ANNUAL TENANTS’ REPORT 2017 2018

ANNUAL TENANTS’ REPORT 2017-2018

ANNUAL TENANTS’REPORT 2017/2018 1

CONTENTS

Welcome ................................................................................................ 2

Our performance vs our service pledge............................................. 3—5

Best bits of the year .......................................................................... 6—7

Resident Impact Assessment ............................................................ 8—9

Financial assistance ...................................................................... 10—11

Resident Involvement Statement ......................................................... 12

Value for money ................................................................................... 13

This is the 2017-18 Annual Tenant Report which publicises our performance against

the Resident Involvement pledge and provides performance outcomes against tar-

gets.

2017 was an unprecedented year for change at TVHA: We're currently holding

formal discussions to form a partnership with Metropolitan Housing Trust. Our

consultation with all of our residents, which ended on the 18th June 2018, raised

no significant objections, therefore we are aiming to complete the partnership this

Autumn.

We're currently developing detailed plans for the proposed partnership to:

• improve services for existing residents, including their digi-

tal customer service experience

• deliver c. 2,000 new homes a year of which ap-

proximately 80% will be affordable

• support investment in local communi-

ties and services which will help

tackle the challenges faced by

the most vulnerable – in-

cluding older people,

new migrants, the

long-term un-

employed and those living in poverty

You do not need to change any of your arrangements with us for the time being.

Everything, including your tenancy and rent agreements will remain the same.

In the meantime, if you would like to find out more please visit https://

www.tvha.co.uk/partnership/

New Housing Minister

We also have another new Housing Minister, Kit Malthouse, who will be meeting

tenants up and down the country to listen to their concerns and inform the govern-

ment’s work on a new Social Housing Green Paper.

When he launched these plans last September, the then communities’ secretary

Sajid Javid said the paper would be a “wide-ranging, top-to-bottom review” of the

issues facing the social housing sector and will be the “most substantial report of

its kind for a generation”.

The Grenfell Tower Inquiry

The inquiry into the Grenfell Tower disaster is fully underway in 2018 and it is likely

to be a harrowing and difficult process.

There is an urgent need for a clear understanding of what went wrong and why,

and strong demand from the public that those responsible for the mistakes are

held to account.

WELCOME TO THE ANNUAL TENANTS’ REPORT 2017/18

If you would like to know

more about any of the information

contained in this please contact us at

Margaret _ Buchan@tvha .co.uk


ANNUAL TENANTS’ REPORT 2017/18

OUR PERFORMANCE VS SERVICE PLEDGE

3

HOW WE’VE CHANGED COLLECTING DATA

Since last year’s report we have changed the way we collect data. All our surveys

are now online instead of paper. Data is automatically updated this included

surveys for planned and major works as well as our general satisfaction surveys.

We supplement this our online surveys with phone surveys conducted by Re-

naissance, a data analysis company.

This makes the process far quicker and a lot more responsive, whilst increasing

value for use. As a result, this has increased our survey samples significantly and

meant that our data is more reliable than previous years. A group of residents

tested the survey and gave positive feedback. In the following year we will move

more of our surveys online.

The benefits of our new system of data collection are

Easier to administer and more cost effective

Online surveys, can collect data in very little time. Creating online surveys

is simple and can be administered via email or social media networks

within minutes.

Capable of collecting data from a large number of respondents.

Numerous questions can be asked about a subject, giving extensive flexi-

bility in data analysis.

With survey software, advanced statistical techniques can be utilised to

analyse survey data to determine validity, reliability, and statistical signifi-

cance, including the ability to analyse multiple variables

A broad range of data can be collected (e.g., attitudes, opinions, beliefs,

values, behaviour, factual).

HOW WE PERFORMED AGAINST OUR SERVICE PLEDGE

2017-18 Target

2017-18 Performance

Performance against target

Respond to letters within 10 days 96% 98% Office visitor waiting times 96% 89%

Visitors to the office are given an appointment time. Occasionally the staff mem-ber they are meeting can be delayed. We now have a new booking system in place that will allow visitors to be seen quicker .

Respond to emails within 2 days 95% 91%

Calls returned in timescales 90% 94% Satisfaction with complaint handling 55% 53%

We are working on improving areas of complaints handling. We aim to keep resi-dents up to date on issues/actions within set timescales. We aim to; • Improve communication - ensure information is clear and accurate before it’s sent to residents and make service charge information easier to understand. • Apply refunds within reasonable timescales. • Improve communication with residents for ongoing repair matters • Have clearer information on systems so we can clarify repair responsibilities. We have; • Introduced a new complaints monitoring processes. We also capture learning when we receive formal complaints. This will mean quicker service improvement. • Improved working between TVH and our main repairs contractor (Axis). Deliver a better repairs service and resolve issues more quickly when things go wrong.

Stage one complaints closed in 30 days

70% 74%

YOUR NEIGHBOURHOOD AND COMMUNITY

2017-18 Target

2017-18 Performance


Communal Repairs within response times 80% 95%

We have worked with Axis to improve target performance since last year, Axis have since appointed more operatives and admin staff.

Tenants satisfaction with cleaning & grounds maintenance 78% 71%

Cleaning satisfaction – this has seen a 4% decrease compared to last year. Due to specific performance issues on certain rented schemes in the GU (Guildford) postcodes. These are being addressed by the contractor. Grounds satisfaction – this has seen a 9% decrease when compared to last year and is an area of concern within the Estate Services work. A new Supervisor is in place and we are addressing performance through con-tractor meetings.

Percentage of sites meeting standards with cleaning & grounds maintenance 97% 98%

MANAGING YOUR RENTED HOME 2017-18 Target

2017-18 Performance


Re-letting empty properties 21 days 17.8 days

ANNUAL TENANTS’ REPORT 2017/18 4

REPAIRS TO YOUR HOME 2017-18 Target

2017-18 Performance


Satisfaction with repairs 95% 94% Satisfaction that repairs done right first time 80% 87% Although it was a 5% improvement from last year’s performance, we recognised satisfaction that repairs done right first time was below target. We have a project that is looking at the whole repairs process from beginning to end. From I.T. systems, materials, scheduling, communication and residents needs. We will be working closely on this project with our main repairs contrac-tor, Axis. Communication has been an issue and this is something we are cur-rently addressing as part of the prototypes.

Satisfaction with contractor’s behaviour 98% 88%

Technical post-inspection repairs 11.8% 10%

Assessments for adaptations 2 weeks 5 days Satisfaction with gas safety checks 100% 100% % of gas appliance serviced this year 100% 100% TOTAL NUMBER OF RESPONSIVE REPAIRS 15,237

PLANNED REPAIRS 2017 - 18 Number of units completed

Boiler replacement 206

Kitchen replacement 138

Lift replacement 1

Bathrooms replacement 68

Window replacement 30

Aids and adaptations 15

Extractor fans 12

Total - Units 470

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 for example. We are currently up to date with our renewal programme.

ANNUAL TENANTS’ REPORT 2017/18 4 5

REPAIRS FAIR

On Saturday 24th February, we hosted our first ever Thames Valley Hous-

ing Repairs Fair here at Premier House in Twickenham. We were joined by our

contractors Axis, Cleanscapes and Just Ask.

Around 60 residents attended and chatted with all the teams and contractors.

Residents came for different reasons, but many to report repairs and hear about

how we work with our contractors. By far the most popular events of the day

were the DIY workshops where Axis demonstrated how to fix things like dripping

taps and easing locks.

Our Service Design team also told residents about their initial findings from the

Responsive Repairs Project, and were able to receive feedback on potential im-

plementations.

Residents said they had “a very productive day” and that “it was good to talk

and be understood”.

TENANCY SUPPORT

Our tenancy support team continued helping residents to sustain their tenan-

cies. We completed 201 cases, 55 of which came as a direct result of welfare re-

form. We prevented 19 court cases and 5 evictions; all together, this saved

£71,300 - money that can be used to improve services for all residents. We

helped resident’s access services such as fuel and food banks. We also helped

residents move house and buy essential furniture. Overall 91% of residents were

happy that we fully resolved their case, with one resident commenting, “Your

support, empathy and genuine care has given me a new beginning”.

BUSINESS START UP COURSE

We have continued with our business start-up courses. The courses were free

and aimed at people who were considering starting their own business or even

those who wanted to grow and expand their existing businesses. Each course is

12 weeks and focuses on creating a brand, a business plan, marketing, prod-

uct or service development and sales and customer relations. It ends

with a Dragon’s Den style event where participants pitch their busi-

ness to a panel of judges who offer feedback and sometimes

funding or trading opportunities. Last year 23 people gradu-

ated from the course and 10 businesses are trading.

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BEST BITS OF THE YEAR

5 ANNUAL TENANTS’ REPORT 2017/18

7 6

WELLBEING Community Wellbeing offers a personalised service aimed at improving health

and wellbeing, promoting independence, and helping our residents reach their

goals. We work closely with health services and local charities. The Community

Wellbeing team can address difficulties residents may be experiencing and offer

support. We also run events to give our residents the opportunity to try some-

thing different and learn new skills – we have sessions on yoga, cooking, mindful-

ness as well as life-coaching.

One attendee of the six week ‘Level Up’ Wellbeing course said,

“taking part in the Wellbeing course was like a defibrillator for me. It shocked me

into regular exercise and helped me leave my troubled life behind. I see my life

now as a clean piece of paper. I’ve learnt that what I am and what I can do is a

good thing, not a bad thing.”

WORKING IN WOKING

A project was identified in Kingsmoor Park to turn an old tree into a sculpture.

Design changes meant that the tree no longer needed to be removed, but there

was still a desire to see a sculpture in place.

It was decided there would be more benefit to the area if an artist could lead a

group of school children to design and build the artwork in consulta-

tion with the local community. The totem sculpture was launched

by the Mayor of Working with the children that designed it.

GoodGym Woking was launched in October 2017 with

financial support from Kingsmoor Park Community

Pledge Fund, the Community Foundation for Surrey and Woking Borough Coun-

cil.

The volunteers now meet for group runs every Wednesday evening and jog to

undertake good deeds with charities and community projects across Woking.

BUILDING NEW HOMES AND COMMUNITIES Over the course of last year we built 331 brand new homes for rent and 147 for

shared ownership, with 458 currently in the process of being built and 1250

more in the pipeline.

ANNUAL TENANTS’ REPORT 2017/18


RESIDENT IMPACT ASSESSMENT 2017/2018 Our Resident Impact Assessment summarises what has improved as a result of

feedback from residents as well as their involvement in the services we pro-

vide.

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

involved and the impact of their involvement. Our aim is to show how resi-

dents’ experiences of our services have improved as a consequence of their

feedback and involvement.

7

8 RESIDENT IMPACT ASSESSMENT 2017/2018

Activity Inputs Outputs

Cost Staff hours Residents involved

Tenants Leasehold Keyworker Cost per res

involved

Impacts

Resident Scrutiny Group £8,310 74 5 6 1 £676 The group monitor and question areas of our service notably repairs and leasehold issues Impact assessment and statement for 2017/18

Finalising ASB policy and procedure

Views on Customer Experience & Communica-tions Strategy

Resident satisfaction

surveys

£14,900 36 6,253 5,343 1,623 £1.13 Data from dissatisfied surveys is sent direct to the service manager and where possible the resident is contacted for more information. A monthly report is compiled & data from survey is used at senior manag-ers and Board meetings. We’ve moved surveys on line from April 2017, bringing considerable cost savings as well as an 80% saving in time.

Local meetings and local involvement -Housing officers /property manag-ers meetings with resi-dents

£200 60 40+ 50+ £2.20 Local meetings have covered things like parking, ser-vice charges, managing agents, ASB and estate im-provements. Staff are able to work directly with resi-dents to keep them informed and work with them to improve services.

Mystery Shopping £1,480 40 7 5 1 £217 74% overall response rate. The results from each round of mystery shopping are used in staff one to ones, so anomalies can be picked up with individual staff. Staff response rates show an overall rise since we started Mystery Shopping and email signatures, answerphone messages and call responses are more consistent with company guidelines.

Resident Inspectors £19,400 (vouchers)

plus £1,500

1 full time

staff mem-

ber

68 66 £144.77 Satisfaction on estates with a resident inspector is higher. Grounds – 70% compared to 86% with resi-dent inspector. Cleaning – 80% compared to 91% with resident inspector

9


FINANCIAL ASSISTANCE This section of the report details the money given to residents or community or-ganisations in areas where we work.

SMALL GRANT FUND We fund small, generally one off projects in estates and local communities. Any TVH resident, group of residents or community organisation are able to apply for a grant of up to £300. The scheme is a quick, simple and responsive way to fund small-scale projects. It allows applicants to lead on projects in their community with little fuss.

Value of Small Grants funded £294

2 estates

Christmas trees and plants

Staff time – 1 hour per application

BACK TO WORK FUND

Our Back to Work fund encourages and enable people to enter the work force and

sustain employment. Residents can apply for a maximum of £500 funding per ap-

plication to pay for things like training or qualifications, travel to and clothing for

training, job interview or a work related activity. We want to enable people to step

up their career with no financial barrier.

29 applications received

20 applications approved

£7,465.88 funds granted

Staff time - 88 hrs (includes 2 hrs per application) = £1,320

BUSINESS START UP GRANTS

We have grants available to residents who complete the business start up

course and present their business at our Dragons Den event at the

end of the course. The grants help residents who have completed the course to

kick-start their business and

19 grants provided

£7,900 grants provided

Staff time - 47.5hrs (includes £2.5hrs per grant) = £712.50

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10 RESIDENT IMPACT ASSESSMENT 2017/2018

COMMUNITY CHEST

Our community chest makes small grants to fund community projects. It is open

both to our residents and to other organisations working in our areas. The pro-

jects fall under the following 3 themes; building neighbourhoods, celebrating her-

itage and culture and working for community change. We have a panel who meet

4 times a year to make decisions on applications. Successful applications can re-

ceive grants of up to £5000. The programme allows us to help fund established

projects.

65 applications received

18 projects funded

£50,000 funds granted

Staff time – 17.5 hours of prep per meeting, 2 hours per meeting for 10

staff, 4 meetings a year, 150 total staff hours = £2250

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RESIDENT INVOLVEMENT STATEMENT 2017 - 2018

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

meaningful and effective.

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 Completed

Review and promote resident involvement opportunities Completed

Consult with residents on changes in resident involvement and TVHA To be done 2018/19

Improve the way we involve residents in designing and improving services Completed

Involve residents in reviewing our equality objectives and services To be done 2018/19

Keeping you inform

ed

Publish an Annual Resident Report, Impact Assessment & R I Statement Completed

Engage with residents via social media Ongoing

Review and maintain website information Ongoing

Develop yearly communications plans Completed

Keep residents informed about changes Completed

Keeping local

Publicise how residents can access funding for community projects Completed

Organise events related to our work Completed

Getti

ng value for m

oney

Ensure resident involvement costs are publicised in the Resident Impact Assessment Completed

Measure and maintain the effectiveness of the Resident Complaints Panel Completed

Use the TVH intranet to create virtual meeting spaces Completed

Use technology to introduce new options for consultation Completed

11 ANNUAL TENANTS’REPORT 2017/2018 12

The housing regulator no longer requires housing associations to produce an

annual Value for Money Statement. The proposed merger with Metropolitan

Housing is expected to bring savings and value for money for both organisations

due to scale and contract efficiencies.

HOW EACH £ OF RENT IS SPENT

12

VALUE FOR MONEY

Major repairs 5p

Managing our homes including

staff costs 8%

RESIDENT IMPACT ASSESSMENT 2017/2018 13

Documents

ANNUAL TENANTS’ REPORT 2017 2018