- Bernicia Homes

Transcription

- Bernicia Homes

Celebrating our homes, services and people
Annual Review 2013/14
Welcome to our annual report.
What a difference a year can make
As always we’ve worked with our involved
tenants to produce our review of 2013/14,
which includes information on:
04
Our homes
08
Customer service
12
Over the year operational performance was sustained at a good level with targets
met for rental income, void management and tenant satisfaction.
Preparations for Welfare Reform began before the start of
the year, enabling us to assess and plan to mitigate the likely
impacts on our tenants and the business. The effectiveness of
our approach is evidenced by our performance and has included
targeted advice and information, the realignment of resources
across a range of related services and the revision of policies and
working practices.
Tenancy
16
Neighbourhoods
20
Adding value
24
Involved tenants
28
Our staff
32
Financial strength and value for money
38
Future plans
The launch of our ‘successful tenancies’ pathway is designed to
instil a culture where it’s everyone’s job to help prevent tenancy
failure. This is supported by an intensive housing management
service to help new tenants who could be at risk of early failure
and existing tenants who may be struggling or facing the threat of
losing their home.
Through our award winning ‘Learning Hive’ we contributed to
the government’s agenda of helping people into work and getting
ready for work. This year, 165 people used the ‘Hive’ with 12
learners progressing into employment.
For our older residents we continue to support independence
through a wide spectrum of accommodation and services. An
additional 250 households now benefit from our community alarm
We hope you enjoy a look back over the last year.
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Bernicia Tenants Annual Report 2013/14
service, bringing total connections to almost 2,000. This service is
available to residents of any tenure, not just Bernicia tenants.
Management action has focused on improving re letting and
vacant property processes. We have seen a shift towards
improved performance which is a consequence of a change in
culture and behaviours exhibited by teams/individuals involved in
the re letting and void process. This was needed to deal with a
significant increase in vacancies during the year.
Implementation of the new service standards for repairs and
maintenance started during the year. Our new look service now
includes tenant led appointment times and is designed to make
the customer experience easier and simpler whilst getting as
much ‘right first time’ as possible.
Promises continued to be fulfilled with £13.4 million invested
improving existing homes and 127 brand new homes
being provided.
Once again we are confident that over the last year, our tenants
have benefitted from the customer focussed services we deliver.
Jeannie McMillan
Operations Director
£13.4 MILLION
INVESTED
improving existing homes
127
NEW HOMES
PROVIDED
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Our homes
Different, existing and new
Different - Underhill’s Story
Underhill, the first house ever to be lit
by electric light, was the home of the
bulb’s inventor, scientist Joseph Swan.
It was here in the conservatory Joseph
Swan laboured for years in creating a
truly stable electric light bulb.
Swan first demonstrated the light bulb at a lecture in Newcastle
upon Tyne in 1878 but did not receive a patent until 1880 after
improvement to the original lamp.
When Joseph Swan left Underhill it was initially converted into a
private grammar school and since 1983 has provided 24 units
of self-contained accommodation for Bernicia residents.
Due to its age the conservatory inevitably fell into disrepair and
became unsafe for use by residents.
Because of its Grade 2 listed status, awarded in1976, the
restoration of the conservatory was a long and complicated
process which included working with local authority planning
and conservation officers and English Heritage.
Retaining as much as possible of the original structure, work to
the conservatory was completed during April 2014 which now
provides a pleasant communal area for residents to enjoy and
be proud of its place in history.
Within our housing stock of just over 8,000 we have a diverse range of property types
which require some very different solutions when things need upgrading or replacing.
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136 years after Joseph Swan invented the first electric
light bulb, Underhill is still lit up by its active and
enthusiastic residents!
“Underhill is a lovely
building with some
of the original
features still in place.
It was such a shame
that the conservatory
could no longer be
used. It’s fantastic
for both residents and
history now that it has
been fully restored.”
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Existing - our performance
SAVINGS
Repairs
ON MAJOR WORKS
Percentage of repairs
completed on time
£4.3 MILLION
2012/13
2013/14
98.5%
98%
Improvements
Decent homes failure
2012/13
2013/14
0%
0%
The average days to complete repairs
increased. This occurred because
appointments are now agreed with tenants
instead of using the old 1, 3, 7 and 28
day priorities.
Further on in the review we look at the
challenges presented by Welfare Reform.
This also had an impact on the cost
of responsive repairs and void works,
which increased from £783 to £798 per
property, primarily as a result of additional
spend on voids. This is understandable
given a 3.8% increase in turnover.
Our ‘Affordable Warmth Strategy’ was
launched; by adopting a ‘fabric first’
approach, energy efficiency works were
undertaken to an extra 688 homes with
the help of £540,000 grant funding.
As a result of increased stock condition
information and new procurement
arrangements we were able to make
savings of £4.3 million on major works,
which allowed us to do more with the
money available in our business plans.
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New - continuing
to build and plan
During 2013/2014 we provided 127 new homes, which is
more than halfway towards our original five year target.
In doing so we reduced the average gross cost of our new
homes over the last five years by 20% (£28,000).
Satisfaction with overall
repairs service
Average time taken
to complete a repair
91%
7.5
days
91%
9.4
days
Average SAP rating
(Standard Assessment
Procedure)
Satisfaction with
quality of home
69.3%
90%
70.5%
90%
Through annual efficiencies in our business plans we acquired
14 new homes to replace some of those sold under Right to
Buy legislation.
To help continue building we submitted a bid to deliver 119
new homes across Northumberland, North Tyneside and
Newcastle as part of the Homes and Communities Agency
(HCA) 2015-18 affordable homes programme.
Our plans for the former hospital site in Ashington will provide
new homes for residents of two existing outdated sheltered
housing schemes, and an additional number of mixed tenure
units. Overall 104 new homes will be built including 40
retirement apartments with amazing communal facilities.
Plans developed to invest over £13 million
in new housing to support the regeneration
of Ashington.
Annual cost per
property of delivering
the repairs service
£783
£798
Cost per property
of delivering
improvement works
£2,832
£1,649
www.bernicia.com
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Customer
service
24 hours - We’re always there for you
After 32 years our 24 hour control centre moved from its base in North Seaton, Ashington to
our Headquarters in Ashington (normal opening hours) and our new retirement housing scheme
in Bedlington (out of hours). Our team provide an invaluable community alarm service to nearly
2,000 households and are there to respond to those unexpected emergencies that can occur
at any time.
Continuously trying
to make the difference
Susan’s story
2000
HOUSEHOLDS
with
COMMUNITY
ALARM SERVICES
“We’ve seen a lot of change over the last two years with the
complete renewal of our community alarm monitoring system, the
introduction of an emergency mobile warden service and the move
from our long term base in North Seaton.
With support from our colleagues in IT and Care and Support and
external partners, our team worked hard to bring in the changes
without any disruption to service users.
Due to the importance of this service, a seamless changeover was
essential, which, we are glad to report was fully achieved.
We provide a 24 hour community alarm service to almost 2,000
households, which is also available to anyone, irrespective of
whether they are a Bernicia tenant.
The service we provide is both challenging and rewarding, we
see this as a vital part of our approach to helping people maintain
their independence and are proud that we have managed, through
difficult times, to keep the service in house and at a low cost.
It was really nice that a person included us in a letter, sent to
a local newspaper, thanking everyone for their help when her
mother suffered a nasty fall.”
If you know anyone who may benefit from a community
alarm please call us on 0344 800 3 800.
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www.bernicia.com
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Our performance
Serving you
Enquiries dealt with at
first point of contact
2012/13
88.5%
2013/14
Listening to you
89.1%
Complaints received
2012/13
134
2013/14
Involving you
2012/13
2013/14
71
Satisfaction
with views taken
into account
78%
78%
95,
CALLS
made to our
CONTACT CENTRE
Customers satisfied
with overall access
to services
Calls answered in
30 seconds
93.5%
76.5%
93.7%
Complaints dealt
with in timescales
80.2%
Customers satisfied
with complaints
handling
93%
71.4%
99%
Tenant profile
information held
78%
Annual cost per
property of providing
our resident
involvement service
71.5%
81%
£56
£45
We’re glad to report that our performance has improved; we are now
showing some really good results for call handling and dealing with complaints.
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www.bernicia.com
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Tenancy
1 April 2013 brought unprecedented change
Why this year was different
This year we saw the biggest changes for over 60 years to how welfare benefits are awarded
and paid. The so called ‘bedroom tax’ affected just over 1,000 of our existing tenants. With
limited chances of employment or opportunities to downsize, it has been a difficult time for
households hit by reductions in housing benefit.
Steven’s story
“We knew 2013/14 would be one of the most difficult years for our
tenants as the proposed changes to welfare benefits became a reality
and the cost of living continued to rise.
1168
HOMES RE LET
A 45% INCREASE
FROM LAST YEAR
Our preparations for the main changes to housing benefit began
the previous year so we were as ready as possible to respond to the
expected impacts on our tenants and the business.
Risks in relation to the rent collection and arrears have so far been
managed. Of those tenants affected by the bedroom tax 40% have
paid the shortfall, 40% have maintained an agreement and 21% have
shown an increase in arrears.
We assisted where we could with moves to smaller properties, helping
claim discretionary housing payments and offering advice on money
management. The reality is, however, that any rent due has to be paid.
Our biggest challenge during the year turned out to be an increase
in vacancies in larger family accommodation and a decrease in
demand for these properties generated through choice based lettings
- obviously linked to the changes in housing benefit. Rent lost during
vacant periods is gone forever, therefore we had to ‘think on our feet’
to mitigate the potential consequences of this.
Across both rents and lettings our staff rose to the challenge
to help our tenants where possible, and protect income streams
that pay for services we deliver to all 8,000 households who live in our
homes.
We did this without any increase in resources and actually reduced our
annual housing management cost per property from £387 to £344”.
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www.bernicia.com
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Our performance
95%
SATISFACTION
with our
LETTINGS
SERVICE
Rent
2012/13
2013/14
Lettings
2012/13
2013/14
Tenancy
management
2012/13
2013/14
Despite a difficult year we:
• Reduced average re let times by 28%
•Reduced the percentage of income lost because of void properties
Rent collected
99.6%
99.3%
Average re let times
35
days
25
days
Tenancy turnover
10.7%
14.5%
•Reduced the number of vacant properties at the end of the year by 7.6%
• Reduced current rent arrears by 0.6%
•Collected more rent than forecast, despite a reduction on last year of 0.24%,
given the issues we faced this is considered as good performance
Current tenant arrears
3.1%
3.04%
Rent loss from voids
1.8%
1.8%
Satisfaction with
our overall service
92%
92%
Supporting tenants through Welfare Reform we:
•Helped 133 cases obtain Discretionary Housing Payments amounting to £98,000
Former
tenant arears
6.2%
3.7%
Percentage of
properties vacant
and unavailable
0.8%
0.9%
Evictions
0.6%
0.8%
•Identified 84 cases entitled to Housing Benefit refunds totalling £51,000
•Assisted with 18 transfers to smaller accommodation
• Created 1300 hours of staff time to provide additional advice to 175 cases
Write off’s
Cost per property
of providing our
rent service
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0.2%
3.13%
£109
£101
Percentage of
properties vacant
and available
Annual cost per
our lettings service
1.2%
0.9%
£79
£83
www.bernicia.com
Annual cost per
tenancy management
services
£98
£74
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Creating places where
people want to live
Keeping estates clean and tidy is really important but we recognise that
sometimes more is needed than just cutting the grass and picking up litter.
Stewart’s story
“We have some estates with high numbers of children and
young people who don’t benefit from many local amenities or
activities.
To help tackle some of the problems that emerge when young
people are disengaged or bored, Bernicia’s Community Grants
Panel awarded £1,350 to support a programme, developed
with the Neighbourhood Policing Team and local company
‘Sports Zone’, that encouraged youngsters to get involved
in football.
After organising a series of caged football events that ran
throughout July and August 2013, on Friday evenings over
a six week period, over 350 young people took part in the
sessions with many parents and adults coming along to watch
and chat with the organisers.”
Abbie, one of the children who took part, said:
Neighbourhoods
“This has been amazing and it’s given me and my friends
somewhere to come on a Friday night to socialise and play
football. It’s much better than hanging around on the street.
It was certainly quiet in Bedlington Station on Friday nights
during July and August 2013!”
Responding to different issues
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Our performance
Anti-social
behaviour
2013/14
Cases successfully
resolved
91%
93%
Satisfaction with
case handling
97%
98%
Satisfaction with
case outcome
91%
92%
Annual cost per
anti-social behaviour
service
Our estate days have been great ways to involve
whole communities in making the difference.
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2012/13
www.bernicia.com
£45
£41
Estate services
2012/13
2013/14
Satisfaction with
neighbourhood
89%
89%
Annual cost per
estate services.
£161
£144
New contractual arrangements
started in April 2013 for grounds
maintenance. Whilst there were
‘teething’ troubles in settling in the
new arrangements, these were
resolved quickly to bring areas back
up to the required standards.
A number of small schemes such as
fencing and planting were undertaken
to help solve issues with misuse
of open plan areas, which have
significantly reduced complaints
from residents.
Whilst we talk a lot about
anti-social behaviour, one of our
biggest problems was caused by
horse owners illegally tethering their
animals on or near certain estates.
In response to this we worked with
local authority partners, including
animal welfare officers, to deal
with and deter further irresponsible
keeping of horses.
Our Estate Management
Policy produced in 2014
sets out how services are
delivered by ourselves and
our partners.
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Adding
value
Doing the right things
We’ll never lose focus on our core services but where we can we’ll do that bit extra
to help our tenants through difficult times and different stages in their lives. Our
‘Learning Hive’ in Newbiggin by the Sea is one example of a project that has made
a big difference.
Different
things we do
Julie’s story
CREATIVITY
2013
I found that I’d lost my confidence and was very scared of what
lay ahead for me. I would not leave the security of my home
because I could not face being around people.
I was told about the ‘Hive’ by my Employment Advisor, she said I
needed to get out and with the ‘Hive’ being on my doorstep this
would be a good place to start.
The Learning Hive won the creativity
category at the ‘Northern Silver
Screen’ awards where Jo Boadin, Chief
Executive of the Northern Housing
Consortium said:
I met so many good people there that my confidence started
to come back. With the help of Rachel, our tutor, and other
volunteers I found a road to recovery.
I still have bad days but find it easier to get through these with
what I do when I’m at the ‘Hive’. I have completed my English
level one exam and am doing my maths to improve my prospects
of getting a job.
I’ve done so many different things at the ‘Hive’. I’ve always been
interested in arts and crafts and enjoy doing these with others.
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www.bernicia.com
AWARD
WINNER
for
“Like many people I hadn’t worked for a while as I was bringing
up my family. Then I was alone after my partner died and I fell
into depression.
I am stronger and more confident now and this is due to joining
the ‘Hive’ and meeting other people who go there.
NORTHERN
SILVER SCREEN
I was really nervous when I was asked to share my experience
on camera as part of the film we made for the Northern Housing
Consortium Silver Screen awards, but I did it and could hardly
believe that it was me when I saw the final version”.
“Bernicia’s Learning Hive project was
a worthy winner of the creativity
category. Their project, which showed
how a former community house had
been transformed into an educational
and learning resource, the Hive, was
truly inspiring”.
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10
VOLUNTEERS
make up the
fully constituted
‘Newbigginers’
Group
In recognition of
outstanding achievements
the Hive was selected as
the North East Learning in
Families and Communities
Project award winner as
part of adult learners’
week 2014.
We have plans to open our second ‘Hive’
in Bedlington Station later this year.
The Hive is just one example of how we deliver
our financial and social wellbeing objectives.
There’s also loads of activities going on in our
retirement schemes to help our older residents
stay included and active.
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34
165
PEOPLE USED
THE HIVE
36
CV’S WERE
PRODUCED
132
PEOPLE WERE
PROVIDED WITH
INFORMATION, ADVICE
AND GUIDANCE
LEARNERS
ACHIEVED
QUALIFICATIONS
10-20
12
LookwideUK run a successful youth
club from the Hive for local children.
PEOPLE EACH WEEK
USE THE HIVE FOR
UNIVERSAL
JOB MATCH AND
IT SUPPORT
LEARNERS GAINED
EMPLOYMENT
12
LEARNERS
PROGRESSED
TO EXTERNAL
TRAINING/
QUALIFICATIONS
LookwideUK exists to actively engage
and support young people in their
personal development, empowering
them to achieve their full potential.
www.bernicia.com
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Staying empowered and interested
Having involved tenants means we have significant responsibilities to help them
develop to fulfil their role in our organisation.
Audrey’s story
“Encouraging greater involvement and developing capacity is a
constant concern. However, seeing it happen and hearing the
stories of those who accept the challenge is also one of the
best rewards.
Whilst our core group of involved tenants are a relatively small
band, we constantly strive to retain and improve the skills and
knowledge we need to make sure the wider views of tenants,
which are collected and captured in a number of ways, are
interpreted and factored into Bernicia’s plans and priorities.
Once plans are formulated, it’s our job to help check they are
delivered and the aims and outcomes are achieved.
We do this by looking at performance, complaints, undertaking
scrutiny reviews which include reality checking and through our
relationships with officers.
If this isn’t for you
please remember any
feedback you provide is
really valuable.
I’ve been involved for over 20 years and still work hard and enjoy
being both critical friend and tenant champion to help make sure
Bernicia continues to listen to us and do their best for us.
Involved tenants
Bernicia supports us with training, information and officer time
to enable us to fulfil our role. Whilst Bernicia is our main focus,
believe it or not, the wider housing world is really quite interesting.
Being involved takes many shapes and forms, even by responding
to a survey, making a complaint or giving a compliment, you are
making a contribution to help us do our job!”
Help us check the difference
24
There’s always
room for people to
become a member
of a Panel or a
Customer Inspector.
www.bernicia.com
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Involvement - outcomes and impacts
32
TENANTS
were involved in our:
Scrutiny Panels
Complaints and
Compliments Panel
Community Grants Panel
Customer Inspectorate
Satisfaction data was collected across 7
service areas.
New service standards for repairs and
maintenance were developed and
implemented with our Review Group.
567 tenants participated in some
form of training.
“Thank you to everybody involved in organising the Tenant Fun
Day, it was a great day especially the barbecue. Great idea to have
the event at Bernicia, looking forward to next year.”
Our approach to involvement is to provide as many ways as possible to collect your
views and receive your feedback. Even though our ‘Fun Day’ and ‘Big Lunch’ are
for people to enjoy themselves, they are great opportunities to engage in an informal
setting and talk about things that could make our services better.
5 scrutiny reviews were undertaken by our panels
ReviewOutcome
Complaints handling
A new two stage policy was developed and agreed
Community grantsLarge grants now need to support added value priorities
Repairs parts orderingService standard agreed for specified timescales and improved communication with tenants
Rent arrearsInformation on website updated and checks introduced to ensure accurate rent statements are
sent out with arrears letters
Handling of ASBAdditional training undertaken by our Contact Advisors
As a result of learning from complaints 13 changes to service delivery were
made. Examples include improved information on dampness and condensation,
better communication between our control centre and on-site wardens following
weekends and increased use of technology in our repairs service.
71 formal complaints were made
and reviewed.
431 compliments were received.
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www.bernicia.com
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Our staff
Our people are our greatest assets
That’s what makes us different
Bernicia employs just over 370 people and we are committed to helping staff
develop the knowledge and skills they need to do their jobs well and efficiently.
As one of the largest private businesses in Northumberland
a high proportion of our staff, particularly in property maintenance,
are local people.
Our approach to how we manage and support our
staff is reflected in lower than average sickness absence and
higher levels of staff retention.
However, our commitment to local employment is not just
restricted to our own recruitment plans.
Throughout 2013/14 our contractors employed, as part of our
stock investment framework, 29 people from our local areas
including 14 apprentices.
During our ongoing affordable homes programme which currently
runs up to 2018, we anticipate that 542 people will benefit from
employment and skills opportunities including safeguarding 18
apprenticeships and creating a further 9.
We are particularly proud of our own apprenticeship programme
which provides great opportunities for people seeking careers
in business administration, repairs and maintenance, customer
service, IT, finance and housing management.
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www.bernicia.com
7.2 Days
8.1%
Sickness days per employee is 7.2
- well below an average of 8.9%.
Staff turnover is 8.1% - well below an
average of 10.9%.
Since 2008 we
have recruited 25
apprentices, 12 of
whom have been
given permanent
employment, with
the remaining 13
still completing
their training.
Comparisons are made with 35 other housing providers.
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RETAINED OUR
INVESTORS
IN PEOPLE
GOLD
AWARD
Supporting and
developing staff outcomes and impacts
Over the year we have:
• Invested £145,000 providing 330 training courses
• L
aunched e-learning modules as a cost effective and efficient
training solution
• Successfully retained our Investors in People Gold Award
•
Attained Equality North East’s Equality and Diversity
Gold Standard
• Secured North East Better Heath at Work Silver Award
• W
on best back office support service at the North East Chartered
Institute of Housing Awards
•
Been awarded Apprentice Employer of the Year by
Northumberland College
• Employed 13 apprentices on training contracts
• Supported 10 work placements
•
Hosted a training programme for 9 young people not in
employment, education or training (NEET)
• P
rovided training and employment opportunities for people with
learning disabilities
• Offered long term graduate placements to support work experience
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Lauren’s story
Lauren started her apprenticeship with
Bernicia in September 2013. Finding that
university wasn’t for her she was looking
for the right route into employment.
After a few months of part-time jobs to pay the bills Lauren knew
she needed to rethink her approach and started to look for an
apprenticeship. She trawled the internet for weeks looking for
something to catch her eye and eventually found it - a housing
apprenticeship with Bernicia.
In Lauren’s words:
“When I got the phone call offering me the job I felt like I could do
anything. My apprenticeship has changed my life for the better - it
has given me routine, a regular wage, a sense of belonging and the
skills and support to progress my career”.
Working in Care and Support Lauren was quick to learn and soon
became a valued member of the team. In March, Lauren was part of
a group of North East apprentices who worked together to organise
the Apprentice Celebration Event for National Apprenticeship Week.
This involved a visit to the House of Commons where Lauren
addressed an MP’s reception giving them an insight into what an
apprenticeship meant to her; “The skills you get cannot be learned
outside the workplace and in a good company like Bernicia the
support you receive is life changing”. And for Lauren it has been.
In June Lauren was successful in securing a permanent position with
Bernicia as Housing Co-ordinator, her confidence has grown and her
career will go from strength to strength.
www.bernicia.com
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Doing more with the same
Effectively managing our assets, sometimes, results in tough decisions. This might
mean we have to spend or invest to make savings or gains in the longer term or
ultimately stop spending on things that are no longer sustainable or viable.
John’s story
“Our starting point for value for money is to be clear about what
we are in business for. This helps us focus on the value we want to
create, so that we can ‘make the difference’. We then simply aim to
do the right things and do them right.
First and foremost we are a social landlord that strives to provide
quality homes and services and continually seeks to ensure we
operate as a sound and ethical business.
Having strong finances allows us to create financial capacity to do
things we (and our tenants and stakeholders) want to do and that
help maximise the social impact we have.
Our financial strength
and value for money
We want to deliver the services that matter to our tenants in the
most cost effective way.
Our main source of income is rent; the amount of which we can
charge is set/limited by governernent guidelines therefore we have
to get the most out what we have available to create the capacity
to do more.
Through investment in homes and services to meet existing and
future tenant requirements, we know we can continue to make a
significant contribution to the sustainability and wellbeing of our
communities.
We believe Bernicia has provided its tenants with cost effective
services during the year and we are looking to do more next year.”
To meet our regulatory requirements we have produced a full value
for money review that can be found at:
www.bernicia.com/Value_For_Money
How much it costs to make the difference
32
By controlling costs and creating efficiencies through getting good
deals and making the best use of resources, during the year, we have
been able to carry out improvement works earlier than planned, build
or aquire additional new homes, invest extra in energy efficiency,
do more to improve the look and feel of certain estates and areas
and carry on supporting social regeneration through employment,
apprenticeships and training – not forgetting that our core housing
services continued with good performance and high levels of
tenant satisfaction.
“We strive to
deliver the
services that
matter to our
tenants in the
most cost
effective way.”
www.bernicia.com
33
How we compare to our peers on cost and performance
As well as monitoring our performance
against annual targets and previous years,
it’s important to see how we compare to
other housing organisations.
High
4
Poor performance,
High cost
Each year we submit information on our
costs and performance to Housemark, a
national business intelligence organisation,
who do this for us.
1
Cost
All the data we supply is validated and fed
through a mechanism which plots out on
a dashboard (as shown), how we compare
to similar housing providers.
Good performance,
High cost
5
For 2013/14 our peer group included
35 other social landlords operating in the
North and Midlands of England.
Poor performance,
Low cost
2
Good performance and
low cost is where we
aspire to be.
The main exceptions to this are rent
arrears and collection, major works and
lettings but we understand the reasons:
2
Rent arrears and collection rates
reflect the economic circumstances
in which we operate; whilst our
performance may be slightly lower
than our peers it is in line
with our business plan assumptions.
Costs are down from last year but
performance on rent collection is
slightly lower.
4
Major works includes £3 million for
things that we needed to do to deal
with sustainability issues. However,
both costs and performance are
better than last year.
5
High levels of voids and lower
demand meant we had to invest in
our lettings service to keep properties
occupied and minimise rent loss.
Costs are up but performance is
better when compared to last year.
8
Good performance,
Low
6
3 cost
7
Low
Poor
Performance
Good
Key
1. Responsive repairs and void works
2. Rent arrears and collection
3. Anti-social behaviour
4. Major works and cyclical maintenance
34
5. Lettings
6. Tenancy management
7. Residential involvement
8. Estate services
There are somethings you can’t put a value on!
www.bernicia.com
35
Income
Expenditure
The money we collect
The money we spend
£703,000
Void rents
£740,000
£70.55
AVERAGE RENT
99.33%
£858,000
£1,644,000
Asset sales
£795,000
Other income
£321,000
Increase in cash
and debtors
VAT recovery
REPAIRS
COMPLETED
£3,209,000
Commercial property
management income
1,700
RENT COLLECTED
£39.7
£5,895,000
Gap funding grant
MILLION
TURNOVER
27,700
£36,368,000
Rental income
HOMES
IMPROVED
127
£264,000
£412,000
£2,329,000
Bad debts
Other costs
Other fixed
assets
£213,000
Loans repaid
Water rates
£2,622,000
Commercial property
management
£13,442,000
£3,938,000
Major repairs
Services
£4,125,000
Management
and overheads
NEW HOMES
PROVIDED
£0
New loans
£9,359,000
New housing
£4,246,000
Interest on loans
A full set of Bernicia’s accounts can be
made available on request.
£6,697,000
Routine and cyclical repairs
36
www.bernicia.com
37
Future
plans
What’s different next year?
We will...
• Deliver our 2014/15 stock investment programme
You too can help make a difference
If you want to comment on this report or find
out more about becoming involved please get in touch.
T 0344 800 3 800
F 01670 819844
E [email protected]
Wwww.bernicia.com
•Undertake a full asset management exercise to inform future
investment decisions
•Commence on site with 112 new properties and complete 66
new homes
•Be on site with our 104 unit flagship retirement village
in Ashington
•Commence our £3 million investment scheme at
Burnside, Bedlington
•Fully implement the revised repairs and maintenance service
standards to optimise and improve the tenants’ experience by
eliminating any remaining inefficiencies
•Review the customer contact centre and back office support
arrangements for the repairs and maintenance service
• Prepare further for the next raft of Welfare Reform
• Roll out our Brighter Futures People Strategy
•Undertake a self-assessment of our compliance with the HCA
Regulatory Consumer Standards
38
www.bernicia.com
39
Information provided by the Bernicia Group: Bernicia Group Limited is a Registered Society (No. 30268R) and is the parent company of Cheviot Housing Association Limited (No.
19086R) and Wansbeck Homes Limited (No. 30079R) which are both Registered Societies operating under charitable rules
Registered office: Oakwood Way, Ashwood Business Park, Ashington, Northumberland, NE63 0XF. T 0844 800 3 800

- Bernicia Homes

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