your Community” Newsletter


Capacity Worker)

Monthly newsletter

None None

•AdvertiseAPHResidentinvolvementgroups•Feedbackfromsessionsandeventsfor promotion•Encourageinvolvement•BuildthePioneerPeople

•Involvementincreased•Moreresidentsattendinggroupsandengaging in services•Informationshared

The Big Lunch 2014 (Bring & Share

Picnic – West Park)


Capacity Worker) with local parents

1 DayAshton Pioneer

Homes£50

•Buildcommunityspirit•Encouragefriendlier,safercommunities•Strengtheningcommunities•Reducesocialisolation•Buildsupportnetworks

•Localpeoplecontributedbybringingandsharing their food with their neighbours

Pioneer PeopleNicola Woods (Community

Capacity Worker)

Monthly meetings

None None

•Holdingfocusgroups•Completingquestionnaires•Estatewalkabout•MonthlyEnewsletter•Outreachforinformationfromtenants•Attendingmeetingsoflocalcommunitygroups•Helpinglocalcommunitygroupsatevents•Promotingeventsandgroups

•ImproveAPHServices•Improvelivesofresidents•Makeadifferencetothelocalcommunity•Improvingskillsandconfidence

Skill Sharing Afternoon


Capacity Worker)

Monday afternoons 1pm – 3pm

YouChoose

£550

•Recycleoldmaterialsintonewitems•Savemoney•Learntouseasewingmachine•Learntoknit•Reducesocialisolation•Buildsupportnetworks

•Learnnewskills•Buildconfidence•Makefriendsandsupportnetwork•Makingnewoutofold•Savemoney•Reducingsocialisolationandloneliness

Social Evening


Capacity Worker)

Thursday 6.30pm – 8.30pm

Membership subs

£1 per week

•Reducesocialisolation•Buildsupportnetworks•Shareandteachnewskills•Beopen,honestandunderstanding•Bewelcomingtoallwithoutdiscrimination

•Newskillsacquired&friendshipsestablished•Supportnetwork•Senseofbelonging•Opportunitytotrysomethingdifferent•Improvedsocialinteraction&mentalwell-being•Preventionofloneliness

Make Your Own Scarf or Bag


Capacity Worker)

2 x 6 Sessions 1pm – 3pm

YouChoose

£100

•Recycleoldmaterialsintonewitems•Savemoney•Learntoknit&useasewingmachine•Reducesocialisolation•Buildsupportnetworks

•Learnnewskills•Confidencebuilding•Friendshipsestablished•Improvedwell-being•Improvedsocialinteraction

IT Mentoring Reach

Bi-weeklyMonday &

Tuesday1pm – 4pm

Community Development

Fund £989.95 to fund 2 laptops and 1 desktop

Free

•Toprovideone-to-onepeermentoring•Toprovidefreeaccesstotheinternet•Getonline&basicI.Tsupport•Jobsearch/Benefitclaims•Applyingforjobs&C.V’s•SocialMedia•Comparingprices

Residents in full or part time workImprove lives of Residents Make a difference to local community Improving skills and confidence Averaging 5 attendees per session

Pioneer PeopleWe are very proud of all our residents who get involved with us here at Ashton Pioneer Homes. Together they help us to achieve our mission

statementof‘workingtogethertowardsabetterplacetolive’.It’sbeenafantasticyear,notonlyhavewecelebratedour15thBirthdaywitha

brilliant party for our community but we have also successfully delivered a variety of projects and fun days with our local residents. It’s a massive

thankyouonceagaintoourgreatcommunityandallourvolunteers,‘PioneerPeople’.


ANNUAL REPORT

REACH and The IT SuiteThe IT Suite at The Linda Fletcher Community

Suite has gone from strength to strength since

the doors reopened after refurbishment late

last year. It is open to local residents every

afternoon so that they can access the internet

free of charge.

REACH, a local tenant group sourced funding

for new computers/laptops and IT equipment

for the base. The group provide volunteers to

help people with basic computer skills. They

have found that residents are far more

receptive to informal computer mentoring

from their neighbours than formal computer

training from a professional trainer.

They are working with APH to address digital

and financial exclusion by providing support to

help tenants claim welfare benefits and apply

for jobs or training. They have been recognised

by the Department of Work and Pensions as a

centre for accessing Universal Job Match and

are advertised on their posters and literature

so that local people can call in to search for

jobs on line!

They also help tenants make savings by

shopping on-line and this has proven to be

invaluable to the local community in what are

very difficult times. Social isolation is also being

addressed in that they are teaching people

how to Skype family members. We are

incredibly proud that residents from the local

community have taken it upon themselves to

support each other and volunteer their own

free time to assist the local community to

become digitally and socially included.

We have monitored the types of support we

have given to our customers currently and they

are the following:-

This was recorded when we offered support

from volunteers in an unstructured learning

environment. Over the next year we are

advertising structured sessions around job search

skills, basic IT skills and support in CV writing and

hopefully lots more will be attending. Job Centre

Plus will also be sending referrals through. We

can then offer more structure to our customers

and to our volunteers to enable them to grow

their knowledge and skills.

VISITS

IT skills 17

Email support 8

Job SEARCH 29

Pension Credit 1

Job Seekers Allowance 2

Support with CV 7


ANNUAL REPORT

The Pioneer PanelCHALLENGE • ACHIEVE • IMPROVEThe Pioneer Panel have had a very busy year reviewing how APH manage our complaints. APH have an excellent track record for having fewer complaints than a lot of other Housing Associations and resolving them as early as possible, but we want to challenge them to be even better!

We want to be sure our concerns are being

listened to and dealt with in the best

possible way. For this to happen we think

APH should:

* Make sure any information about

complaints in leaflets and on the

website is easy to understand and up

to date

* Have a complaints procedure that is easy

to understand.

* Keep us informed about the progress of

our complaint.

* Let us know how many complaints they

get and what they are about.

* Share information about the complaints

they get with other Housing Associations

and let us know how they compare

to them.

* Show us how they are using our

complaints to improve services.

We also work with other Housing Associations

who have or are setting up a tenant review

panel. This is a great opportunity to share

ideas and experiences that we can all

benefit from.

Although we work independently of APH

they are very supportive of our work and

provide us with the opportunities and

resources we need to be a successful Panel.

We would like to thank them for their co-

operation in carrying out our complaints

management review.

We are now planning our next review and

are looking for more tenants to get involved

and help us make positive changes. If you

would like to know more about this exciting

opportunity you can get in touch with Helen

– our co-ordinator – by email at pioneerpanel.

talktalk.netorringheron07961264338.Or

if you prefer, you can leave a message for

Helen at the APH Office. We also have a

website - pioneerpanel.net and you can like

us on Facebook.


ANNUAL REPORT

Tenancy Standard ReviewAllocations• Letourhomesinafair,transparentandefficientway and demonstrate how we make best use of the housing we have available.

• Arecompatiblewiththepurposeofhousing.

• ContributetotheLocalAuthoritiesstrategichousing function and sustainable communities.

Rents• Chargerentsinaccordancewiththeobjectivesand framework set out in the Government’s direction to the Homes and Communities Agency 2013.

• Offerandissuethemostsecureformoftenure compatible with the purpose of the housing and the sustainability of the community. Meet all applicable statutory and legal requirements in relation to the form and use of tenancy agreements.

WHAT WAS NEEDED?

WE MUST…

OUR OFFER TO YOU

WE WILL…WHAT YOU CAN EXPECT…

Agree with Tenants a minimum standard for repairing empty properties.

We will work closely with the Tenant Panel and Pioneer People to ensure our void standards are maintained and reviewed.

Properties that are repaired to the agreed standard. A review of the void property standard.A survey of new tenants to help us continually improve.

Publish our Property Allocations Policy and give feedback on our performance.

Launch the new Allocations Policy and Procedure recognising community contribution.Contribution to the implementation of the Local Authorities Homelessness agenda.

We launched the new allocations policy and procedure offering transparent property allocations that gives equal priority to transferring tenants and recognises community contributions.The development of the SASSHA ICE IT system.Survey new tenants to ensure the whole process is seamless.

Develop and deliver schemes to address under occupation and overcrowding for tenants that may be interested.

Promote incentives for tenants to free up demand properties.

Actively participate in HomeSwapper.

We increased housing options for tenants and applicants making the best use of our homes.Help with registering and the proactive use of HomeSwapper.Working with other housing providers to encourage the mutual exchange of properties.

Set rents and service charges using Government formula and guidelines.

We will tell you how your rent and service charges are calculated.

More transparent information and communication relating to our rents and service charges. A comprehensive breakdown of service charges for property types is now available.

Offer a confidential rent and money advice service.

Provide free and confidential advice, guidance and support about welfare benefits welfare reform and managing your rent.

Along with our partner agencies ensure that tenants receive advice on money and debt matters to help you keep your home.A review of working practices following The Governments Welfare Reforms. Ensure our staff are trained in welfare benefits better support those tenants experiencing difficulties.

Maximise the collection of rent and service charges.

Offer a range of convenient ways to pay your rent 24 hours a day, including 24 hour cash collection, AllPay, Direct Debits, Standing Orders and debit/credit card options.

We will have a firm but fair approach to the collection of rent and other debts and to chasing former tenants’ debts. We are developing our SASSHA IT system to help support staff deliver an effective and efficient rent collection service.


ANNUAL REPORT

Rents


ANNUAL REPORT

Allocations


ANNUAL REPORT

Source of Referral

NUMBER PERCENTAGE

Direct Application 82 73.21

HA Lettings only - Nominated by LA

20 17.86

HA Lettings only - Referred by LA 10 8.93

Head of Household - Economic Status

NUMBER PERCENTAGE

Full Time Work 49 43.75

Full-time Student 4 3.58

Job Seeker 15 13.39

Long Term Sick/Disabled 24 21.42

Not Seeking Work 14 12.49

Part-time Work 4 3.58

Retired 2 1.79

FULL TIME WORK

FULL TIME STUDENT

JOB SEEKER

LONG TERM SICK/DISABLED

NOT SEEKING WORK

PART-TIME WORK

RETIRED

Ethnic Origin of HouseholdNUMBER PERCENTAGE

Asian or Asian British: Bangladeshi 1 0.89

Asian or Asian British: Other 2 1.79

Asian or Asian British: Pakistani 2 1.79

Black or Black British: Caribbean 1 0.89

Black or Black British: African 2 1.79

Black or Black British: Other 2 1.79

Mixed: White and Black Caribbean 2 1.79

Mixed: White and Black African 1 0.89

White: British 86 76.78

White: Other 13 11.60

ASIAN / ASIAN BRITISH: BANGLADESHI

ASIAN /ASIAN BRITISH: OTHER

ASIAN /ASIAN BRITISH: PAKISTANI

BLACK / BLACK BRITISH: CARIBBEAN

BLACK / BLACK BRITISH: AFRICAN

BLACK / BLACK BRITISH: OTHER

MIXED: WHITE & BLACK CARIBBEAN

MIXED: WHITE & BLACK AFRICAN

WHITE: BRITISH

WHITE: OTHER

NUMBER PERCENTAGE


ANNUAL REPORT

Neighbourhood & Community Standards• KeepneighbourhoodsandcommunalareasonAPHestatescleanandsafe.• Workwithpartnerstopromotesocial,economicandenvironmentalwellbeing.• Preventandtackleantisocialbehaviour,alongsideotherpublicagencies,inareaswhereweownproperty.

WHAT WAS NEEDED?

WE MUST…

OUR OFFER TO

WE WILL…WHAT YOU CAN EXPECT…

Keep all communal walkways clean and all spaces mowed and weed free with trees pruned.

Provide an enhanced litter picking service beyond Council Services using our Estate and Neighbourhood Services Teams. Support local business initiatives.

Daily litter picking.

Continued partnership working with Greenscape who provide a grounds maintenance service.

Involvement in setting and changing service standards.

Keep all internal communal areas clean, safe and secure.

Provide a 24 hour neighbourhood service to clean communal areas, respond to nuisance complaints, provide a concierge service and monitor CCTV.

APH will continue to provide this unique service for our tenants.

Agreeing standards with the Tenants’ Panel and Pioneer People and ensuring those standards are monitored and reviewed.

A comprehensive review of our Neighbourhood Services Team to ensure value for money.

Make all tenants aware of their rights and responsibilities regarding anti-social behaviour.

To work in line with our new Anti- Social Behaviour Policy and new RESPECT Action Plan agreed in partnership with residents and partner agencies.Explain fully to tenants their rights and responsibilities when they sign their tenancy agreement.

With the help of the Tenants’ Panel Review our Anti-Social Behaviour policy and procedure and ensure we are working in line with the new Anti-Social Behaviour Crime and Policing Act 2014.

Carry out surveys following the closure of cases to ensure we are providing the best service possible.

Work in conjunction with TMBC, Greater Manchester Police Service and other partner agencies for the good of all residents.

Make sure anti-social behaviour is easy to report in confidence with appropriate support given to victims and witnesses.

Continue to provide a 24 hour response to anti-social behaviour complaints but will also introduce a victim vulnerability assessment in conjunction with our partner agencies.

Acontinuationofour24/7serviceofferingadvice and support.

The development and improvement to our Anti-Social Behaviour IT monitoring system.

APH provides a 24 hour estate management service, which includes communal cleaning and caretaking, out of hours repairs, and response to incidents of anti-social behaviour. Our trained Neighbourhood Services and Housing Management staff use a range of methods to prevent and deter all forms of anti-social behaviour.

APH is working with partners, such as Tameside Council and the Greater Manchester Police to ensure a collaborative approach to the launch of the Anti-Social Behaviour Crime and Policing Act 2014.

We work with our partners to help find housing and support solutions for customers carrying out joint visits and interviews to ensure sustainable communities.


ANNUAL REPORT

Complaints and feedbackThe volume of complaints received for April 2013- March 2014 has increased by 24 since the same period last year, intotal57complaintsbeingreceived.Ofthecomplaintsreceived26ofthesecomplaintswereupheld,thisisanincrease on the same period last year, where 22 complaints were upheld. Out of all complaints received from April 2013 to March 2014, eight of there were escalated to stage two of the process. One complaint was escalated to stage three of the process.

This year we introduced our Complaint

Closure Survey which was sent out to

everyone who had made a formal complaint.

Unfortunately only two of these were

returned. We are hoping that over the next

year more people provide us with feedback

on our Complaint Procedure.

We will continue to use feedback as part of

our Pioneer Way Continual Improvement

Plan. We always want to learn from our

Complaints and we would like to share with

you what we have changed as a consequence

of the feedback we received.

A full breakdown of complaints can be seen

in the chart.

Here are some improvements we made as a

consequence:-

* We’ve improved the standard of our

grass cutting and ground maintenance

• We’vechangedourliftcontractor

• We’vereviewedourappointmentsystem

to see your Housing Officer

• Wehaveregularmeetingswithour

contractor to ensure we maintain a high

level repair service

ComplimentsWe also received a total of 38 compliments

from April 2013 to March 2014. This shows

a total increase of 6 compliments from

the same period last year. Compliments

made to us included cleaning of the tower

blocks, customer service and our repairs

and maintenance service. We received the

highest numbers for the high level of

customer service all our staff give and our

excellent repair service. Our Tenant Panel

have recently reviewed the process and

we will be working with them over the

coming year to introduce some of their

recommendations to improve the process

for our customers. You can read more about

what they have been up to in our Pioneer

People Section of this report.


ANNUAL REPORT


ANNUAL REPORT

CHIEF EXECUTIVE’S

REPORT

What Does 2014/15 and beyond hold for APH?The last year has been one of challenge for everyone associated with APH. Our tenants through the various impacts of welfare reform including the bedroom tax and universal credit. Our Local Authority partners through the significant reductions in funding, making it ever more challenging to provide the essential local services to our neighbourhoods and assist us, in supporting the most vulnerable in our communities. Also to our staff in dealing with the increasing workload to assist our tenants in helping them find a pathway through the changes and to sustain their tenancies.

Our role as a Community Housing Association is to work together with our various statutory and voluntary sector partners to sustain and improve our service offer in the St. Peter’s ward and for the individual tenants and families we house. As we celebrated our 15th Birthday as an independent Housing Association in February, we acknowledged that the way we work has to plan ahead and evolve continually to keep pace with new challenges as they arise.

You will be aware that we have for some time been collecting as much information as we can about each of your tenancies and this is so we can offer the right kind and amount of support to those of our tenants who may want or need it. The information which is relevant has also changed over time as the focus from Government has become increasingly about benefits, incomes and affordability alongside the expected housing need.

During 2013/14, APH has been required to pilot Universal Credit for single new claimants and in the future this will be rolled out to couples and families as the Government continues with its welfare reforms. To address these reforms, APH has been reviewing the way it uses its scarce staff resources to achieve the best outcomes for our tenants and APH. This review will inform any additional resources we can bring forward to offer benefits advice to tenants, improved access to on-line services and also apprenticeship places to support training and employment opportunities for the future.

It has been an interesting and rewarding 15 years so far for APH since the transfer from the Council back in 1999. The constantly changing financial and social environment for housing generally and APH and its tenants in particular, not to mention the General Election in 2015, promise that the next few years will be equally challenging for everyone. The good news is that APH has planned ahead for the changes and I hope that you will take the opportunity whenever possible to contribute / engage in these plans with your comments and suggestions through whichever route you prefer, from letters to me at APH through our website www.ashtonpioneerhomes.co.uk and other social media opportunities via Facebook and Twitter.

Tony Berry Chief Executive

0161 343 8128 @AshtonPioneer AshtonPioneer [email protected]

APH Annual Report is published by Ashton Pioneer Homes, Margaret House, Margaret Street, Ashton-under-Lyne OL6 7TH

a challenging year for aph & our tenants · 2014-10-23 · annual report october 2014 annual...

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