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 2020 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 repair cost per property

Next to staffing costs, maintaining our homes is the largest area of expenditure for WHA. In fact, with an average per property maintenance cost of £310.44 per annum we spend more than most of our peers on the maintenance of our properties. While we will continue to invest in our customers’ homes (for example this years planned maintenance budget is nearly £1 million), we need to reduce the overall costs of maintenance.

By the end of March 2020, we want to reduce the average maintenance cost per unit £300.

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 14.37 days.

By the end of March 2020, we want to reduce the average number of days our properties are empty to 13 days.

Our Viability – Rent arrears

At the end of last year, our customers owed us £171,245 (3.27%) 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 2020, the amount of money owed to WHA through rents will be no more than £161,665

Our Neighbourhood Service – Net Promotor Score

We use various methods to assess what our customers think of the service we provide. For example, this year we intend to  complete an Association wide satisfaction survey which compares our performance to that of other similar organisations across the Northwest. Also, at key moment when we interact with our customers, 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 completing our external survey to compare how WHA performs against others in relation to a whole range of areas of customer satisfaction.  Our aim will be to at least maintain our position as one of the best providers in the sector in relation to Customer satisfaction.

By the end of March 2020, we will have completed our external satisfaction survey, have shared the results and an action plan with our customers and we want to be able to celebrate at least maintaining our previous position as one of the best providers in the sector.  Continuing to be top quartile organisation maintaining the net promotor score of 71 which we achieved through our last survey 2016.

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 £73,964.64. This year we want to increase that even further in aiming for £81,400.

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 £256,928.03 in additional income through welfare and other grants.   This year we want to increase this figure further with a target of £286,000.

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, nearly £52,000 due to staff sickness and although we tried to respond to this through support from other staff and additional temporary posts, there will have inevitably been an impact on quality of service to our customers, and we need to try and reduce this where we can.

By the end of March 2020 we want to reduce our cash loss though sickness to a maximum of £45,000