Performance

In order to drive forward efficiency and value for money, each year we set targets based on the previous year’s performance and in comparison to other “peer” organisations, similar in size and nature to WHA.

Our overriding target is to “achieve sector leading performance across all key indicators.”

We recognise that we can’t do this overnight but year on year we are looking to improve. Performance is reported to Board quarterly and we have also established eight high level key targets for staff which are reported monthly and detailed below.

Our Assets – Compliance

Each quarter we report to our Board on the nine main areas of compliance with legislation in relation to gas, fire detection, electrical safety, legionella, asbestos, lifts, ground contamination and flooding. As one of these elements of compliance, gas safety is a good indicator of how we are performing generally, and last year we maintained 100% compliance, and we need to continue to do this to remain within the law and to keep our customers safe.

By the end of March 2022 we will have maintained our 100% performance record and we will also track our performance where we have managed to obtain gas certs at least 42 days before their expiry.

Our Assets – Average repairs completed on time

Next to staffing costs, maintaining our homes is the largest area of expenditure for WHA and we pride ourselves on our performance to carry out our repairs service within our targeted response times of 21 days for routine repairs, 2 days for urgent repairs and 1 day for emergency repairs.  In 2020/21, our service delivery was severely affected by the pandemic and the inability for us to gain access to our properties during the lockdowns.  Our annual average for  repairs being completed on time was 82.43%

By the end of March 2022, we want the average percentage of repairs to be completed on time to be no less than 97.00%

Our Viability – Empty Properties

We are fortunate to have a very high quality and well maintained housing stock, but each year, about 80 of our properties will become empty and have to be re-let. For every day they remain empty the Association loses income. Last year, for example rent lost through empty properties cost the Association nearly £14,000 with each property being empty for an average of 18.34 days.

By the end of March 2022, we want to reduce the average number of days our properties are empty to 17 days.

Our Viability – Rent arrears

At the end of last year, our customers owed us £216,458 (4.02%) in rent arrears. It’s the rent we receive that pays for the vast majority of the services we deliver, from subsidising our social value activities, helping pay for new homes, repairs and maintenance and even the wages we pay our staff. Rental income is our life blood and with the challenge of Universal Credit and Welfare reform generally it’s important that we retain our focus on income.

By the end of March 2022, the amount of money owed to WHA through rents will be no more than £223,600

Our Neighbourhood Service – Net Promotor Score

We use various methods to assess what our customers think of the service we provide. For example; every couple of years or so, we complete an Association wide satisfaction survey, at key interactions, such as when a customer gets a repair completed or as people move into their new home, or on completion of an adaptation, we try to assess how satisfied customers are with that specific piece of work or service.

This year we want to focus on “Net Promotor score” – this is essentially the recommend a friend question that you might get asked when you buy a product or receive a service. Using this score allows us to directly compare different aspects of our service, and also allows us to compare ourselves with other organisations inside and outside the sector.

By the end of March 2022, we will continue to be a top quartile organisation maintaining the net promotor score of  81 which we achieved through our STAR survey in 2019.

Our Social Value

We use a range of indicators to demonstrate the Social Value we add each year as both a direct and indirect impact of the work we do. This might range from assessing the cost saved from all the volunteer work our customers undertake, to calculating how much employment we create locally through to our own staff and the services we buy in from others.   This year as well as producing Social Accounts for the first time in our history, the two of the high level targets we want to focus on to help demonstrate our social value are:

Volunteer support – We like to encourage volunteering, be that through our customers who give up their time on our scrutiny panel, through to the volunteer programme we have in LifeTime which encourages people to active and involved. – Last year the cash value of the volunteers that supported us across WHA amounted to £42,932.  This year we want to increase that even further in aiming for £44,700.

Increasing income for our customers – A key part of our social value work is ensuring that our customers maximise their income. For example, last year, with our help, our customers directly benefited from £317,887.20 in additional income through welfare and other grants.   This year we want to ensure our consistent performance with a target of £300,000.

Our People – sickness

Sickness can be a significant cost to any organisation, it is also often a good barometer of staff engagement. Last year we lost £11,180 due to staff sickness which is lower than average and attributed to the increased level of working from home for colleagues.

By the end of March 2022 we want to ensure our cash loss though sickness does not exceed a maximum of £35,000

Open our ‘Internal Performance Measures’ gallery below, to view our month by month progress against these targets.