annual report - swhs.org.uk · and strengthening of earth devon banks were part of the project.the...

ANNUAL REPORT2018/2019

The Society, following a tender process, instructed for planned works to be carried out by G. Roles Fencing, for the replacement of fencing and garden gates at Stoke Flemming, including 1 and 2 Pook House at Stoke Fleming. Repairs and strengthening of earth Devon banks were part of the project.The Works included improving the appearance of this housing scheme, which have been complimented upon by a number of our tenants. It was agreed that this project be phased within the remainder of work continuing into the next financial year.

As part of the Society’s planned works programme, quotations were obtained for external decorating works at 10 properties. The Society instructed Dale Building Maintenance to carry out the works in Shepton Mallet. In order to fully utilise scaffolding provision, over-cladding of fascias was included as an opportunity to minimise longer-term repairs and maintenance. During these project works, some repair to roofs were also done. This project was the first time of cyclical decoration since these properties were built, and tenants were pleased with the outcome of these works.

A project to replace 7 kitchens and 1 bathroom within the locations of Bridgwater, Yate and Kingston St Mary, were carried out by Jones Building Group. Works comprised of new kitchen units and sanitary ware, alterations to existing mechanical and electrical services, re-decorating and flooring works. Other properties (2 kitchens and 4 bathrooms) included in the scope of this project would continue into the next financial year as a subsequent phase.

STOKE FLEMING - REPLACEMENT OF COMMUNAL FENCING

WHITSTONE ROAD & WHITSTONE PLACE - EXTERNAL DECORATING WORK

REPLACEMENT OF KITCHENS & BATHROOMS TO VARIOUS LOCATIONS

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South Western Housing Society - 2018/2019 Annual Report


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INTRODUCTION FROM OUR CHAIRI am very happy as the new Chair of the Society, to present the Society’s annual report of activity and performance for the year 2018/19. My new role commenced in early April and so for the year that we report on, Bob Chapman was leading the organisation through its commitment to seeking continuous improvement, value for money for residents and growth to provide new homes. On behalf of the Board and staff team at SWHS, I wish to commend Bob for his tireless efforts to steer the Society through uncertain times and for never losing sight of our vision to deliver more for all. His contribution to our continued growth cannot be underestimated and I feel privileged to succeed him as Chair of a successful social enterprise.

This past year has seen us once again seeking to make the best use of our assets and provide new homes for local communities; we completed twelve new homes at Mark in Somerset that benefitted from renewable energy technology to reduce costs in the long term for residents, we disposed of garages and small plots of land outside of our growth area in order to fund new homes in Devon and Somerset, and we spent £198,000 on investment in our existing properties providing new kitchens and heating systems.

We continue to work on building resilience to withstand shocks and in spite of the 1 per cent decrease in rents, we increased our revenue income by £0.1m and we secured new, long term fixed rate funding that has reduced our exposure to interest rate fluctuations.

We are proud too of the work we do in supporting communities in areas where we work. In this past year the Society funded the purchase of litter picking equipment for children in Lapford, the purchase of new lights for the Stoke Fleming air ambulance landing site and made a contribution towards a youth worker in Stoke sub Hamdon amongst other activities. We also supported those experiencing difficulty with furnishing new homes in order that they could enjoy it without worrying about how to manage the great increase in expenditure a new home does bring.

What makes SWHS successful is our staff team, tenants and residents who always work with us

to achieve improved services, and our partners in all areas of housing management and development who share our approach to doing business ethically and openly. I hope you enjoy the report.

“What makes me proud of this organisation is its unerring focus on delivery, its compassion for all and its desire to never rest on its laurels. It is what makes us not just financially strong but strong on principle too”

ANDRE ANGELINETTA

CEO’S INTRODUCTION

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Reflecting on a year gone past is always an opportunity to evaluate how well we have achieved our mission of delivering quality affordable homes and services that deliver value for money. Our performance on re-letting empty homes has improved, reducing our maintenance costs for the year. In turn we have invested more in our existing stock, which helps to reduce costs in the long term through less routine repairs being required. We have reduced our management cost per unit and increased our operating margin too, all of which enables us to invest in areas that improve services to residents.

With the savings achieved, during the year we recruited an Operations Manager, a new post created to enhance our ability to deliver on the ground. As a result, the staff team have more support to deal with day to day issues, we have reviewed and improved some key policies, such as anti-social behaviour and we are now working hard to find new ways of encouraging more meaningful feedback and involvement from our residents. I hope that some of you have felt the benefit of this new role within the organisation.

The team has worked hard to support all tenants migrating over to Universal Credit and in ensuring that people have been able to exchange or change their home with ease. We have conducted training in all areas of effective housing management, ensuring that everyone maintains current knowledge and is in a position to deliver a professional service to all residents, stakeholders and partners.

Our vision of delivering more continues to be our core focus and our new development at Mark has been a great success. We made 12 payments totalling £2,828 from our hardship fund and 22 payments totalling £4,504 from our community fund, all supporting our residents and communities where it matters most to them.

The year saw us achieving full compliance too in all areas of health and safety, which is of critical importance to us. Most pleasing was the satisfaction levels recorded by our tenants in respect of the gas servicing contract and emergency repair work, both hitting 100%, demonstrating our contractors professional approach.

I am proud once again to be responsible for ensuring SWHS performs for its tenants and residents, partners and stakeholders and I look forward to another successful year of good collaboration and successful performance.

“Our focus is on ensuring not just that rents are affordable, but that properties can be manageable to run once they become homes. Reducing house building’s impact on the environment is essential in providing high performing homes of the future.”

DONNA JOHNSON

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OUR BOARDAndre AngelinettaChairA successful career in Banking leading to responsibility for a group of branches before moving to social housing over 17 years ago, rising to Director of Audit in a large Housing Association. April of 17 has seen a move to running his own consultancy specialising in Risk Management , Internal Controls & all aspects of Governance working across a range of businesses.

Michelle SmithVice ChairMichelle started her career in the private rented sector accumulating experiencing of managing large portfolio of mixed type properties. After achieving her BSC Hons Degree in Housing and CIH Diploma in Housing, she moved on to specialist accommodation provider for people with learning disabilities. Being able to play her part in changing people’s lives and creating thriving communities is her reason and passion for becoming a Board member at South Western Housing Society.

David ReynoldsAfter having dedicated over 25 years working in the Social Housing arena, across the South West for commercial organisations, both large and small, David has now formed his own consultancy, especially aimed at helping small local businesses grow and help present future opportunities for local people. David lives near to the Mendips with his family and 2 overactive Springer Spaniels.

Pascale MézacA fellow chartered certified accountant and a health economist. Pascale has worked in private, public and not for profit sectors across education, local government, health and housing in senior management. Pascale is the author of the National Housing Federation service charges guide, working freelance since 2008 to provide business planning services for social housing, charities and social enterprises. She is the vice chair of Waste Not Want Not a furniture recycling charity and volunteers for her daughter’s kayak and rowing clubs.

Wendy LewisHead of Land at a Somerset based Housing Association with over 25 years’ experience in affordable and open market housing development. Currently chair of the NHF south west development regional interest group.

Sheila HardinghamA retired solicitor who specialised in commercial property. Active in her local community; a Parish Councillor for many years.

Bob ChapmanFormer Chair

- Resigned April 2019

Malcolm Hayday CBEFormer Board Member - Resigned May 2019

Kathryn HemensleyKathryn has over 25 years’ experience working within the Social Housing sector. Specialist in tenancy and estate management, with particular interest in the development of affordable homes. Previously enjoyed many years as Board Member of a Countywide Choice-Based lettings partnership as well as leading other locally based strategic partnerships.

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The Society’s Board takes its role seriously and applies great diligence in its oversight of the Society’s key operations as well as ensuring that the business remains robust and viable.

In order to benchmark its effectiveness in respect of good governance of the Society, the Board assesses itself annually against the National Housing Federation’s (NHF) Code of Governance 2015 and monitors its effectiveness in line with the Regulator for Social Housing’s Governance and Viability standard. During the past year, the Board has assured compliance in the following ways:

Has achieved compliance against 2015 NHF revised Code of Governance

Has a balanced board of management with regular appraisal

Has Standing Orders in place that set out roles and responsibilities which are reviewed annually by the Board

Has a risk management framework in place with an agreed risk appetite and detailed risk map

Has a long term financial plan in place which has been stress tested

Has achieved compliance with lenders covenants which the Board monitor on a quarterly basis

Has corporate objectives in place which protect housing assets

Has sufficient liquidity to meet contractual commitments

Has sufficient headroom to meet development plans

Has an effective system of internal controls is in place which are tested by internal audit

Has a fraud register reviewed by the Audit Committee

All Board Members sign a service agreement that reflects their commitment to leading the Society with probity and integrity. The agreement sets out clear responsibilities for Board Members and ensures effective governance retains a high profile. Board Members are remunerated modestly for their work for the Society.

GOVERNANCE

Donna JohnsonChief ExecutiveChief Executive for SWHS. Having worked in a diverse range of organisations of all sizes, with 20 years’ worth of knowledge and experience of all tenures within the Property Management Sector.

Martin CarneyOperations DirectorOperations Director for SWHS. Having been involved with the management of the Society’s properties in a number of different roles since 2001, formally a member of the Armed Forces. A qualified member of the Chartered Institute of Housing and until recently a Board Member of Bridgwater YMCA.

Catherine Davies-GallagherFinance DirectorFinance Director for SWHS. Catherine is a qualified accountant (CIMA) and has an MBA from the University of Strathclyde. She has worked in defence, telecoms, investment banking, IT outsourcing, and the not-for-profit sectors, managing activities which range from large scale transaction processing through to FP & A, financial control and commercial functions.

EXECUTIVE TEAM

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SWHS MARK DEVELOPMENTSouth Western Housing Society is very proud of its new development in Mark, Somerset which is an example of our approach to working in partnership with local organisations to achieve the common goal of providing more housing for those in need in local communities.

This high quality scheme was developed in partnership with Sedgemoor District Council and Mark Parish Council. Built by EG Carters and consisting of:

4 x one bed flats 2 x two bed bungalow 2 x three bed houses 4 x two bed houses

Each property is built to a high specification, enjoys an abundance of naturel light and has one of the most efficient heating systems available, supplied by way of ground source heat pumps.

The Mark development was opened on the 13th September 2018 by our Chair Bob Chapman. The event was attended by over 50 people including

our new tenants, partners and members of the local community. It was a beautifully sunny day which showed off our properties in all their glory. Once the ribbon was cut attendees had an opportunity to look inside the properties before food was served.

The Mark properties have proven to be very popular and have drawn admiration from others looking to build properties in rural areas.

Within the Society’s planned works programme there is a rolling schedule of gas boiler replacements, therefore Gregor Heating were instructed to replace a number of boilers, also changing a renewable heating and hot water system. The Society works closely with Gregors to ensure that the latest energy efficient boilers are installed. Overall, 5 boilers were replaced across the portfolio.

Gregors work in conjunction with our tenants to minimise disruption when boiler replacements are being carried out. As part of the installation work, other associated equipment and controls such as new pumps and filters are provided to the existing heating and hot water system in order to reduce longer term maintenance costs.

BOILER REPLACEMENTS & RENEWABLE SYSTEM WORKS

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The contract for upgrading of heating and hot water systems to 13 properties at Meadow View in Highbridge, was awarded following a tender process to Gregor Heating and Renewable Energy. Works involved the removal of the old air to water heat pumps and hot water cylinders, with the installation of new Mitsubishi Ecodan pumps, cylinders and associated controls using latest technology. The upgraded systems are of much higher energy efficiency and more cost effective to run than the previous systems. These works were part of our planned maintenance programme and are due to be completed by late Autumn this year. Gregor Heating have already replaced old systems at 2 other Meadow View properties due to major breakdowns and them being beyond economic repair.

When heating systems need to be replaced on our portfolio, we consider the most appropriate options available such as renewable energy systems or new gas boilers depending on the location of the property. At our most recent new rural housing development at Tuckers Close in Mark, ground source heat pumps have been installed which is the first time we have utilised this type of renewable energy. By assessing different types of systems available for new developments, this allows us to consider the overall potential and viability of sites. In addition to this, it is usual for us to review proposals for the installation of photovoltaic panels to generate electricity, which is all part of our approach to delivering sustainable developments.

TENANT QUOTE MEADOW VIEW HEATING REPLACEMENT “Gregor Heating are friendly, they explained the process of installation, and how to use the system and the heat pump monitoring, the cost of running of the system is much less than before and the system is much more efficient.Gregors have thought about the safety of our children by the unit surrounding the heat pump and they also put dust sheets down the stairs and kept us informed as to what they were doing each day, they also removed all the rubbish.The Society has dealt with any matters efficiently concerning the project, the water is better than before and the heating is great, a good service from Gregor.”

MISS LAURA TAYLOR 9 MEADOW VIEW

PROGRAMMED WORKS UPGRADING WORKS AT MEADOW VIEW


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STAR SURVEY OUTCOMES AND COMMUNITY FEEDBACK EVENTS - YOU SAID: WE DID

Feedback from our residents is a key way of knowing if we are doing the right thing. Resident’s involvement helps the Society to look at different areas of our work to make sure we are meeting their needs and providing the services that matters.

Although the overall results from our STAR Survey (Survey of Tenants and Residents) were impressive there were a few areas’ the Society needed to focus on.

These were:1. LISTEN TO VIEWS AND ACT ON THESEYou Said The Society was made aware by a number of tenants that the grass cutting by the Grounds Maintenance Contractors should be collected and not left on the grass.We Did The Society re tendered for the Grounds Maintenance Contractors and included within the specification that all grass cuttings were to be collected on every cut.

2. SERVICE CHARGE (VFM)

You Said Some tenants wanted to have a review of how services charges were accounted for and were any reductions possible.

We Did The Society reviewed the services in question and we were able to agree a better service and contract as well as reducing some of the costs involved altogether.

3. REPAIRS & MAINTENANCE

You Said To change the maintenance repairs company as some tenants considered they were not reliable enough.

We Did The Society re tendered for the Responsive Repairs Contract and partnered with a new contractor to provide an enhanced service to its tenants with reliability high on their monthly performance report and scrutinised by the SWHS Maintenance Team.

4. NEIGHBOURHOODS

You Said Many tenants were highly satisfied with the neighbourhoods they lived in but a few stated that they could be improved and general estate security looked at.

We Did The Society undertook a scheme by scheme review with the Housing Officers and Maintenance Officer looking in detail at the areas that had been mentioned. Additional fencing and lighting have been provided in some locations where this has been recommended and either new or additional seating has been provided to make schemes more welcoming. The Society over the last 12 months has continued to consult with its tenants and obtaining feedback from our community events that it has held.Community Events have been held at the following locations:

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ORCHARD VALE COTFORD ST LUKEOur tenants at Orchard Vale Cotford St Luke made us aware that they would like some benches to be provided and some extra planting at the scheme to make the neighbourhood more welcoming and enhance the opportunity for neighbours to be able to enjoy their surroundings.On the 16th May 2018 the Society held a resident event at our scheme at Orchard Vale in Cotford St Luke where additional planting of shrubs and the erection of benches took place. STAFFORD COURT TOTNES The Society was made aware by our residents in Totnes that they were involved in helping to raise a total of £50,000 for a young girl called Elsie Mountford so she could receive surgery which is no longer available on the NHS.Our residents had already been involved in a number of previous events and had decided to hold a fund raiser in the lounge at Stafford Court on the 5th June 2018 which included a cream tea, raffle, tombola, peas in a jar, and guess the weight of the cake. South Devon Rural Housing Association and South Western Housing Society both presented a cheque for £250 each to support the “Elsie’s Big Stride” campaign. RIDGE JUNIOR SCHOOL YATE The Society has 100 properties all located on the Ridge Estate in Yate with many of the young children attending the Ridge Junior School. A need to provide an education sand pit was identified, so the Parents & Teachers Association contacted the Society, to see if it could be of assistance. On the 14th September 2018 a presentation was made to the Headmaster for £250 to contribute to the fund to provide the sand pit.MARK The Society holds a new development tenant meeting shortly after all properties have been let to get to know its new tenants better, to answer any quire’s they may have and to ask tenants opinion’s if their homes could be improved and if the way in which the properties were let could be improved.The event was held at Mark Village Hall on the 19th November 2018 and was run as a drop in session with Jo Rimmer the Housing Officer for the new development and Martin Carney the

Operations Director being in attendance. A number of tenant’s attended the event as well as local councillors who were happy to provide their support and advice where necessary. At all these events residents were requested to complete a questionnaire to provide feedback to the Society on how we are preforming and what we could do better. We analyse the feedback we collected and the Society’s goal is to continue to improve our service to our tenants.

HELPING OUR COMMUNITIES


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RURAL HOUSING WEEKThe Society is committed to the people and communities it serves, to this end we strive to assist and support those who work tirelessly to improve the lives of those who live locally. This year we have made a number of donations, they include:

• Funds for St Andrews School, Cullompton. The Society has a total of 41 properties in Cullumpton and many of the primary school children attend St Andrews School. The School has recently been extended to be able to accommodate the additional children from the expansion of the Market Town in Mid Devon.

• Donation was made to Stoke Sub Hamdon Youth Group who do valuable work engaging with the young people in the area. Since the inception of the group young people are demonstrating pride in belonging to the village and engaging in activities to support the community.

• South Western Housing Society have also sponsored one of the historic “cast iron” finger posts located in the Parish of Mark, Somerset. Donna Johnson, CEO of the Society presented a cheque for £300.00 to Geoff Francis of Mark Parish Council along with Martin Carney, SWHS Operations Director and Jan Horn from Mark Parish Council.

• Residents at our scheme in Cotford St Luke asked if we could help as they had nowhere to sit whilst watching their children play in the summer months. We were happy to oblige, installing a bench for all to enjoy.

OUR VALUES & OBJECTIVES

We will achieve sustainable growth

OBJECTIVE 1

We will invest in and maintain our existing assets to support our aspirations

OBJECTIVE 2

We will invest in our people and the organisation to secure positive outcomes for residents

OBJECTIVE 3

We will put value for money at the heart of what we do

OBJECTIVE 4

RESPONSIBLEWe will take ownership for ourselves and the work we do.

ETHICALWe will deal honestly with everyone that we do business with.

SUPPORTWe will support one another to achieve our goals.

PROFESSIONALWe will act professionally in every interaction.

EQUALITYWe will always behave fairly and respectfully.

CHALLENGINGWe will challenge ourselves to deliver more every day.

TRANSPARENTWe will act openly and be clear with ourselves and others.

OUR VALUES & OBJECTIVES

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OBJECTIVE 1WE WILL INVEST IN, MAINTAIN AND REVIEW OUR EXISTING ASSETS TO ENSURE THEY REMAIN FIT FOR PURPOSE

OBJECTIVE 3WE WILL ENSURE OUR STAFF AND BOARD ARE DEVELOPED TO PROVIDE THE SERVICES AND GOOD MANAGEMENT THAT TENANTS WANT

OBJECTIVE 2WE WILL GROW OUR HOUSING STOCK WHEREVER THERE IS DEMAND IDENTIFIED

OBJECTIVE 4WE WILL DEVELOP EFFECTIVE PARTNERSHIPS TO ENSURE WE CONTINUE TO DELIVER MORE IN EVERY PART OF OUR ORGANISATION

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OUR PERFORMANCE 1 APRIL 2017 - 31 MARCH 2018

We are members of a benchmarking club within the South West to allow us to compare our performance against other small registered housing providers.

STATEMENT OF COMPREHENSIVE INCOME 1 APRIL 2017 - 31 MARCH 2018

Turnover

Operating Costs

Interest receivable

Interest and Financing Charge

SURPLUS FOR THE FINANCIAL YEAR

Other comprehensive Income

Net Impact of the initial recognition of multi employer defined benefit schemeActuarial Gains/(Losses) In Respect of Pension Scheme

Total Comprehensive Income for the Financial Year

2018/2019

2017/2018

3,667

(2,483)

1,426

2

(631)

797

4,250

Cost of Sales - (672)

(2,266)

Surplus on the sale of Housing properties 242 143

1,455

-

(9)

(83)

-

-

(474)

981

705 981

£000’s £000’s

Operating Surplus

Performance Indicator Year 2019 Year 2018

Current tenant arrears General Needs only (%) 2.03 2.19

Former Tenants arrears General Needs only (%) 0.19 0.15

Urgent repairs completed withing target (%) 98.8 98.7

Satisfaction with overall services (%) 92 92

Satisfaction with quality of home (%) 94 94

Cost per Property of Housing Management (£) 265 231

Cost per Property of responsive repairs and void works (£) 509 410

Re-let time (days) 7.9 9.19


We are members of a benchmarking club within the South West to allow us to compare our performance against other small registered housing providers.


Turnover

Operating Costs

Interest receivable

Interest and Financing Charge

SURPLUS FOR THE FINANCIAL YEAR

Other comprehensive Income

Net Impact of the initial recognition of multi employer defined benefit schemeActuarial Gains/(Losses) In Respect of Pension Scheme

Total Comprehensive Income for the Financial Year

2018/2019

2017/2018

3,667

(2,483)

1,426

2

(631)

797

4,250

Cost of Sales - (672)

(2,266)

Surplus on the sale of Housing properties 242 143

1,455

-

(9)

(83)

-

-

(474)

981

705 981

£000’s £000’s

Operating Surplus



£000’s £000’s

STATEMENT OF FINANCIAL POSITION

FIXED ASSETS

Housing properties

CURRENT ASSETS

Stock

Debtors receivable within one year

Cash at bank and in hand

CREDITORS

Amounts falling due within one year

Net current assets

TOTAL ASSETS LESS CURRENT LIABILITIES

CREDITORS

Amounts falling due after one year

NET ASSETS EXCLUDING PENSION LIABILITY

Income and Expenditure

Revaluation Reserve

SOCIETY’S FUNDS

31 March 2019 31 March 2018

55,735

1,047

56,782

250

1,850

2,104

(1,202)

902

(26,373)

7,367

31,009

57,684

54,852

800

55,652

4

229

1,338

1,571

(1,167)

404

56,056

(25,752)

22,937

7,367

30,304

31,311 30,304

4

23,642

Pension Liability

NET ASSETS

(302)

31,009

-

Other tangible fixed assets and Investments

30,304


OUR MISSION STATEMENT

TO PROVIDE QUALITY AFFORDABLE HOMES & SERVICES THAT DELIVER VALUE FOR MONEY

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15


£000’s £000’s


FIXED ASSETS

Housing properties

CURRENT ASSETS

Stock

Debtors receivable within one year

Cash at bank and in hand

CREDITORS

Amounts falling due within one year

Net current assets

TOTAL ASSETS LESS CURRENT LIABILITIES

CREDITORS

Amounts falling due after one year

NET ASSETS EXCLUDING PENSION LIABILITY

Income and Expenditure

Revaluation Reserve

SOCIETY’S FUNDS

31 March 2019 31 March 2018

55,735

1,047

56,782

250

1,850

2,104

(1,202)

902

(26,373)

7,367

31,009

57,684

54,852

800

55,652

4

229

1,338

1,571

(1,167)

404

56,056

(25,752)

22,937

7,367

30,304

31,311 30,304

4

23,642

Pension Liability

NET ASSETS

(302)

31,009

-

Other tangible fixed assets and Investments

30,304

PROPERTIES WE OWN

Properties we own (total)

General needs properties

Properties for older people

Shared ownership properties

Properties for residential staff

679

560

63

56

LETTINGS

Properties let during year (total)

1 bedroom properties let



48

9

30

9

4 bedroom properties let 0

RESPONSIVE REPAIRS

Emergency repairs (in target time)

Urgent repairs (in target time)

Routine repairs (in target time)

100%

98.8%

98.8%

TENANT FEEDBACK

Compliments received

Complaints received

Complaints satisfactorily resolved

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10

100%

ENERGY EFFICIENCY

SAP Rating for 2016 72.5%

92%

88%

100%

90%

RENT COLLECTION

Arrears owed as % of rent dueand service charges

Total rent collected

2.03%

99%

97% of our new tenants were nominated by the local authority. We took an average of 9.19% days to let our homes. At the end of the year, 0 properties were vacant.

0

DECENT HOMES

Met decent homes standard 100%

TENANT SATISFACTION

Satisfied with landlord services

Satisfied with repair service

Satisfied with communication

Satisfied with shared ownership sales process

Rent and service charge loss

Evictions

0.14%

0

THE SOCIETYEASTBRIDGE HOUSE, PILL ROAD ROOKSBRIDGE, SOMERSET BS26 2TN

TELEPHONE 01934 750780EMAIL [email protected] WWW.SWHS.ORG.UK FOR MORE INFORMATION

Registered with the Homes & Communities Agency L2424. Registered as a co-operative and community benefit Society and with Charitable Status 12664R. A member of the National Housing Federation.

Principal Solicitors:TozersBroadwalk HouseSouthernhay WestExeter, Devon, EX1 1UA

Auditors:BDO LLPBridgewater HouseFinzels Reach, Counterslip,Bristol, BS1 6BX

Bankers:National Westminster PLCPO Box 1000Edinburgh, EH12 1HQ

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OUR HOMES

WILTSHIRE

SOUTH GLOUCESTERSHIRE

NORTH SOMERSET

SEDGEMOOR MENDIP

TAUNTON DEANE

TORRIDGE

WEST DEVON

SOUTH HAMS

MID DEVON

SOUTH SOMERSET

WEST DORSET

46

893

91

6018

190

11

26

18

20

98

Total number of the Society’s propertiesin the South West by Local Authority679

The map below shows where the Society’s 608 properties are located by Local Authority area. The Society works closely with 12 Local Authority’s though out the South West region and with 6 County Council Choice Based Letting Partnerships. The Society’s housing stock has increased by 50% over the last 8 years to 608 properties with another 60 in pipe line schemes which will be built over the next 18 months.

Southwestern Housing Society - 2015/2016 Annual Report

@SouthWesternHS

annual report - swhs.org.uk · and strengthening of earth devon banks were part of the project.the...

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