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ANNUAL TENANTS’ REPORT 2015-2016

ANNUAL TENANTS’REPORT 2015/2016 1

CONTENTS

Welcome ................................................................................................ 1

Our performance vs our service pledge................................................2-3

Our top ten stories ..............................................................................4-7

Resident Impact Assessment ............................................................. 8-17

Resident Involvement Statement 2015 - 17 .......................................... 18

Value for money ................................................................................... 19

This is the 2015/16 Annual Tenant Report which publicises our performance

against our Service Pledge. This Pledge was agreed with tenants and shows how

we perform in our different services.

The new Government has set out fundamental changes in the way Housing Associ-

ations will operate in the future that will affect current and existing tenants. This

includes a further reduction in the benefit cap and Housing Benefit payments, on-

going roll out of Universal Credit, the launch of Right to Buy (RTB) for Housing As-

sociation properties, voluntary pay to stay for higher income earners as well as a

1% rent reduction across our tenanted stock for five years.

Demand for our properties remain as high as ever and we are continuing to pro-

vide internal support, advice and external referrals to

residents who need additional assistance.

We are one of five Housing Associations who

are part of the voluntary RTB pilot and al-

ready have a plan to support the on-

going roll out of Universal Credit.

We are leading a digital

change plan for online

services through

MyTVH. We will

continue to promote the benefit of online services in order to make services as

easy as possible. We have over 4000 residents registered, nearly half log in on

their mobile phone.

We provide a range of funding and projects to improve the quality of resident’s

lives and their environment in the communities we work in. Our work to get our

residents into training and employment has exceeded expectations.

We continue to work in partnership with Axis Europe to improve our responsive

repairs (95% satisfaction) and re-lettings service (90% satisfaction with the condi-

tion of their new home). We maintain high levels of satisfaction for gas services,

kitchen, bathroom and cyclical redecoration programmes.

In this report we have included information on how we’ve performed against our

service pledge, stories about our work over the year, our Resident Impact Assess-

ment 2014-16, our Resident Involvement Statement for 2015-17 and information

on our value-for-money performance.

WELCOME TO THE ANNUAL TENANTS’ REPORT 2015/16

In this year’s report we

have also included some

summary stories about our

achievements in 2015-16 . If you want

more information about these or any

other parts of the report please contact us

at Margaret _ Buchan@tvha .co.uk

ANNUAL TENANTS’REPORT 2015/2016 2

ANNUAL TENANTS’ REPORT 2015/16

OUR PERFORMANCE VS SERVICE PLEDGE

3

HOW WE PERFORMED AGAINST OUR SERVICE PLEDGE

2015-16 Target

2015-16 Performance

2015-16

2016-17 Target

Respond to letters within 10 days 95% 96% 95%

Office visitor waiting times 96% 89% 96%

Visitors to the office are given an appointment time. Occasionally the staff mem-ber they are meeting can be delayed by a phone call. We have now put in place measures so that if this happens another staff member will cover the appoint-ment. Over the year we received 3632 visitors.

Respond to emails within 2 days 95% 93% 95%

Over the year we receive 5336 emails (excluding emails direct to staff members), the majority of which are about repairs, moving home and rent enquiries. All of these departments performed well above target. Departments receiving far few-er emails were not so good at responding in time - this pushed the overall figure two percent below target.

Calls returned in timescales 90% 91% 90%

Satisfaction with complaint handling 55% 58% 55%

Stage one complaints closed in 30 days 60% 66% 60%

YOUR NEIGHBOURHOOD AND COMMUNITY

2015-16 Target

2015-16 Perfor-mance

2015-16

2016-17 Target

Communal Repairs within response times 95% 83% 95%

When our repairs contractor (Axis) took over the contract there was a backlog of overdue repairs. We have worked with Axis to improve target performance. Axis have since appointed more operatives and admin staff.

Tenants satisfaction with cleaning & grounds maintenance 80% 71% 80%

Many of our sites are serviced by managing agents, rather than directly by us. This makes day to day management of the performance of contractors difficult. Where we do manage the sites directly satisfaction with cleaning is 75% and grounds is 66%. Dissatisfaction for cleaning and grounds is 11% and 15% respec-tively. Next year the target for cleaning will be 80% and 70% for grounds.

Percentage of sites meeting standards with cleaning & grounds maintenance 97% 97% 97%

MANAGING YOUR RENTED HOME 2015-16 Target

2015-16 Performance

2015-16

2016-17 Target

Re-letting empty properties 21 days 22 days 21 days

Completing work on empty homes can add significantly to delays in re-letting. The target for Axis to complete this work is five days, however in 2015-16 this was nine days. Only 33% of empty homes were returned to us within 21 days, which leaves very little time to arrange for new tenants to view the property. Asbestos and gas safety checks were completed out of target time too. There is also a time delay if nominees refuse the property, we then have to take more time to set up viewings with new nominees. We have been working with our contractors to improve target performance. Axis have appointed a Voids Supervisor and a Voids Administrator to coordinate the voids management. Over the year we let 604 properties , in 2014-15 we let 394.

Targets and performance reporting are measured differently by each housing

association which makes comparisons across the sector difficult.

REPAIRS TO YOUR HOME 2015-16 Target

2015-16 Performance

2015-16

2016-17 Target

Satisfaction with repairs 95% 95% 95%

Satisfaction that repairs done right first time 95% 90% 95%

The target of 95% was set for the new contract and is significantly higher than performance in the sector. We changed the target to 87% following a review. This is still upper quartile performance in the sector, making the 90% satisfaction very good performance.

Satisfaction with contractor’s behaviour 95% 98% 95%

Technical post-inspection repairs 25% 31% 25%

Assessments for adaptations 2 weeks 4.1 days 2 weeks

Satisfaction with gas safety checks 85% 94% 85%

% of gas appliance services this year 100% 100% 100%

TOTAL NUMBER OF RESPONSIVE REPAIRS 11,570

PLANNED REPAIRS 2014 - 15 Number of units completed

Boiler replacement 114

Central heating installed 8

Kitchen replacement 118

Lift replacement 4

Bathrooms replacement 5

Window replacement 105

Aids and adaptations 48

Storage heater 42

External wall insulation 6

Total - Units 450

We expect fittings in your home to last a certain time - for example 15 years for a gas boiler, 20 years for a kitchen and 30 years for a bathroom. We aim to survey all our properties every five years. This survey allows us to see if the fittings are lasting as long as they should do. It means that if the kitchen is in poor condition we may replace this earlier than normal. Residents can refuse the offer of the replacements provided it does not mean their homes fail housing standards. The survey will also show if residents have replaced any fixtures (like kitchens or bathrooms) and we will not need to replace them.

Our programme for renewing fittings will fluctuate from year to year, so one year we may replace more kitchens than the previous year, but fewer windows. We are currently up to date with our renewal programme.

ANNUAL TENANTS’ REPORT 2015/16 4

1. 50TH BIRTHDAY

On Wednesday 17th February 2016, we marked our 50th birthday.

That’s 50 years since we officially become a housing provider. Our

first development was Vine Court in Walton-on –Thames and since

then we’ve developed over 14,500 homes reaching many mile-

stones along the way.

2. GARDEN BLITZ

For two weeks in April 2016 our community investment team organised the Gar-

den Blitz project. This project worked to restore the garden spaces of Westfield

Primary School in Woking and the Alzheimer’s Society in West Byfleet. The out-

come was a wildlife garden and an outdoor classroom for Westfield Primary

School pupils, and a sensory garden for the service users at the Alzheimer’s Soci-

ety centre. Volunteers came from a range of organisations this included Thames

Valley Housing, The Conservation Volunteers, Genesis Housing Associa-

tion, Axis Europe, Woking Borough Council and Link Able.

3. TVH ON TOUR

During the first two weeks in August 2015 we held our second annual roadshow.

We took a tour bus out to 18 different sites across London, Surrey, Berkshire,

Hampshire and Buckinghamshire bringing our services to residents. We met with

over 187 residents and updated over 70 contact details. We bought a number of

staff from different departments including housing officers, property managers,

repairs and revenues officers, contractors and members of the resident involve-

ment team. The Chair of the Board also attended one of the sites. Cleanscapes

and Just Ask spoke to many residents offering help and advice and resolving is-

sues, over 90 repairs were reported to repairs officers and Axis completed a

number of repairs on the day.

4. RUSSELL SQUARE

In July 2015 we opened a brand new development called Russell

Square in Horley which was built in partnership with Reigate &

Banstead Borough Council. This includes 90 homes alto-

gether with 75 for shared ownership and 15 affordable

rent properties. The size, number, design and cost

of the new homes have all been tailored to

meet the specific housing needs of the bor-

ough. The development was the Gold

Winner for Best Starter Home

Scheme 2015 at the prestigious

What House Awards.

5

OUR TOP TEN STORIES

ANNUAL TENANTS’ REPORT 2015/16 5

6 ANNUAL TENANTS’ REPORT 2015/16 6

5. RESIDENT INSPECTORS

Our Resident Inspector Programme continues to flourish; we

currently have 130 inspectors on different sites. That’s one

on over a third of all the sites that we manage. Their

levels of satisfaction are consistently high – averag-

ing 90% with Estates Services. In April 2016 we

plan to launch the resident monitor pro-

gramme which is a scaled down version of

the main programme. Resident moni-

tors would inspect the grounds and

or cleaning of the whole site and text us every month with their score out of 5

for that service each month. It’s a quick and easy way to be involved.

6. KINGSMOOR PARK, WOKING

Kingsmoor Park is our scheme in Woking. It’s built and managed by us in partner-

ship with Woking Borough Council and Kier. This year we celebrated the 100 th

family moving into the scheme and the first two properties came out of defects.

Construction is ongoing over five phases with final occupation planned for the

end of 2016. A brand new children’s play area is due for completion in summer

2016 which will aim to bring the new and existing communities together.

7. IMPROVING LIVES

Our Training and Employment team work to improve the lives and prospects for

our residents. A resident from Sutton. She started a placement in our finance

team as she had previous knowledge but just need the extra confidence boost

and support. We’ve supported her to continue in training and with in help with

applying for jobs. She told us, ‘I wasn’t in a very good place I didn’t want to work

because I didn’t have the confidence but since I’ve I realised I am actually capa-

ble and I’m now really excited’.

8. My TVH

We introduced the option to make future payments. Residents can schedule a

payment for a date in the future to make a payment at their convenience; giving

them increased control and transparency over their account. Residents

can manage their communication preferences so they can be in con-

trol of how they are contacted. We can automatically send notifi-

cations to a group or individual so they can immediately be

notified about an important issue that might affect them.

We are in the process of creating timelines so resi-

dents can view transactions, repairs or cyclical

decorations - they will be able to see we are

dealing with their request and have im-

mediately visibility of important

things that may affect them.

9. TRAINING AND EMPLOYMENT

We supported our highest numbers into work in partnership with the Big Lottery

funded STEP programme which ended in January 2016. We worked with 682

customers in total and supported 207 into work, 293 gained training and qualifi-

cations and 23 into work experience opportunities. Nine of these were university

graduates who were unemployed and needed some experience to compete for

jobs they were applying for. We managed to support six out of the nine directly

into employment. The STEP programme enabled us to reach out to a lot more

customers but more than that it has enabled us to build a lot more partnerships

that will continue to enhance what we are able to offer our service users. We

have also made a real effort to get more from our suppliers and our residents

have benefitted from training, employment, work experience opportunities and

funding to support them into work and business start up.

10. BRENTFORD FC – JUMPERS FOR GOALPOSTS!

After a number of complaints from residents in Kew Riverside, the Community

Investment Officer spent time in the area talking to the young people in ques-

tion, and tried to find a solution. He discovered that all of the kids supported

Brentford FC and approached the team’s Community Trust to start running regu-

lar, structured football coaching at a nearby floodlit pitch. The idea was to get

all kids playing together in a supervised way, away from people’s houses,

resulting in a drop in complaints from both TVH residents and the lo-

cal management company.

ANNUAL TENANTS’REPORT 2015/2016 7 7

RESIDENT IMPACT ASSESSMENT 2014/2016

8

Our Resident Impact Assessment summarises what has improved as a result

of feedback from residents as well as their involvement in the services we

provide.

We’ve listed each resident involvement activity and given the costs, num-

bers involved and the impact of their involvement over two years. Some

groups or activities have stopped, whilst new ones have started during the

last two years. Our aim is to show how residents’ experiences of our

services have improved as a consequence of their feedback and

involvement.

RESIDENT IMPACT ASSESSMENT 2014/2016

RESIDENT SCRUTINY GROUP

The Resident Scrutiny Group works closely with our Board, staff and residents. They meet four times a year and look at four d ifferent areas of our service; Resi-

dent Feedback, Value for Money, Performance Review and Corporate objectives. There are eight full members of the group. They receive training to enable

them to understand the reports and documents and contribute fully in the meetings. The group also operates online.

Outputs

The group started fully working in 2015-16 so far their recommendations have led to:

Improvement to the satisfaction survey so residents can tell us what improvements they would like to see

Impact: We carried out the ‘one thing’ report, which asked residents what one thing we could do to improve their satisfaction – Tenants: better service:

79%, improve property and estate: 18%, more transparency with money: 3%, Leaseholders: better service: 77% improve property and estates:

6%, more transparency with money: 17%.

Sending all residents without communal noticeboards a copy of the cleaning/grounds maintenance specification ensuring residents know what will be

cleaned and when.

Impact: Tenants satisfaction with gardening increased from 63% (Q 3 2014-15) to 69.4% (Q 3 2015-16) (69.5% Q4). Satisfaction with cleaning services

increased marginally from 77% to 78.5% in the same period.Q4 77%).

Improvements to the way complaints are categorised correctly on our Complaints Management system. There were a number of complaints being

sub categorised as ‘other’, especially for complaints that related to multiple category points. Officers now choose one main specific sub category

on the complaints system when it relates to multiple topics of dissatisfaction. This has led to a reduction in complaints being classed under this

category and clearer information on areas/categories of dissatisfaction received. We also now carry out monthly checks to ensure com-

plaints are categorised under the correct heading.

Impact: In 2014-2015 there were 49 complaints categorised as other and in 2015-2016 - 30

9 RESIDENT IMPACT ASSESSMENT 2014/2016

10RESIDENT IMPACT ASSESSMENT 2014/2016

Improved recording and measuring of feedback from complaints received. After two weeks of a complaint being resolved and clos ed, a

complaint satisfaction survey is automatically generated. This asks residents how they found the process, whether they were they kept in-

formed and overall satisfaction or dissatisfaction with the outcome.

Impact: Since this system was put in place, the return rate of surveys has increased in 2015-2016. We now receive a much larger

response rate overall based on this change of approach in 2015-16: Q3 we had 26 returns and in Q4 we had 56 returns.

Ensuring staff log all calls that require a call back.

Impact: Figures show that calls logged has increased from – 2014-2015: 1798, 2015-16: 2340.

Improved information in our Annual report and Impact Assessment. Information sent to residents about

Government changes such as Right to Buy, rent reduction etc.

Here is a profile of residents involved in The Resident Scrutiny group

Number of residents

Involved in this activity

Tenants

Leaseholders

White British

White other

Black/black British African

Aged 20—

60

Aged 60 +

Disability

No disability

How much did this

activity cost in total (including consult-ant costs but mot

staff costs)

How much did this activity cost per resident (including

consultant costs but not staff hours)

Key worker

Mixed w

hite & A

sian

Asian/A

sian Brit Chinese

2014-2015 10 6 2 6 1 1 8 2 1 9 £10,798.52 £1,079.10 1 1 1

2015-2016 10 6 2 6 1 1 8 2 1 9 £8,508.70 £850.87 1 1 1

RESIDENT AUDITORS

The Resident Auditors take an in depth look at a particular area of the service we provide. They assemble a picture of what the service

is really like for the customers. They identify what works well and what could be improved.

Outputs

In 2014-15 the resident auditors looked at first point of contact. Their recommendations have led to

Contact numbers for property managers and housing officers being publicised on scheme notice boards

Promotion of contact details for housing officers in newsletters

Better knowledge of schemes by repairs officers

New out-of-hours phone messages

The consideration of a full time receptionist at Premier House. A full time receptionist is now in post.

Impact: This has saved at least 4 hours a week worth of staff time spent scheduling the Housing Advice teams cover for reception.

In 2015-16 the group did not complete a full Audit with any outcomes. They made an initial audit into ASB, however this was not followed through to

completion. Here is a profile of residents involved in The Resident Auditors group

Number of residents


Tenants

Leaseholders

White British

Asian/British Indian

Mixed w

hite & black Carib

Aged 20—

60

Aged 60 +

Disability

No disability

How much did this

activity cost in total (including staff

hours)

How much did this activity cost per resident (including

staff hours)

2014-2015 6 3 3 4 1 1 3 3 1 5 £10,637 £1,772.83

2015-2016 6 3 3 4 1 1 3 3 1 5 £5170 £861.66



Number of residents surveyed Total cost

Cost per resident

2014-2015 9,000 £33,037 £4

2015-2016 9,000 £33,037 £4

RESIDENT SATISFACTION SURVEYS

Every month we send out surveys to residents for them to feedback on the services they receive across all departments. We use this information to help

improve our services and listen to resident’s views on their local areas.

Outputs

The results from the surveys lead to a whole review of our homeownership services improving communication and customer service between staff

and residents.

Impact: Rolling 12-month average satisfaction went from 40% in 2014-15 to 47% in 2015-16

There have been improvements to the grounds and cleaning contracts including a ‘Love Where You Live’ project. We made Improvements to com-

munal areas on estates with continually low satisfaction and inspection scores.

Impact: In 2014-2015 we carried out works on 12 estates and in 2015-2016 we carried out 20 Love Where You Live projects.

We have just launched our Resident Monitor Programme, a smaller version of estate inspectors in which residents use texts once a month to feed-

back on cleaning and grounds maintenance inspections. So far we have seven residents involved and aiming to recruit ten before the project is offi-

cially started.

We started the ‘On boarding’ project, which looked at customer feedback on shared-ownership. This has led to the creation of a new information

pack, which is currently being drafted and will be given to customers during the sales process.

The Resident Scrutiny Group have used the data from the surveys to analyse our performance for their meetings.


Here is a profile of residents getting involved locally

Number of residents


Total number of

estates Involved

Num

ber of mixed

tenure estates

Num

ber of rented estates involved

How much did this

activity cost in total

How much did this activity

cost per resi-dent

Num

ber of leasehold estates

involved

2014-2015 200 12 5 7 £11,590.00 £57.95

2015-2016 106 7 1 4 £2,041.00 £19.25 2

LOCAL MEETINGS AND LOCAL INVOLVEMENT

Different staff members including housing officers, property managers and members of the resident involvement team carry out meetings on sites and estate

improvements. These range from distributing leaflets and door knocking, to residents’ associations meetings and consultation plus estate improvements. Resi-

dents are able to get involved and talk about any issues on their estate with relevant staff members.

Outputs

Estate improvement works were discussed and approved:

New vegetable planting areas at Galileo Court and Faraday Place, Faraday Place won best child friendly garden in the Community Investment gardening

competition, wining a gardening voucher for the work, this will be used to add to the garden

Gaining feedback about changes to Thames Valley Housing such as the merger – letters were sent to all residents and two drop in sessions were held at

Premier House. Residents were given the opportunity to provide feedback

Impact: 37 residents gave feedback though different methods – letter, email, phone or attending drop in sessions

Structural repairs to the building at Butchers Row

Green space at Thames Avenue was improved

Fences put up around communal areas at Pond Side Avenue

Leasehold residents at Leddrede House took over the cleaning in communal areas

Merger consultation

letters were sent to all residents on all estates


MYSTERY SHOPPING

Residents test contacting housing officers or property managers four times a year. We use the information to check the quality of services. We give

them the scenario to test email, letter, phone and they feed back the information to us in an online form.

Outputs

The results from each round of mystery shopping are used in staff one to ones, so anomalies can be picked up with individual staff.

Overall response rates have remained reasonably stable for 2014-2016 – however since 2013 response rates have increased over 20%.

Email signatures and phone messages are now meeting company standards.

Impact: Staff are using their full name, job title, contact numbers and who to contact if unavailable on email and phone messages

In 2015/16 we tested the main 0300 467 2929 number and found that residents were able to speak to the appropriate member of staff easily and had

their enquires dealt with. 98% were answered and the shoppers where overwhelmingly happy with the with the response.

The overall response rate to all forms of contact 2014-15 - 77% (146 out of 191 shops) 2015-16 - 76% (233 out of 307 shops)

Response rate by Property Manager 2014-15 - 74% 2015-16 - 75%

Response rate by Housing Officer 2014-15 - 77% 2015-16 - 76%

Here is a profile of residents involved in mystery shopping

Number of residents


Tenants

Leaseholders

Key worker

White British

White other

Asian/A

sian Brit Indian

Asian/A

sian Brit Chinese

Aged 20—

60

Aged 60 +

Disability

No disability

How much did this

activity cost in total (including staff

costs)

How much did this activity cost per

resident (including staff costs)

2014-2015 13 7 5 1 10 1 1 1 13 0 1 12 £2,110 £211.00

2015-2016 15 8 6 1 12 1 1 1 11 4 3 12 £2,335 £155.66


RESIDENT INSPECTORS

Residents Inspectors check the quality of the cleaning and gardening on their estates. They complete a short monitoring form every two weeks or once a month

upon completion of the contractors visit. They send this back to us by post or complete inspections online. We send the results to our contractors on a weekly

basis so they can monitor performance.

Outputs

Estates where we have a resident inspector (RI) have higher satisfaction with cleaning and grounds maintenance:

Impact:

We can monitor estates where cleaning and grounds maintenance is consistently poor quality and help to improve it.

Inspectors have direct contact with the specially created Estate Inspection Officer for all aspects of their role.

In 2016 we are launching the Resident Monitor Programme which will be a scaled down version of the Resident Inspectors. Resident Monitors will inspect the

cleaning and grounds each month, and text their scores, which will be passed on to the contractors. It’is a quicker and easier way to be involved. So far we have

recruited seven residents and aim to reach ten before starting the programme.

NON RI ESTATE

51.7%

RI ON ESTATE

80%

GROUNDS 2014– FEB 2015

NORI ON ESTATE

59%

RI ON ESTATE

86%

GROUNDS 2015– OCT 2016

NO RI ON ESTATE

73.75%

RI ON ESTATE

93%

CLEANING 2014– FEB 2015

NO RI ON ESTATE

70.65%

RI ON ESTATE

91%

CLEANING 2015– OCT 2016

Here is a profile of resident inspectors

Number of residents

Tenants

Leaseholders

Key worker

Female

Male

Age 20-60

Age 60 +

Age unknow

n

How much did this activity cost in total (including

staff hours)

How much did this activity cost per

resident (including staff hours)

2014-2015 126 £45,120 £358.09

2015-2016 128 64 62 2 80 48 54 28 46 £46,120 £360.72


OLDER RESIDENTS TRIP

We invite all our older residents (Aged 60+) to join us for a free day trip. In the past we’ve had boat trips, seaside outing s and visited historic

gardens. Many residents tell us this is a highlight of being a TVH resident and they enjoy meeting other people in their comm unity.

Outputs

Many of our older residents tell us they look forward to the trip each year.

Impact: Each year we ask residents going on the trip to fill in a feedback form and we have received over 94%

satisfaction for both the 2014 and 2015 trips.

Each year the trip is heavily oversubscribed and we give priority to those that have not been on a trip before. In

2015 we had over 70 people on the waiting list and in 2014 we had 39.

We have residents attending from all over the Thames Valley Housing areas we work in and for many it’s the only time they get to

meet other TVH residents.

Impact: We’ve had residents from Reading, Farnborough, Aylesbury, Guildford, Slough and the local Twickenham area .

Due to all these factors we find its one of the most positive activities we offer. Here is a pro-file of residents who’ve been on our annual trip

Number of residents Involved

in this activity

Tenants

Leaseholders

Key worker

White B

ritish

White Irish

White other

Black/black B

rit African

Asian/A

sian Brit Pakistani

Mixed w

hite/Asian

Mixed w

hite/black Afrian

Mixed w

hite & black Carib

Asian/A

sian Brit Indian

Mixed other

Unkno

wn

Disability

No disability

How much did this

activity cost in total (inc staff costs)


cost per resi-dent (inc staff

costs)

2014-2015 50 42 8 18 4 3 1 1 1 1 3 17 5 45 £1,699.50 £37.90

2015-2016 70 51 1 2 43 2 3 1 2 2 16 15 55 £6,732 £96.17


ROADSHOWS - TVH ON TOUR

We’ve held two roadshows called Thames Valley on Tour. This helped us to widen the opportunities to meet, consult and advise residents. Residents

liked seeing a TVH presence on their site and were able to talk to the relevant staff or contractor.

Outputs

In 2014 we held our first road shows and visited 23 sites over three weeks. In 2015 we visited 18 sites over two weeks.

Impact: 138 repairs were reported, Axis completed 36 repairs on the day

On some sites we offered a ‘too big for the bin’ service and seven truck loads of rubbish were removed.

137 contact details were updated on our company wide database.

In 2015 we had a greater number of staff attending, including property managers and repairs officers. This put up costs—but enabled residents to talk to the

appropriate officer

Cleanscapes and Just Ask spoke to many residents and resolved issues as well as offering help and advice.

The Chair of the Board also attended one of the sites.

Impact: Over 90 repairs were reported to the repairs officer. Axis were able to complete a number of repairs on the day.

Updated over 70 contact details Here is a profile of residents who’ve came to a roadshow


in this activity

Tenants

Leaseholders

White

Asian

Black

Mixed other

Refused

Unkno

wn

How much did this



cost per resident (inc staff costs)

2014-2015 253 £7,328.99 £29.00

2015-2016 187 134 53 8 2 17 3 3 58 £9,612 £51.40


Here is a profile of residents who’ve attended the Unconfer-ence


in this activity

Tenants

Leaseholders

Key worker

White British

White other

Black/ Black Brit A

frican

Asian/

Asian Brit Indian

Mixed other

Unknow

n

Disability

(where know

n)

No disability

(where know

n)

How much did this


How much did this activity cost per resident (inc

staff costs)

Age 60+

(where know

n)

Age 20-60

(where know

n)

2014-2015 16 10 5 1 11 1 1 2 1 £797 £32.00 9 6

2015-2016 19 12 7 12 2 1 1 3 6 6 £858 £45.00 11 6

RESIDENTS UNCONFERENCE

The Unconference allows involved residents to discuss issues that are important to them in workshops with each other and relevant staff. It consists of a Satur-

day morning at our offices. We use the feedback to understand residents’ priorities. For the past two years we’ve had our CEO, members of the Executive team

and the Chair of the Board attend.

Outputs:

Providing residents with information about topics they may not know about and giving them the opportunity to ask questions directly to staff members.

Example of an issue was ensuring new tenants don’t have issues with suppliers because of previous tenants. We told residents that we have an agree-

ment with British Gas where they take over any historic issues allowing residents to move in without issues.

Approach to ASB was updated to provide officers with a clear steer as to what action is required.

Impact: Produced the ASB Matrix document for staff.

Giving residents’ information about our digital communications plan and showing how we will stick to it by ensuring staff are equipped for

all things digital. Residents discussed housing officers to go on social media.

Impact: All housing officers now have a tablet and have been using them regularly for 3 months. We are in the process of

analysing exactly how they are used what benefits this brings for the customers and the organisation.

Guidance on choosing a contractor for shared owners to be added to the website.

RESIDENT INVOLVEMENT STATEMENT 2015 - 2017

The TVH Resident Involvement Statement tells you how we will involve and feed back to residents in the coming year. We aim to improve our services by getting resi-

dents involved in the widest possible range of activities. We have defined our aims in four ways which describe what we want to achieve to ensure this involvement is

Our resident involvement aims are: Be inclusive by making our involvement activities accessible to as many residents as possible.

Ensure the type of involvement residents commit to is meaningful, and reflects what they tell us. Raise awareness of Value for Money and include it in as many activities as possible. Be accountable and transparent so residents are able to see they have influenced their services.

Keeping you involved

Undertake monthly satisfaction surveys and review methods and questions Staff m

emb

ers respo

nsib

le for d

elivering th

ese aims

Margaret Buchan, Fernando Jardim

Review and promote resident involvement opportunities Louise Oppe, Eleanor Morgan, front line staff, TVH

Consult with residents on changes in resident involvement and TVHA Resident Involvement, TVH

Improve the way we involve residents in designing and improving services Sarah Belsher, Eleanor Morgan

Involve residents in reviewing our equality objectives and services Scrutiny panel

Keeping you inform

ed

Publish an Annual Resident Report, Impact Assessment & R I Statement Louise Oppe, Eleanor Morgan

Engage with residents via social media Louise Oppe

Review and maintain website information Louise Oppe

Develop yearly communications plans Louise Oppe, Communications, Eleanor Morgan

Keep residents informed about changes Louise Oppe, Communications, Eleanor Morgan

Keeping local

Publicise how residents can access funding for community projects Eleanor Morgan, Louise Oppe, Community Investment

Organise events related to our work Eleanor Morgan, Louise Oppe

Getti

ng value for m

oney

Ensure resident involvement costs are publicised in the Resident Impact Assessment Eleanor Morgan, Margaret Buchan

Measure and maintain the effectiveness of the Resident Complaints Panel Eleanor Morgan, Margaret Buchan, Complaints co-ordinator

Use the TVH intranet to create virtual meeting spaces Resident Involvement

Use technology to introduce new options for consultation Eleanor Morgan

18

Each year we have to produce a Value for Money Statement for the Govern-

ments Homes and Communities Agency. This statement sets out what we have

done over the year to ensure we provide value for money.

Highlights from the statement are;

Major repairs are below average for our sector.

Our costs for managing our rented homes are relatively high compared to

other housing associations in the South East, but they are forecast to re-

duce as we move more services online and as new developments increase

our economies of scale.

We undertook a feasibility study on one of our larger schemes to increase

funding through letting out parking spaces, building extra homes and

grant funding for improved sound insulation.

The quality of our homes is good and we have few that are uneconomic to

maintain.

Average SAP rating of our homes is 72% , the national average is 50.6%.

We moved 28 households to smaller properties potentially avoiding

£24,000 worth of benefit shortfall.

Our Estates Services have now entered our fifth year of working with our part-

nering contractors and services continue to improve, with specific Resident Liai-

son Manager posts created at both Cleanscapes and Just Ask. This provides a

direct and personal contact point for all residents. Dissatisfaction with the

grounds service has fallen by 7%, which is a major achievement in a 12

month period. Residents’ satisfaction with cleaning remains high with 75% satis-

faction and 11% dissatisfaction throughout the year. We continue to manage

performance closely, reflected in the 10,107 site inspections that were complet-

ed in 2015/16, with only 2.8% failing. 39% of these inspections were carried out

by our Resident Inspectors who continue to play a major part in the success of

these services. Our contractors have provided over £40,000 worth of additional

services at no charge.

Through our Community Investment Strategy we aim to improve the life chanc-

es of our residents. We wanted to ensure we recorded and measured what we

did and how it improved peoples lives –

this is called ‘social impact’ and ena-

bles us to analyse the most effec-

tive ways of using our budget.

In 14/15 for every £1 we

spent (£150,000) was

matched by £1.81 from ex-

ternal sources (£271,500).

20

VALUE FOR MONEY

Serv

ices

like

cl

eani

ng &

gro

unds

mai

nten

ance

16p

Gas servicing 3p

Serv

ices

like

wat

er &

elec

tric

ity 1

3p

Major repairs 5p

Managing our homes including

staff costs 8% Bad debts 1p

Repairs 19p Other costs 1p

Financing borrowing &

developing new homes 36p

This chart

shows how each £1 of rent we

collected in 2015-16 was spent

annual tenants [ report 2015 2016 · 1 annual tenants [report 2015/2016 ontents ... gas boiler, 20...

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