ANNUAL REPORT October 2013
Annual Report 2013
Another Great Year at APH
2012/13APH recorded excellent year-end
performance across our service delivery
although the effects of the recession and
some decisions preparing for welfare reform,
has impacted on rent collection (now
98.10%) and the level of current arrears
(2.87%). The fantastic partnership of tenants,
staff and Board has collectively helped us to
face these challenges and to ensure we
continued to perform well compared to our
peers. Empty properties are turned round on
average in 19 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 99% of all responsive repairs
were completed within the agreed target
time and the new appointment system is
working really well, offering increased
choice to tenants.
The Pioneer Panel, independently recruited
volunteers who perform a tenant scrutiny
role of our services, have received and
participated in extensive development and
training for their role. They have presented,
to Board their first scrutiny review, with
management actions
on gas servicing and
already many of their
recommendations have
been implemented.
Their contribution to
improving our services
will be a key factor for
the future. The Panel
and Pioneer People
have both been
working to develop
their social media
presence and they
continue to record
successes and offer
opportunities for others
to join them.
The Ashton Pioneer social media strategy has
developed and with nearly 1,000 followers on
Twitter and 200 Facebook ‘LIKES’, we are
communicating more effectively with our
customers and stakeholders. Please log-on and
find out more as it’s a great way of finding out
what is going on and keeping you informed.
Remember that as a non-profit making
Company, if we can save our customer’s money
with more cost effective e-communication
then it will benefit all our tenants!
We organised several roadshows (e.g. at
Church in the Middle) back in the autumn of
2012 to explain and raise awareness of the
pending welfare reforms and the impact that
they may have on our tenants. These were
very well attended and allowed us to start
work with those affected before the various
reforms were actually implemented.
Finally, I would
like to record
sincere and
heart-felt thanks
and recognition
on behalf of all
our tenants,
Board and staff
as well as many
members of our
local community,
for the massive
c o n t r i b u t i o n
which our dearly departed friend and
colleague, Linda Fletcher, gave to Ashton
Pioneer Homes. Firstly, as a member of
RAWTARA, and then as member and more
latterly Deputy Chair of our Board. Linda, you
will be sorely missed.
Thank you for your support during my year as
Chair of Ashton Pioneer Homes. We will strive
to continue to deliver Linda’s legacy of working
together towards a better place to live.
My second year as Chair of the Board at Ashton Pioneer Homes has been far more challenging and has been focused on forward planning because of welfare reforms. This report covers the year ending March 2013 and will also touch on some of the steps we are taking to prepare for the future.
Colin McCord Chair of Ashton Pioneer Homes
WHAT’S INSIDE?PAGE 2 PAGE 3 PAGE 4 PAGE 5 PAGE 6-7 PAGE 8 PAGE 9-10 PAGE 11-12 PAGE 13
THE PIONEER
WAY UPDATE
VALUE FOR
MONEY
STANDARD
REVIEW
GOVERNANCE
& FINANCIAL
VIABILITY
STANDARD
REVIEW
TENANT
INVOLVEMENT &
EMPOWERMENT
STANDARD
REVIEW
TENANCY
STANDARD
REVIEW
NEIGHBOURHOOD
& COMMUNITY
STANDARD
REVIEW
HOME
STANDARD
REVIEW
KEY
PERFORMANCE
INDICATORS
CHIEF
EXECUTIVE’S REPORT
& SUMMARY -
THE LOCAL
OFFER 2014
2 Annual Report 2013
ANNUAL REPORT
The Pioneer Way Update
1. INFORMATION TECHNOLOGY: Throughout 2012/13 a great deal of work
reviewing and improving our website has
taken place. Due for launch before the end
of 2013, our new interactive website will
offer improved facilities. We are also
developing a system which will improve our
efficiency and allow tenants to be able to
view their rent accounts in a secure way. We
have given free internet access for any APH
tenant via a computer in reception and we
have also facilitated free computer and
internet access at the Ryecroft Tenant Base
in partnership with REACH Tenant Group.
2. CUSTOMERS: As you will no doubt
be aware, our staff have been busy collating
data to give us improved customer insight.
This is helping us to target our resources
more effectively and also to help tenants
impacted by the welfare reforms. Our new
computer system will enable us to use this
data more effectively to further improve our
services. We have developed The Pioneer
Panel working in partnership with tenants
and with the help of an independent advisor
we have trained a team of them to review
and scrutinise our services. In January 2013
The Pioneer Panel completed a review of our
gas servicing - their first project.
3. TENANCY MATTERS: In 2012/13
with the help of tenants we reviewed our
allocation system which now provides
greater priority to local people
and residents that provide a community
contribution. The development of the
SASSHA2 system will enable us to develop
greater transparency and efficiencies in
this area. In the light of the changes
introduced by Welfare Reforms, APH staff
have been reviewing all working practices
and are now better trained than ever in
relation to welfare benefits issues and in
ways to support our tenants who are
experiencing difficulties.
4. POLICY: Thanks to the help of local
people, during 2012/13 the various APH
Housing Management policies have been
streamlined into one comprehensive housing
management policy. Work has already
begun into developing a linked Customer
Service policy.
5. REPAIRS AND MAINTENANCE: 2012/13 saw the introduction of a more
flexible customer appointment system with
more detailed contractor appraisals being
introduced. In addition, our tenants report
that our contractors are communicating
much better with them.
6. PERFORMANCE: In 2012/13 APH
joined ‘Housemark’ and ‘Skills & Projects’.
These new partnerships enabled us to
compare and contrast our performance
(benchmark) with other Housing
Associations across both the north west 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 our Company 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.
We have identified six key improvement areas.
Complaints and feedback
0
2
4
6
8
10
12
14
16
18
Upheld Not Upheld
Upheld Not Upheld
Upheld Not Upheld
Upheld Not Upheld
Upheld Not Upheld
Upheld Not Upheld
Upheld Not Upheld
Repairs & Maintenance
Customer Services Governance Rent Housing Management
Neighbourhood Services
Estate Services
April 12 - March 13
Yearly Complaints April 12 - March 13 (Service Areas)
Between 1st April 2012 and 31st March 2013 we received a total of 32
complaints of which 26 were upheld or partially upheld meaning we
felt they were justified. We want to learn from our mistakes so we
have introduced a Complaints Closure Survey and our Tenant Panel
are carrying out a full review.
We will, of course, also continue to use customer feedback as part of
the Pioneer Way continuous improvement plan. Our Repairs and
Maintenance Service received the highest number of upheld
complaints and we have worked hard to make improvements in this
area, including:-
• Improvingcommunicationviaregularmonthlymeetingswith
our two main contractors Redmire and Hadfield & Britain and
introducing contractor appraisals.
• SupportingourEstateServiceTeambyemployingnew
Apprentices who are receiving close internal mentoring,
practical on-site training and college day release. In return
they’re achieving distinctions in results!
• Providingcontinuingsupportanddevelopmentofourexisting
Estate Service Team to enhance their existing skills.
• Introducingnewfeedbacksurveysinkeyserviceareassuchasour
Gas Servicing Contract, so we can evaluate and learn.
We also record all compliments so we know when we’re getting it right
3 Annual Report 2013
ANNUAL REPORT
Value for Money
WHAT WAS NEEDED?
YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…
Provide services that offer the best quality within the available budget.
To agree a Value for Money (VfM) Strategy and action plan in partnership with local residents as well as a timetable of VfM service reviews to deliver more efficient and effective services.
Resident membership of Performance Group enabled tenant input.Established a programme of reviews with delivery since 2013.
Compare our services and operating costs with other similar landlords to improve services.
To develop ways with residents to give better value for money.
Carried out an all services review with benchmarking of results to support continuous improvement.
Make sure we develop competitive processes for all our services.
To involve residents in tender evaluation processes taking into account local priorities.
The services review carried out, identified every element separately to tenants.
Evaluate our impact on the environment and look for more cost effective and environmentally friendly ways of delivering services.
To measure our impact on the environment and promote recycling and waste reduction. To examine alternative sources for a reduced environmental impact.
Continued encouragement of recycling.Maintained involvement with all green issues in neighbourhood.
Maintaining ‘Value for Money’ (VfM) and efficiency are the cornerstones on which Ashton Pioneer Homes culture is built and our aim is to fully integrate VfM into our Planning, Performance Management and Resident Involvement structures.
These include among others:• BenchmarkingwithotherAssociationsoncost and performance
• ResidentScrutiny
• Performancemonitoring
• In-depthServiceReviews
Performance GroupOur Performance Group consists of representatives of the Board of
Ashton Pioneer Homes, staff and tenants and is the body driving the
VfM agenda through the company. Its Terms of Reference include:
• EnsuringcompliancewithregulatoryValueforMoneyStandards
• Producingaprogrammeofcostreduction/serviceimprovement
actions
The APH efficiency drive is about:
• Costcutting
• Improvedqualityandquantity
• Enhancingservicestotenants
• Obtaininganappropriatebalancebetweencostsandquality
New Year will see a new Service Charge Policy and Procedure based on
the engagement, involvement and consultation of local residents.
The Environment and impact on societyAshton Pioneer Homes have already taken significant steps towards
managing our environmental impacts. However effective policies will
continue to be implemented to reduce the levels of consumption of
utilities and non-renewable resources. APH will actively promote
recycling internally and externally.
Significant improvements have already been made in a number of
areas relating to energy efficiency and conservation, e.g.:
• Sensoredcommunallightingintowerblocks
• Locatingrecyclingbring-sitesonourestates
• Locatingrecyclepaperbinsinofficeareas
• EstatePlayArea,timbernotsteel
4 Annual Report 2013
ANNUAL REPORT
Governance & Financial Viability
WHAT WAS NEEDED?
YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…
Provide effective Governance to deliver the aims and objectives of the organisation.
To publish the minutes of all Board Meetings.
Increased tenant involvement and membership of working groups.
Minutes of Board Meetings were published.
Ensure there is at least one tenant on the Board.
To ensure that one third of the Board places are filled with democratically elected Tenant Directors.
Compliance with desired outcome but to consider continuous improvement, our election system will be reviewed during 2013/2014.
Manage our resources effectively to ensure our viability is maintained.
To ensure all accounts are externally audited and published annually.
The introduction of new systems of internal control provided good assurance.
Financial ViabilityAPH must sustain its viability. We must
provide a firm foundation for our future. To
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.
In terms of regulatory requirements, APH
should and does ensure that:
• Effectivecontrolsandproceduresarein
place to ensure security of asset and the
proper use of public funds
• Effectivesystemsareinplacetomonitor
and accurately report delivery of our plans
Effective business and financial planning,
financial regulations, medium and long term
forecasting, cash-flow management systems
and effective budgetary control were all in
place during the last 12 months and were
closely monitored to address essential risk
management.
GovernanceAPH adopted and developed a representative
model based on a membership comprising
three constituencies 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)
The Board carried out annual reviews of
members’ effectiveness 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 2013 (all numbers in £000)
2013 2012
Turnover 3,810 3,689
Operating Costs (2,728) (3,034)
Operating surplus / (Deficit) 1,082 655
Surplus on sale of Property 3 0
Interest Received 7 3
Interest Paid (632) (639)
Surplus / (Deficit) for the Year 460 19
Transfers To / (From) Reserves 0 0
Total Surplus / (Deficit) for the Year 460 19
BALANCE SHEETAS AT MARCH 2013 (all numbers in £000)
2013 2012
Fixed Assets 10,390 10,888
Current Assets 2,787 1,757
Total Liabilities (706) (533)
Total Assets less current liabilities 12,471 12,112
Long Term Creditors 12,262 12,262
Capital and Reserves 209 (150)
5 Annual Report 2013
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 have collected data on our customers to provide us with greater customer insight. This will help us target resources and help those tenants 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.
We have published a number of complaints which have been upheld/partially upheld and broken this down into service areas. We want to learn from our mistakes and so we will keep detailed records of changes we make as a consequence of feedback and publish them for our customers on an annual basis.
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 have started to review Customer Service Policies and Procedures with both staff and customers. We will agree and set standards for how we will respond to all correspondence in accordance to customer need.
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 provided a computer in our reception area for our customers to access the internet for free, we have also worked in partnership with REACH to facilitate free computer and internet access in the Ryecroft Tenant Base. We have set up a database of emails for our customers who have highlighted this as their preferred contact method. Our new website will be launched later this year.
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.
APH has continued to raise awareness of involvement methods. Pioneer People continues to be the umbrella group to improve communication and involvement and provide feedback to APH .
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.
We have worked in partnership to train and develop the Pioneer Panel and they completed their first review of Gas Servicing. This will be further enhanced when we train members of Pioneer People to become Mystery Shoppers so they can support the Panel.
Develop more sophisticated communication methods for tenants.
We will develop and improve our website, Pioneer News and review communication methods amongst local resident groups.
We have continued to work with residents to produce Pioneer News. Our new website will be interactive for our customers. Pioneer People and Pioneer Panel have launched their own Facebook and Website pages.
6 Annual Report 2013
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 TSA in November 2009
• 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?
YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…
Agree with Tenants a minimum standard for repairing empty properties.
To work closely with the Residents Panel and Pioneer People to ensure our void standards are maintained.
Properties 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. Continue to recognise community contribution.
Transparent property allocations giving equal priority to transferring tenants and recognising community contributions. A survey of new tenants to ensure the whole process was seamless.
Develop and deliver schemes to address under occupation and overcrowding for tenants that may be interested.
To promote incentives for tenants to free up larger properties to support demand.To actively participate in HomeSwapper.
Increased housing options for tenants and applicants making the best use of our homes.Helped tenants register and proactively use HomeSwapper.
Set rents and service charges using Government formula and guidelines.
We will tell you how your rent is calculated and consult with you prior to agreeing the service charge.
More transparent information and communication relating to our rents and service charges.
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 we have ensured that tenants received advice on money and debt matters helping them keep their homes.
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.
Offered a firm but fair approach whilst continuing to chase outstanding debts, including those accrued by former tenants.
7 Annual Report 2013
ANNUAL REPORT
Source of Referral
NUMBER PERCENTAGE
Direct Application 82 77.35
HA Lettings only - Nominated by LA
15 14.15
HA Lettings only - Referred by LA 1 0.94
Internal Transfer 8 7.54
Head of Household - Economic Status
NUMBER PERCENTAGE
Full Time Work 40 37.74
Full-time Student 4 3.77
Job Seeker 17 16.04
Long Term Sick/Disabled 23 21.7
Not Seeking Work 10 9.43
Part-time Work 10 9.43
Retired 2 1.89
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: Indian 2 1.88
Asian or Asian British: Pakistani 4 3.77
Black or Black British: African 2 1.88
Black or Black British: Caribbean 1 0.94
Black or Black British: Other 2 1.88
Chinese or Other: Other 2 1.88
Mixed: White and Black Caribbean 1 0.94
White: British 76 71.69
White: Irish 1 0.94
White: Other 15 14.15
ASIAN OR ASIAN BRITISH: INDIAN
ASIAN OR ASIAN BRITISH: PAKISTANI
BLACK OR BLACK BRITISH: AFRICAN
BLACK OR BLACK BRITISH: CARIBBEAN
BLACK OR BLACK BRITISH: OTHER
CHINESE OR OTHER: OTHER
MIXED: WHITE & BLACK CARIBBEAN
WHITE: BRITISH
WHITE: IRISH
WHITE: OTHER
NUMBER PERCENTAGE
8 Annual Report 2013
ANNUAL REPORT
Neighbourhood & Community Standards• KeepneighbourhoodsandcommunalareasonAPHestatescleanandsafe.• Workwithpartnerstopromotesocial,economicandenvironmentalwellbeing.• Preventandtackleantisocialbehaviour,alongsideotherpublicagencies,inareaswhereweownproperty.
WHAT WAS NEEDED?
YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…
Keep all communal walkways clean and all spaces mowed and weed free with trees pruned.
To continue to provide an enhanced litter picking service beyond Council Services using our Estate Services Team and employing a local grounds maintenance contractor.
Residents involvement in agreeing standards and monitoring.
Daily litter picking.
Continued partnership working with Greenscape who provide a grounds maintenance service.
Keep all internal communal areas clean, safe and secure.
To provide a 24 hour neighbourhood service to clean communal areas, respond to nuisance complaints, provide a concierge service and monitor CCTV.
Continued provision of this unique service for our tenants.
Agreed standards set with the Residents Panel and Pioneer People and monitoring of these standards.
Neighbourhood Services Team reviewed 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.
Anti Social Behaviour procedures reviewed and work in line with the Respect Action Plan continued.
Carried out surveys following the closure of cases to ensure the best service possible was provided.
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.
A continuation of our 24/7 service with advice and support given and an action plan agreed with complainants.
APH provides a 24 hour estate management and reporting service for anti social behaviour and has trained staff who can use a range of methods to prevent and deter all forms of antisocial behaviour.
APH worked with partners such as Tameside Council and Greater Manchester Police to maintain and improve our local neighbourhood. Our staff attended meetings and carried out estate inspections in these areas to identify issues which were of concern to them. APH provided a 24 Hour Neighbourhood Service which included CCTV monitoring, estate patrolling and general caretaking services. We worked with partners to help find housing and support solutions for our tenants and our trained staff provided support services through their annual visiting programmes.
9 Annual Report 2013
ANNUAL REPORT
Home Standard ReviewWe measure our
maintenance serviceby the HCA Homes
Standard.
The HCA require APH to:• Offerchoicetoourcustomerswherewecan• Aimtocompleteallrepairs“RightFirstTime”• Ensurethatwemeethealthandsafetyrequirements for our customers’ homes
WHAT WAS NEEDED?
YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…
Maintain the Government’s Decent Homes Standard.
To continue to meet the Decent Homes Standard.
We continue to meet the Decent Homes Standard and our Asset management systems will ensure that this continues.
Provide you with a cost effective repairs service, that offers you choice and emergency repairs service out of normal working hours.
Residents have been involved in shaping the service and agreeing “right first time” definition.
“Right first time” definition was agreed with Repairs Panel. We now monitor the percentage of repairs that were completed and look to enhance the service based on findings.
Offer tenants choice about how and when a repair will be completed, as well as a variety of options for reporting a repair.
Tenants can now arrange a repair appointment time, followed by a text message, e-mail, letter or courtesy call. Contractors should call or text you if they are going to be late. You may also be contacted to see if you were satisfied.
Our aim is to have all repairs linked with appointments to suit you. We also contact 10% (as a minimum) by phone or text to ensure your satisfaction and to learn from any problems that may have arisen.
Ensure value for money by achieving competitive prices and ensuring we can demonstrate a balanced approach between planned and responsive repairs to control overall costs.
Tenants continue to have a say in helping to shape value for money and asset management strategies via various working groups.
We have Steering Groups which look at both asset management and value for money strategies. We will look to develop this further with resident involvement.
Comply with all health and safety legislation and guidelines for your home and Community.
Safer homes and communities with residents monitoring standards through the APH Health and Safety Working Group. Specialist advisors will also support APH with risk assessments etc.
We have appointed a new Health and Safety consultant and set up a new Steering Group.
The financial year 2012/2013 presented all
the usual challenges to the Maintenance
Department over the year.
During the period, a total of 4,564 repair
orders (reactive and void) were issued to Estate
Services, Neighbourhood Services and external
contractors. The proportion of work being
dealt with in-house (Estate Services and
Neighbourhood Services) rose from 19% in
2011/2012 to 23% this year. The move to bring
more repairs in-house will continue in future.
The number of void repairs issued during the
year was 769, a 15% increase on the previous
year and possibly partly due to changes in the
Welfare Reform system.
During 2012/2013 we continued to focus on
planned maintenance works. These included;
• Replacementofdefectivecentralheating
boilers (£42,377)
• Plannedexternal/internalredecoration
(£60,000)
• ConcreterepairstoRichmondParkTower
Blocks (£20,000)
Our planned maintenance programme is an
essential component of our Estates Strategy to
ensure that all our properties meet the Decent
Homes Standard required by the Homes and
Communities Agency. It is recognised that
‘planned’ works provide a better opportunity
to ensure value for money and the projected
spend for 2013/2014, approximately £500,000,
is a significant increase on last year.
The projects include;
• UpgradingofbinstoresatTowerBlocks
(£26,600)
• Plannedexternal/internalredecoration
(£31,887)
• FireSafetyImprovements(£47,523)
• Ventilationimprovementsmaisonettes/
low rise flats (£84,109)
• Replacementofdefectivecentralheating
boilers (£100,000)
• VehicleGateModifications(£49,000)
10 Annual Report 2013
ANNUAL REPORT
REDMIRE
HADFIELD & BRITAIN
ESTATE SERVICES
NEIGHBOURHOOD SERVICES
TECHNOLOGY SOLUTIONS
METRO DIGITAL
OTHER
Total Repairs - Reactive & Void 2012/2013
Redmire 2032
Hadfield & Britain 876
Estate Services 585
Neighbourhood Services 457
Technology Solutions 201
Metro Digital 65
Other 348
TOTAL JOBS 4564
REACTIVE MAINTENANCE
VOID REPAIRS
PLANNED MAINTENANCE
Repair & Maintenance Costs 2012/2013
Reactive Maintenance £275,698
Void Repairs £172,385
Planned maintenance £314,198
TOTAL JOBS £762,281
GETTING BETTER EVERY DAYAt APH we aim to continuously improve by learning
lessons from how we operate on a daily basis and by
comparing that with how other housing associations
and businesses work. This is known as ‘benchmarking’.
By using benchmarking, we can learn how well APH is
performing in a number of specific areas and we
produce Key Performance Indicators (KPI’s) to
demonstrate to tenants, the Board and staff how
successful we are. By studying comparative information
from other businesses we can work out what makes
them successful and develop our own plans on how to
incorporate their best practices into how we operate.
Here are a number of KPI’s collated during the year
2012/2013 that demonstrate how APH is performing.
How We Have Performed In Key Service Areas
11 Annual Report 2013
ANNUAL REPORT
ACTUAL TARGETNATIONAL AVERAGE
SMALL HA AVERAGE
Q1 2011 15.69 21.00 27.40 29.00
Q2 2011 12.09 21.00 27.00 35.50
Q3 2011 11.48 21.00 25.40 30.00
Q4 2011 12.60 21.00 24.30 14.55
Q1 2012 7.00 21.00 31.53 21.26
Q2 2012 12.52 21.00 24.82 22.67
Q3 2012 13.30 21.00 25.39 20.14
Q4 2012 19.54 21.00 25.54 22.68
ACTUAL TARGETNATIONAL AVERAGE
Q1 2011 79.00 70.00 66.20
Q2 2011 86.00 70.00 65.95
Q3 2011 77.00 70.00 67.29
Q4 2011 50.00 70.00 68.77
Q1 2012 60.00 70.00 66.01
Q2 2012 74.19 70.00 62.79
Q3 2012 70.00 70.00 65.83
Q4 2012 75.00 70.00 63.75
ACTUAL TARGETNATIONAL AVERAGE
Q1 2011 0.00 15.00 16.84
Q2 2011 0.00 15.00 16.50
Q3 2011 0.00 15.00 17.33
Q4 2011 0.00 15.00 17.00
Q1 2012 0.00 15.00 17.00
Q2 2012 5.60 15.00 20.00
Q3 2012 4.00 15.00 18.00
Q4 2012 4.00 15.00 17.13
AVERAGE RE-LET TIME (CALENDAR DAYS)
% OF PROPERTIES ACCEPTED ON FIRST OFFER
AVERAGE TIME TAKEN TO ANSWER TELEPHONE CALLS (SECONDS)
12 Annual Report 2013
ANNUAL REPORT
ACTUAL TARGETNATIONAL AVERAGE
SMALL HA AVERAGE
Q1 2011 79.94 80.00 90.00 91.85
Q2 2011 65.61 80.00 90.10 95.30
Q3 2011 78.00 80.00 90.97 96.73
Q4 2011 79.00 80.00 92.10 93.13
Q1 2012 87.00 80.00 97.22 89.30
Q2 2012 91.68 80.00 94.75 93.48
Q3 2012 90.00 80.00 91.33 95.03
Q4 2012 95.00 80.00 92.59 96.21
ACTUAL TARGETNATIONAL AVERAGE
SMALL HA AVERAGE
Q1 2011 100.00 98.00 99.46 100.00
Q2 2011 100.00 98.00 99.27 100.00
Q3 2011 100.00 98.00 99.07 100.00
Q4 2011 99.00 98.00 99.31 99.72
Q1 2012 99.50 98.00 99.37 99.93
Q2 2012 99.10 98.00 99.38 99.89
Q3 2012 99.00 98.00 99.25 99.92
Q4 2012 100.00 98.00 99.15 99.88
% OF EMERGENCY REPAIRS COMPLETED WITHIN TARGET
% OF REPAIRS COMPLETED RIGHT FIRST TIME
ACTUAL TARGETNATIONAL AVERAGE
SMALL HA AVERAGE
Q1 2011 100.00 99.99 99.83 100.00
Q2 2011 100.00 99.99 99.90 100.00
Q3 2011 100.00 99.99 99.91 100.00
Q4 2011 100.00 99.99 99.99 100.00
Q1 2012 100.00 99.99 99.81 99.91
Q2 2012 100.00 99.99 99.94 100.00
Q3 2012 100.00 99.99 99.97 99.97
Q4 2012 100.00 99.99 99.95 99.91
% OF DWELLINGS WITH A VALID GAS SAFETY CERTIFICATE
13 Annual Report 2013
ANNUAL REPORT
Our Local Offer for 2014/15
CHIEF EXECUTIVE’S
REPORTAshton Pioneer Homes is committed to providing all our customers with a local service offer for each financial year. The consultation for our Local Offer in 2014/15 will begin in November 2013 and will
be published in April 2014.
We will continue to report in this format on our performance for the previous financial year each October via an Annual Report. Our aim at APH is to offer all APH tenants a wide range of opportunities to be involved in the management of your housing and to influence priorities, housing-related policies and the delivery of services. From November 2013 we will be consulting with tenants and providing them with opportunities to agree local offers for service delivery. We will be working closely with Pioneer People and the Pioneer Panel to agree how we should be consulting with you in terms of our Local Offer for 2014 and beyond.
What does the future hold for APH?The impact of the Government’s Welfare Reforms is a major concern for tenants and all social landlords. Our initial work has been on raising awareness, providing advice and helping lessen the adverse effects of the changes for tenants. We realised that it was important that our tenants understood when and how they would be affected by the benefit changes. We will continue targeting those tenants that our staff believe are being adversely affected by the changes so we can assist with help and advice.
We have been collecting information about all of our tenants in order to be able to improve services for you, so please complete all requests for information including customer insight forms so staff can target resources and do their best to help you.
Commencing 1st April 2013, Welfare Reforms brought the bedroom tax / spare room subsidy followed by the national pilot for Universal Credit (UC) trialled here in Ashton-u-Lyne, followed by the benefit cap. Applications for UC had to be completed on-line so we provided free internet access in Reception and with REACH, have provided internet access at the Tenants Base. Look out for free training on how to access and use the internet and these facilities.
Our more user-friendly website continues to develop and when completed, you’ll be able to pay rent on-line, view your own rent account details securely and access a range of other services.
I did indicate last year that APH would be developing greater customer transparency. Reports such as this and the performance updates in our newsletters provide tenants with greater access to information including regular performance and benchmarking reports. These will be developed further via the new website. How we appoint Tenant Directors has been reviewed and the changes will be launched in September 2013 to encourage more tenants to get involved in Governance matters.
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
Online InformationDevelopment work has been
taking place to redesign and
rewrite the Ashton Pioneer
Homes website to reflect
changes in the way we
communicate with tenants and
shareholders. The new site,
due to be launched before the
end of 2013, will allow tenants
to pay their rents online as well
as view their account details
securely. The website will also contain a range of useful information
about the wide range of services that APH provides for its tenants
This will include local area information and a continually updated
‘news-hub’ bringing together social media messages and local news
updates. It will also list useful information such as contact details
for local support groups and agencies, and details of help available
to support tenants affected by the Welfare Reforms that took
place in April 2013.