Annual Report 2008/09. & Financial Statements. housing association ltd.

Transcription

1 housing association ltd. Annual Report & Financial Statements 2008/09 This document is available in other languages, larger text, Braille and on audio CD or cassette.

2 The Adactus Housing Group supports the National Housing Federation s in business for communities initiative which aims to create a national alliance of housing associations committed to working to create good neighbourhoods across England. Accordingly, it has formally adopted the following commitments: To neighbourhoods We will put neighbourhoods at the heart of everything we do. We will promote neighbourhoods where there is a place for everyone, with positive support for diversity of people and places. We will work in partnership with local people, councils and other agencies, and will champion local needs. We will be open and explicit about our role in neighbourhoods where we work, and about the time and money invested in them. To customers Customers are the driving force behind our business. We will listen to them, respond to their views and engage them in our work at all levels. We will offer them respect, choice and support. We will do everything we can to prevent neighbourhood problems, and we will deal firmly with people who are bad neighbours. To excellence We will pursue excellence and improvement. We will make the changes needed, so our organisation can rise to the challenge of being in. We will work with regulators and inspectors to build a culture of challenge and change. We aim to be a landlord, employer and partner of choice. The Group has incorporated the thrust of the in commitments into the strategic objectives set out in its business plan.

3 Annual Report 2008/09 & financial statements Vision and Mission Purpose The Group s core business is to provide and manage affordable housing for rent or sale. It undertakes other activities to benefit its customers and help sustain its assets. Mission To serve the people and communities with whom we work using innovation and dedication to ensure that their neighbourhoods are places where people are happy to live. To offer the staff we employ the opportunity to utilise their abilities, expand their experience and reward their commitment. Vision The Group s vision is to seek QED in all its activities: - Quality Expansion Diversity To always deliver on any promises made to our partners. Contents Review of 2008/09: - Achieving Quality 2 - Achieving Expansion 4 - Achieving Diversity 5 Performance: - Performance Indicators 6 Financial Summary: - Consolidated Income & Expenditure Account 7 - Consolidated Balance Sheet 8 - Emoluments 9 Jargon Buster On-line services are extended. Registered users can now view their rent account and repairs history online. 2. AHA and BHA enter into a three year partnership with Connaught to deliver kitchen and bathroom improvements. page one

4 3. Pinpoint, a partnership between the 10 Greater Manchester Local Authorities and 13 Housing Associations, goes live on July Resident Inspectors project launched in 2008 to help identify areas of improvement and make recommendations if needed. Review of 2008/09: Achieving Quality Continuous improvement BHA continued to provide a quality service to its customers with the overall resident satisfaction in 2008 standing at 83%. This figure compares well against the national average of 79%. An increasing emphasis was placed on consulting customers and responding to their needs and expectations. Group-wide, a total of 1,305 customers were involved in a series of consultations, away days and working groups. This achieved customer-focused service improvements for BHA in the following key areas: Reduced the time within which we complete repairs. New website and online services. New leaseholder and tenant handbooks. Improved income management and financial help. The Group s research indicates that the provision of an effective responsive repairs service remains the key driver for increasing resident satisfaction and performance in this area remains strong. The Group s members response to reports of repairs remains amongst the best performing housing associations nationally with some 98% of repairs completed within timescales at BHA. 90% resident satisfaction with planned maintenance was achieved during 2008/09. During 2008/ m was invested across the Group in improving the quality of managed housing stock and this benefited over 20% of residents. At BHA new kitchens, bathrooms and heating systems were provided to 64 homes, helping to raise the thermal efficiency of the Association s rented properties as measured by SAP from 68 to 79. Staffing matters During 2008/09, the Group was able to recruit good quality staff with 83 new appointments made in 2008/09. Of particular note were two key appointments in the year to the positions of Group Director of Finance and CCH s Director of Operations. Group-wide an emphasis was placed on improving group cohesion amongst staff and to this end new business planning software was introduced during the year which clearly defines the golden thread from board level objectives and goals through to staff-level projects and tasks. 14.9m was invested across the Adactus Housing Group in improving the quality of managed housing stock. page two

5 5. Residents from the Sustainability Working Party visit the Centre for Alternative Technology in Wales. 6. Our new Sustainability Group is set up to help tenants save money and reduce their carbon emission. Review of 2008/09: Achieving Quality A focus was placed on staff training with employees attending a wide variety of courses, including: Customer Care Personal Performance Review training Conflict management Sharps training Working at height Disability awareness training A series of quarterly sessions were delivered by the group chief executive to involve all staff in the future direction of the business. Challenging the business The Group s efficiency target, which equates to generating approximately 600k per annum, was achieved during the year with key efficiencies gained through: A partnering contract agreed with Connaught Partnerships for the delivery of the AHA/BHA kitchen and bathroom replacement programmes (delivering savings of 750k over three years). A joint exercise for the volume procurement of kitchens, bathrooms and central heating components (first-year savings of 373k). The introduction of integrated energy procurement (first-year savings of 99k). Interest payable costs were 500k under budget due to a combination of lower variable interest rates during the year and the Group s hedging strategy. A fundamental staffing restructure at CCH which will yield significant savings in future years. Achieving efficiency and sustainability The group s subsidiaries continued to draw on the purchasing power and economies of scale offered by the group structure during the year. Key projects delivered in 2008/09 were the harmonisation of housing management systems and the installation of Voice Over IP telephony systems. In early 2009, the Group completed its assessment of its carbon footprint and will seek to reduce carbon emissions by one fifth by Together the Adactus Housing Group employs 545 members of staff. page three

6 7. October 2008 saw over 100 residents from across the Group attend the 3rd successful Group Residents Away Day held at the Ramada Hotel in Bolton. 8. Volunteers from the Princes Trust East Manchester complete the transformation of the wild flower garden at Victoria Court, Openshaw. Review of 2008/09: Achieving Expansion The Group s efforts to grow continued apace during 2008/09 with stock in management increasing from 11,322 to 11,721. Much of this growth was achieved through delivery of year one of the Group s three year Approved Development Programme. The Group s targets for developing rented housing were successfully met during the year. During the year, a total of 16 properties were developed by BHA for sale through shared ownership, six of which were to house people with learning disabilities. In response to the current economic climate, the Group delayed the development of much of its shared ownership programme and successfully converted a number of schemes to Rent to Homebuy. Key Results from the 2007 BHA Satisfaction Survey 64% of BHA tenants are satisfied with the opportunities to participate in management and decision making. 83% of BHA tenants are satisfied with the overall service. 77% of BHA tenants are very satisfied / satisfied with the way we dealt with their repairs & maintenance. 89% of BHA tenants feel satisfied with how we keep them informed about things that might affect them as a tenant. 74% of BHA tenants feel it is easy to get hold of the right person to deal with their enquiry. 62% of BHA tenants are happy with the way BHA deal with ASB problems. 9. Staff continue their charity work and fundraising activities with Clear Waters:The Gambia to help with a variety of projects in Bakau, Gambia. page four 93% of BHA tenants are satisfied with their home. 80% of BHA tenants are satisfied with their area 90% of BHA tenants find the BHA staff helpful.

7 10. Neston & Parkgate and Crooke Village transfer into AHA. 11. Over 55 s activities in Miles Platting got underway with residents setting up a walking club, more trips out, arts and crafts courses, Tai Chi and lots more. Review of 2008/09: Achieving Diversity Work in neighbourhoods The Group s members recognise the importance of diversifying activities into neighbourhood management. Projects during 2008/09 continued to focus in Miles Platting, Moss Side, Chorley and Bootle. Key activities included: Training courses for residents on DIY skills (Homefront) and Healthy Eating. An apprenticeship scheme to help equip local young people with skills for future careers in construction and housing. Community fun-days and Neighbourhood clean-up days including gardening events to improve neighbourhood green spaces and local parks. Local school sponsorships to promote Anti-bullying and Health & Safety. Active living events and the introduction of Walking groups. A student mentoring scheme Recognising diversity in services A new Equality & Diversity Policy and Equalities Scheme were published during the year. An Equality Impact Assessment process was introduced in 2008 and 11 service areas were reviewed to improve equality of access to services. During the year, the Group s point-of-service customer satisfaction surveys revealed no difference in satisfaction between different demographic groups. Satisfaction does differ when measured annually and this is an area of ongoing research. Governance The Group s board members added a great deal of value to the business in 2008/09. The most significant decisions taken during the year were: The approval of Group-wide business plan Objectives and Goals.. The restructure of Chorley Community Housing s services. The introduction of new Group Service Standards for customer services. The introduction of new group support services. The procurement of a stores partnership with Jewson. The conversion of shared ownership properties to rent to home buy. The harmonisation of housing management systems. A prudent budget to reflect the current economic climate. BHA averaged 85% board attendance during the year. A new approach to board appraisal was piloted at AHA during the year and will be rolled-out group-wide during 2009/10. page five

8 5. Green Grants awarded to tenants by tenants. The grants were awarded for anything green that would improve the environment, save energy or recycle. 13. Staff team up with local organisations and local residents to take part in the East Manchester Food & Drink Fringe Festival in October. Performance: Performance Indicators relating to general needs housing for year ended 31 March 2009 Rents Stock condition Rents charged and collected BHA Bench mark Energy efficiency and decency BHA Bench mark Average weekly net rent * Average SAP rating (A measure of energy efficiency) * Rent collected 98.5% 99.5% Properties failing decent homes Standard 8.99% 5.00% Repairs Repairs completed on target BHA Bench mark Emergency 95.5% 99.0% Urgent 98.5% 97.9% Tenant Satisfaction Survey results (latest survey, in 2008) BHA Bench mark Satisfied with opportunities for involvement 54.5% 67.0% Overall Satisfaction 83.4% 85.0% Routine 99.2% 97.9% Vacant dwellings and lettings Vacant dwellings BHA Bench mark BHA = Beech Housing Association Ltd Benchmarking data used: Housemark Upper Quartile 08/09 * TSA National Average 08/09 TSA National Upper Quartile 08/09 Dwellings vacant and 0.7% 0.5% available to let Dwellings vacant and 0.4 % 0.2% not available to let Lettings BHA Bench mark Re-let time including major repairs 19.5 days 27 days Lettings to black and minority ethnic tenants 7.8% - page six

9 Year ended 31 March 2009 Financial Summary: Consolidated Income and Expenditure Account Turnover 3,387,251 5,782,147 Operating costs and cost of sales (2,714,824) (4,729,892) Operating Surplus 672,427 1,052,255 Surplus on sale of fixed assets Gift Aid Paid 154, , Interest receivable and other income 15,897 80,767 Interest payable and similar charges (671,439) (1,092,443) Surplus on ordinary activities before taxation 178,231 40,579 Taxation on surplus from ordinary activities (15,592) (54,667) Deficit for the year after taxation 193,823 14,088 Transfer to designated reserves - - Deficit after reserve transfers (193,823) (14,088) Revenue reserves brought forward 3,725,692 3,739,780 Revenue reserves carried forward 3,531,869 3,725,692 page seven

10 Year ended 31 March 2009 Financial Summary: Consolidated Balance Sheet Fixed Assets Tangible assets housing properties 36,221,793 34,220,147 Less: depreciation and impairment 533, ,940 Net depreciated costs 35,687,799 33,893,207 Less: social housing and other grants 18,461,289 18,118,513 Other tangible assets Current Assets Stock 390, ,996 Debtors 545, ,624 Cash at bank and in hand 1,444,832 2,062,843 2,380,822 3,478,463 Creditors: Amounts falling due within one year 11,489,355 1,112,407 Net current assets 1,136,897 2,366,056 Total assets less current liabilities 18,428,677 18,433,147 Creditors: Amounts falling due after more than one year 11,489,355 11,248,856 Recycled Capital Grant Fund 562, ,355 Capital and reserves 17,226,510 65,270 15,774, ,397 17,291,780 16,067,091 Called up share capital Revenue reserves 3,436,820 3,630,643 Designated reserves 554,582 2,447,644 Negative Goodwill 2,384, ,583 page eight 18,428,677 18,433,147

11 Year ended 31 March 2009 Financial Summary: Emoluments Directors emoluments (Group) The remuneration paid to the Board, Chief Executive and Directors within the Group was: Emoluments (including pension contribution and benefits in kind) 568, ,854 Emoluments (excluding employers pension contributions) paid to: The highest paid : Chief Executive 130, ,072 None of the Board Members of the group parent and the subsidiaries received emoluments. page nine

12 Year ended 31 March 2009 Jargon Buster AHA ASBO Decent Homes HMR PfH PFI QED TSA Adactus Housing Association Ltd Anti Social Behaviour Order A Government standard to ensure social housing properties are wind and weather tight, warm and have modern facilities Housing Market Renewal Procurement for Housing Private Finance Initiative Quality, Expansion, Diversity - The Adactus Housing Group Vision Tenant Services Authority page ten

13 housing association ltd. Contact Details: Beech Housing Association Turner House 56 King Street Leigh Lancashire WN7 4LJ t: f: Registered Office: Beech Housing Association. Turner House, 56 King Street, Leigh, Lancs, WN7 4LJ Tenant Service Authority Register No. SL 3463 Registered under the Industrial and Provident Societies Act 1965 Registered No. 2423OR