Making a differenceMORE THAN A HOME

Annual Report 2019

Fraser Avenue

01 Chair’s Introduction 4

02 Key Indicators & Timeline 5

03 Housing & Asset Management 6

04 Development 8

05 Kingdom Initiatives 12

06 Kingdom Support & Care 13

07 Chief Executive Department 14

08 Corporate Support Services 16

09 Management Team 18

10 Chief Executive Review 19

Contents Page

Our annualreport this yearidentifies some ofour keyachievementsover the last yearand highlightsareas where wehave deliveredenhancedservices andcommunitybenefits. Thedifference wemake can beillustratedthrough thecontribution wemake to each ofour strategicobjectives.

Maintain and enhance homes for our current and future customers;during the year we have provided excellent reactive and responsiverepairs services to our tenants. The satisfaction level with our repairsservice is 91.97% and we have completed all our planned replacementand improvement programmes. Providing energy efficient homes makesa difference to the housing costs for our tenants and helps addressissues associated with fuel poverty, that impact on many people in ourcommunities.

Maintain and enhance independent living; providing someone withtheir own home meets the key requirement associated with independentliving, however we try to go beyond this and over the last year we haveenhanced the services we provide, which help people live independently.

Provide as many new quality affordable homes as possible; last yearwe started on site with over 500 new homes and invested over £54.6mas part of our capital investment programme. This makes a differenceand provides a positive impact, in respect of meeting housing needs andinvestment in the local economy.

Support customers to sustain their tenancies; during the year wehave further enhanced the support services we provide to our tenantsand customers. This has been delivered through services such as tenancysustainment support, energy efficiency services and money advice. Theseservices make a significant difference to the individuals concerned andmake a difference in relation to the living income for our tenants.

Provide added value through Community Initiatives; we incorporatecommunity benefits into our capital contracts, an example is the trainingand employment initiatives we provide through our Kingdom Worksproject. We have supported over 21 community projects through ourcommunity initiatives fund during 2018/19.

Ensure the Group remains financially secure and delivers excellentcustomer focused services; In 2018 we raised £85m through a PrivatePlacement, on favourable terms. This has made a difference in relation tothe certainty this brings in respect of the planning and delivery of our futuredevelopment programme. Affordability is a key consideration and throughconsultation with tenants we agreed a 2 year rental increase strategy.

Enhance our customers digital experience; Technology advances quicklyand it’s important to have systems which provide us with opportunities tobe as efficient as possible and enhance the services we provide.

Be an employer of choice; we have been progressing a culture changeprogramme throughout the year and this has made a real difference inrespect of the satisfaction levels and attitudes of staff. We have paid theScottish Living Wage Rate, as our minimum hourly rate of pay, for anumber of years now and continually review our terms and conditions toensure we contribute towards our strategic objective.

2019 is Kingdoms 40th anniversary and we are looking forward toanother exciting year. I would like to take the opportunity to thank myfellow Board members, the management and staff, for their support anddedication over the last 12 months which has allowed us to deliver onour objectives and make a difference to our local communities.

fReyA Lees, Chair of kingdom Housing Association4

CHAIR’S INTRODUCTION

01 CHAIR’s IntRoduCtIon;mAkIng A dIffeRenCe

It has been another busy and productive year forKingdom. Our mission is to provide more than a homeand in addition to meeting our core objectives, we havedelivered added value, making a difference for our tenants,customers and the communities where we operate.

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02 keyIndICAtoRs 02 tImeLIne

2018/19Our trainees were commended at the ScottishApprentice Challenge event

Kingdoms Social and Economic Impact Reportpublished

Kingdom secures new £85m Private Placementloan

Laurie Naumann (Kingdoms Vice Chair) honouredin Fife awards ceremony

Fife Construction Academy launched

Five New Board members elected at Kingdom AGM

Kingdom Works celebrated its 10th anniversary

Kingdom supports local people to find work onPerthshire build projects

Kingdom Support & Care gains Silver Investors inPeople Accreditation

Kingdom receives Dementia Friendly award

Naumann Initiative launched

Kingdom Housing Association celebrates its 40thanniversary

Apr 2018

May 2018

Jun 2018

Jul 2018

Aug 2018

Sep 2018

Oct 2018

Nov 2018

Dec 2018

Jan 2019

Feb 2019

Mar 2019

5

We own and manage 3,872social rented homes

KEY PERFORMANCE & TIMElINE

We manage 530 Mid MarketRented homes

We started on site with 433new homes during 2018/19

We invested over £51m innew homes during 2018/19

Small Repairs carried out809 completed jobs

We raised £85m throughour Private Placement

Our Care & Repair service completed 265 major permanent disabilityadaptations spending £1,285,997 in local authority grant monies

We currently support 243individuals through KSC

Kingdom Works helped 362people into employment

03Gross rent arrears(Target less than 2.70%)

3.0%HousIng &Asset mAnAgementmaking a difference through providing housingand maintenance services to meet customersexpectations

6

Voids(Target less than 0.75%)

0.49%stoCk numBeRs As At 31 mARCH 2019

Social Rent

3872Shared Ownership

255MMR

473

Our Housing& AssetManagementservices werecombined into onedepartment inApril 2017 and thishas allowed us toprovider improvedcoordinatedservices tocustomers.The departmentcovers all aspect ofhousing and assetmanagementincluding tenancymanagement,alternativetenures, tenantparticipation andin-house repairsand maintenanceservices.

Achieving the Energy EfficiencyStandard for Social Housing(EESSH) has been a priority for usthroughout the year and as at theend of the year, 99.69% of ourstock were EESSH compliant.This makes a difference to ourtenants and further improves thequality of their homes and reducestheir energy costs.

BRyAn LIVIngston,technical services manager

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”Left to right: Andy Walls, Bryan Livingston, Alan Simpson, Matthew Busher

7

HOUSING & ASSET MANAGEMENT

ResPonse tImes - % ACHIeVed

Urgent

Routine

Emergency Repairs(night)

Emergency Repairs(day)

Repairs Right(1st time no repeat)

Gas Safety Certificate(on time)

98.6%

91.5%

99%

96.6%

91.5%

100%Targets were: Urgent = 92%, Routine = 88%, Emergency Night = 95%, Emergency Day = 95%,Repairs Right (1st time no repeat) = 89%, Gas Safety Certificate (on time) = 100%

During 2018/19 we have continued to improve the quality of ourhomes through planned improvements and enhancements andfurther developed the range of housing and asset managementservices we provide. We have expanded our appointments systemto offer more flexibility to tenants, developed our range ofcustomer advice and assistance services and further expanded ourin-house repairs services to achieve efficiencies and deliverimprovements in customer services. These measures have made adifference in respect of customer feedback and satisfaction.

ALAn sImPson, director of Housing & Asset management

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During the year we have continued to expand the services weprovide to our tenants and customers. Affordability and helping ourtenants sustain their tenancies have been key priorities for us, giventhe impact this has on our customers. Involving our tenants in thework we do is another priority for us and through enhancedengagement we have gained a better understanding of what isimportant to our tenants and the customers who use our services.

mAttHeW BusHeR, Head of Housing

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Through our in-house maintenance arrangements we can applyflexibility to recognise our tenants needs and this makes a difference interms of the planned, reactive, and responsive repairs services weprovide to tenants.

Andy WALLs, Property maintenance manager

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04 deVeLoPmentmaking a difference through meetinghousing and community needs

Our Developmentdepartment isresponsible forthe managementand delivery ofour CapitalInvestmentprogramme andour Care & Repairand KingdomWorks Services.

We're on track to deliver our planned targetof around 2000 new homes over the next 5 years,this makes a difference in addressing the growingneed for affordable housing.

JuLIe WAtson, Capital Investment manager

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Left to right: Ida Taylor, Scott Kirkpatrick, Julie Watson, Lynne Dunn

New home starts433

8

New homes completed274

Satisfied with new home96%

Capital investment£51m

£

CAPItAL InVestment

The provision of new high quality affordable housingand the delivery of added value services makes adifference through providing people with a home and theprovision of community benefits to the people who live inthe areas where we operate. 2018/19 has been thebusiest year to date for Kingdom, in respect of ourinvestment in new homes and this has enabled us tomake a significant contribution to our objectives.

sCott kIRkPAtRICk, director of development

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9

DEVElOPMENT

We carry out major permanent adaptations in the homes of disabled peopleliving in their own homes as well as a Small Repairs Service which is available toolder owner occupiers. Our satisfaction surveys show that the service we providemakes a real difference by helping people to remain living independently, forlonger in their existing properties.

IdA tAyLoR, Care & Repair manager

“”

During the year we have held 2 constructionacademies, which have allowed new entrantssecure jobs in the construction sector anddelivered a range of community benefits.Through the range of programmes we manage,we have helped over 600 people gain trainingand employment. The work we have deliveredmakes a difference by helping people gaincertificates and secure real jobs.

Lynne dunn, kingdom Works manager

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”Cases completed265

Customer satisfaction97%

CARe & RePAIR

Cases completed809

Customer satisfaction99%

smALL RePAIRs kIngdom WoRks

People in training

370People in

employment

362People assisted

605

People assistedthrough Construction

Academy

95%People in

employment after6 months

201

Trades apprentice at a skills academy

10

Providing someone with a high quality affordable home can make a difference in somany ways. The McGilvary family were recently allocated a new home as part of theFraser Avenue regeneration project. When they were asked if they were happy with theirnew home this is what they told us:

Fraser Avenue

11

DEVElOPMENT

We can only thank you all. You saved my family from on-going illhealth or the unthinkable.

We were in a top flat that was riddled with mould and mould beasts. My son was weeks oldwhen he started displaying very concerning breathing problems and was rushed in and outof hospital from weeks old. Right until the day we left that property we were in and out ofthe Doctor’s surgery with chest issues and headaches. On one occasion my son was takento hospital and had to be given oxygen. The doctors at the hospital, my GP and healthvisitor all confirmed this was due to our living conditions.

My youngest daughter was on blue and brown inhalers because of respiratory infectionsand she also had digestive issues. My husband was taking seizure upon seizure which wasconfirmed, most likely, as a result of the mould exposure.

I suffer mental illness issues but this was way beyond anything I had ever felt. My homewas destroying my family so I fought with the Council to listen. I took all my letters fromGPs and doctors and even my own doctor regarding my ill state. The Council then movedus from the property to homeless accommodation which resulted in having to separate myfamily due to schooling. As a mother it destroyed me not having all my kids with me. Eventhough it was only two weeks, it felt like a life time.

Then we spoke with a lady who advised us about Fraser Avenue in Inverkeithing andeverything changed.

When I got my keys I was like a girl who had been given the world. I felt the weight andburden had lifted. Since moving, my son hasn't had a single illness, my daughter doesn'tneed any inhalers and my husband isn't taking extreme daily seizures. Health wise, my kidsare kids. They're not limited with illness or GP visits or hospital admissions. My middledaughter is a child now. That might sound daft, but in our old house she was coughing,had headaches and wouldn't go out. Now she’s never in!

They love their home and often they're off playing in their rooms.

It’s about being a perfect wee happy healthy family and to you all I am truly grateful thatI’m in the property. Plus it’s my dream home with my own garden, nice community, shopsand a park planned in the next phase. It’s so exciting to see the development and know it’sfocused on family living.

Thank you.

mICHeLLe mCgILVARy, kingdom tenant

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05 kIngdom InItIAtIVesmaking a difference through enhancingtenure choice

KingdomInitiatives is awholly ownedsubsidiary ofKingdom HousingAssociationproviding MidMarket Rentedaccommodationand serviceswhich contributeto the KingdomGroup objectives.

Total propertiesavailable to rent

530Tenant satisfaction

with new home

96%Tenant satisfactionwith repairs service

90.7%Turnover for the

year 2018/19

£2.88m

£

Kingdom Initiatives contributes to the KingdomGroup objectives and delivers projects that KingdomHousing Association can’t provide due to its charitablestatus. Through Kingdom Initiatives providing MidMarket Rented homes and housing for sale to priorityapplicants, we are able to offer increased tenure choiceand make a difference for people who need a home.2018/19 has been a busy year for Kingdom Initiativesand we have exciting plans for the future, which willallow us to continue making a difference.

dAVId LIttLe, Chair of kingdom Initiatives

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”12

KINGDOM INITIATIVES

13

06 kIngdom suPPoRt & CARemaking a difference through supportingindependent living

KingdomSupport & Careis a subsidiary ofKingdom HousingAssociation,providing careand supportservices to over243 supportedindividuals.

Turnoverfor the year

£6.3mIndividuals currently

supported

243Numberof staff

248Hours of supportservices provided

295,406

£

It’s been challenging, in respect of funding,however it’s rewarding to see the difference ourcare and support makes in terms of the qualityof life for the individuals we support.

noRAH smItH,director of kingdom support & Care

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We continue to provide high qualityservices to meet a variety of needs asdemonstrated by the positive reportsreceived from the Care Inspectorate.

BRIAn RoBeRtson,Chair of kingdom support & Care

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CARe InsPeCtoRAtequALIty gRAdes:6 - ExCEllENT I 5 - VEry GOOD4 - GOOD I 3 - ADEquATE 2 - wEAK I 1 - uNSATISFACTOry

James BankServices

3x5’sFalkirk andWest Fife

1x5 1x6East and

Central Fife

3x6’s

KINGDOM SUPPORT & CARE

07 CHIef exeCutIVe dePARtmentmaking a difference through good governance andculture change

The ChiefExecutivesDepartment isresponsible forHR, Governance,Business andOrganisationalSupport, BusinessDevelopment andCommunityInitiatives.

Left to right: Bill Banks, Calum Kippen, Andrew Latto

stAff

Over the last year we have been continuing todevelop and implement our culture change programmethroughout the Kingdom. The emphasis for theprogramme has been the focus on our CARES Values(Customer, Accountable, Respect, Efficient, Supportive).This has been very successful and has made a differencein behaviours and attitudes, resulting in increasedemployee satisfaction levels, which ultimately improvehow we all approach customer services.

AndReW LAtto, Head of HR

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”14

Staff turnover12.94%

Full time staff140

Part time staff32

Staff satisfaction level86.5%

15

CHIEF ExECUTIVE DEPARTMENT

goVeRnAnCe

CommunIty InItIAtIVes

During the year we have further developed our policies and governance arrangements, including the implementationof assurance maps and compliance processes. This approach has made a difference to how our Boards gain assuranceand helps to deliver our strategic objectives. We have continued to support projects through Community Initiatives andthis makes a difference to people’s lives in our local communities. CALum kIPPen, governance manager

“”

It is essential to havegood organisational andbusiness supportservices in place toensure the Boards areprovided with assuranceand staff teams areadequately supported.Through having theorganisational support inplace we can make adifference in respect ofsupporting goodgovernance andmanagement, whichdelivers good services toour customers.

BILL BAnks,group Chief executive

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”Donated to communityprojects throughCommunity InterestFund.

£6,989Raised by KingdomStaff for this yearschosen charityAlzheimer Scotland *

£1,224Donated from ourCommon CharitableFund.

£550Schools, CommunityClubs andSports Clubs.

ProjectsSupported

£ £ £

* Supporting charities, e.g. BusinessFives, MacMillan Coffee Morning andfriendly Badminton Challenge Match.

KHA board members13

KSC board members8

KI board members8

Policies reviewed10

08 CoRPoRAte suPPoRt seRVICesmaking a difference through ensuring effective and efficientservices are used to benefit our customers

The CorporateSupport Servicesdepartment isresponsible forFinance, CentralSupport Servicesand Digitalservices across theKingdom Group.

Mobile devices in use500+

dIgItAL

During the year we have continued to introducenew digital solutions to support our internal customersand enhance the services to our tenants and othercustomers. Ensuring we have effective digital systemsmakes a difference in terms of continuousimprovement, effectiveness and efficiencies.

gARy HALdAne, Head of digital

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16

2,500+ registered usersMy Kingdom is our online service for tenants which providesaccess for them to check their rent account balance, pay theirrent, print off rent statements, book a repair, log a complaint,record a compliment or message Kingdom staff.

Nick Pollard & Gary Haldane

17

summARy InCome AndexPendItuRe to31 mARCH 2019

InCome £(000)

Rents & Services 16,729

Other 6,112

totAL InCome 22,841

exPendItuRe

Management costs 5,123

Repairs 3,449

Services 689

Other 6,005

totAL exPendItuRe 15,266

Operating surplus 7,575

Net Interest payable (2,821)

suRPLus foR yeAR 4,754

Pension liability adj (2,337)

totAL 2,417

Management expenses 31p

Repairs 27p

Amount availableto meet future costs 21p

Interest on loans 17p

Services 4p

totAL £1

31p

4p

27p

21p

17p

31p

4p

27p

21p

17p

HoW eACH £ of Rent Is sPent:

Turnover forthe year

£22.84m£

CORPORATE SUPPORT SERVICES

fInAnCIAL & CentRAL suPPoRt seRVICes

Mobile devices in use

During the year we strengthened our ability to deliver on our ambitiousdevelopment plans by borrowing £85m using a private placement onfavourable terms. This makes a difference in relation to our ability to providemore affordable homes, whilst ensuring our rents remain affordable.

nICk PoLLARd, director of Corporate support services

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09 mAnAgementteAm

From left to right:

Gary Haldane,Head of Digital

Alan Simpson,Director of Housing &Asset Management

Scott Kirkpatrick,Director of Development

Bill Banks,Group Chief Executive

Andrew latto,Head of HR

Norah Smith,Director of KingdomSupport & Care

Nick Pollard,Director of CorporateSupport Services

Matthew Busher,Head of Housing

Having appropriate organisational and businesssupport services in place has allowed us to supportthe board members, staff while delivering communityinitiatives and achieve our strategic objectives.

BILL BAnks, group Chief executive

“”

18

MANAGEMENT TEAM

As PARt of tHIs yeARs RePoRt We HAVe HIgHLIgHted ouRPeRfoRmAnCe And ACHIeVements ACRoss ALL ouR AReAs ofWoRk. We HAVe AmBItIous PLAns And tHe outPuts foR tHeyeAR demonstRAte We ARe deLIVeRIng on tHe PLAns AndContRIButIng to ouR oBJeCtIVes.

It has been an exciting and extremely busy year at Kingdom, we haveprovided more new homes than any other year and we have incorporatedcommunity benefits into all our Capital Investment contracts.

Our core business relates to the provision and management ofaffordable housing and throughout the year we have continued todevelop the services to tenants and expanded the work of our in-housestaff teams. During the year we have continued to deliver high levels ofperformance, which is reflective of the efforts applied by all the staffacross the organisation.

We have continued to develop our support services to meet ourbusiness needs, including the implementation of new systems,processes and digital solutions to make us more efficient.

In 2018/19 we secured an £85m private placement which strengthensour financial position and will allow us to provide the developmentproposals identified in our corporate plan.

Our subsidiaries, Kingdom Support and Care and Kingdom Initiativeshave contributed to our objectives and during the year bothorganisations have been developing and growing their business.

We have progressed added value projects and initiatives which delivercommunity benefits in the areas where we operate.

Our achievements would not be possible without the collaborativearrangements we have in place with many partners and I’d like to thankall the voluntary, public and private sector organisations we have workedwith throughout the year.

We recognise that we work in an environment that continually changesand evolves and to deal with this our staff teams have been working veryhard during the year to develop the culture within Kingdom that issupportive and fit for the future.

I’d like to take the opportunity to thank Catherine Marnoch who workedwith Kingdom for over 32 years and retired at the end of March, Catherinemade a significant contribution to Kingdom over her many years ofdedicated service; she will be greatly missed by all her colleagues.

All the Governing Boards, across the Kingdom Group are very supportiveand this has allowed us to deliver on our objectives. We have dedicatedand committed staff who work hard to meet our customers needs and Iwould like to acknowledge the work the staff have done throughout theyear, which has enhanced the services we provide to our customers.

2019 will be Kingdoms 40thanniversary and we have plans inplace to make this anothermemorable year, where we hope tocontinue to make a difference.

BILL BAnks,group Chief executive

10 CHIef exeCutIVeReVIeW

Making adifference is thetheme for thisyears annualreport and during2018/19 we haveachieved thisthrough the coreand the addedvalue services weprovide. Kingdomis a diverseorganisation andthe impact wehave through thework we domakes adifference tomany people inmany differentways.

19

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CHIEF ExECUTIVE REVIEW

Saltire Centre I Pentland Court I Glenrothes I Fife I KY6 2DATel: 01592 631661Email: kingdom@kingdomhousing.org.ukwww.kingdomhousing.org.uk

Scottish Charity No. SC000874Financial Conduct Authority Reg. No. 1981R (S)Scottish Housing Regulator Reg. No. HEP 142

Registered in Scotland Company No. SC383963

Registered in Scotland as a Community Interest Company (CIC)Company No. SC545491

MORE THAN A HOME

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Kingdom Housing Association Board of Management (as at 30 June 2019)

Freya Lees (Chair) Linda Leslie Stephen SwanLaurie Naumann (Vice Chair) Graeme MacKay Guy Thomson Tom Barr Loretta Mordi Carol WatsonLaura Brotherton Charles OliverIain Connelly David Redpath

Kingdom Initiatives limited Board of Directors (as at 30 June 2019)

David Little (Chair) Iain Connelly Stuart WilsonMark Easton (Vice Chair) Garry Dickson Bill Banks, Group Chief Executive Derek Helmore

Kingdom Support & Care CIC Board of Directors (as at 30 June 2019)

Brian Robertson (Chair) Tom Condie Alison WillsBill Banks, Group Chief Executive Carl Hodson Nette Carder Linda Leslie

Executive Management Team (as at 30 June 2019)

Bill Banks, Group Chief Executive Scott Kirkpatrick, Director of Development Nick Pollard, Director of Corporate Support Services Alan Simpson, Director of Housing & Asset Management Norah Smith, Director of Kingdom Support & Care

Auditors - RSM UK Audit LLP, Edinburgh Internal Auditors - MHA Henderson Loggie

Bankers - Bank of Scotland

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