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ANNUAL REPORT October 2013

Annual Report 2013

Another Great Year at APH

2012/13APH recorded excellent year-end

performance across our service delivery

although the effects of the recession and

some decisions preparing for welfare reform,

has impacted on rent collection (now

98.10%) and the level of current arrears

(2.87%). The fantastic partnership of tenants,

staff and Board has collectively helped us to

face these challenges and to ensure we

continued to perform well compared to our

peers. Empty properties are turned round on

average in 19 days which is performing

ahead of other Associations but this has

been affected by increased pressure on

lettings due to the bedroom tax rolled out

on the 1st April 2013.

On average 99% of all responsive repairs

were completed within the agreed target

time and the new appointment system is

working really well, offering increased

choice to tenants.

The Pioneer Panel, independently recruited

volunteers who perform a tenant scrutiny

role of our services, have received and

participated in extensive development and

training for their role. They have presented,

to Board their first scrutiny review, with

management actions

on gas servicing and

already many of their

recommendations have

been implemented.

Their contribution to

improving our services

will be a key factor for

the future. The Panel

and Pioneer People

have both been

working to develop

their social media

presence and they

continue to record

successes and offer

opportunities for others

to join them.

The Ashton Pioneer social media strategy has

developed and with nearly 1,000 followers on

Twitter and 200 Facebook ‘LIKES’, we are

communicating more effectively with our

customers and stakeholders. Please log-on and

find out more as it’s a great way of finding out

what is going on and keeping you informed.

Remember that as a non-profit making

Company, if we can save our customer’s money

with more cost effective e-communication

then it will benefit all our tenants!

We organised several roadshows (e.g. at

Church in the Middle) back in the autumn of

2012 to explain and raise awareness of the

pending welfare reforms and the impact that

they may have on our tenants. These were

very well attended and allowed us to start

work with those affected before the various

reforms were actually implemented.

Finally, I would

like to record

sincere and

heart-felt thanks

and recognition

on behalf of all

our tenants,

Board and staff

as well as many

members of our

local community,

for the massive

c o n t r i b u t i o n

which our dearly departed friend and

colleague, Linda Fletcher, gave to Ashton

Pioneer Homes. Firstly, as a member of

RAWTARA, and then as member and more

latterly Deputy Chair of our Board. Linda, you

will be sorely missed.

Thank you for your support during my year as

Chair of Ashton Pioneer Homes. We will strive

to continue to deliver Linda’s legacy of working

together towards a better place to live.

My second year as Chair of the Board at Ashton Pioneer Homes has been far more challenging and has been focused on forward planning because of welfare reforms. This report covers the year ending March 2013 and will also touch on some of the steps we are taking to prepare for the future.

Colin McCord Chair of Ashton Pioneer Homes

WHAT’S INSIDE?PAGE 2 PAGE 3 PAGE 4 PAGE 5 PAGE 6-7 PAGE 8 PAGE 9-10 PAGE 11-12 PAGE 13

THE PIONEER

WAY UPDATE

VALUE FOR

MONEY

STANDARD

REVIEW

GOVERNANCE

& FINANCIAL

VIABILITY

STANDARD

REVIEW

TENANT

INVOLVEMENT &

EMPOWERMENT

STANDARD

REVIEW

TENANCY

STANDARD

REVIEW

NEIGHBOURHOOD

& COMMUNITY

STANDARD

REVIEW

HOME

STANDARD

REVIEW

KEY

PERFORMANCE

INDICATORS

CHIEF

EXECUTIVE’S REPORT

& SUMMARY -

THE LOCAL

OFFER 2014

2 Annual Report 2013

ANNUAL REPORT

The Pioneer Way Update

1. INFORMATION TECHNOLOGY: Throughout 2012/13 a great deal of work

reviewing and improving our website has

taken place. Due for launch before the end

of 2013, our new interactive website will

offer improved facilities. We are also

developing a system which will improve our

efficiency and allow tenants to be able to

view their rent accounts in a secure way. We

have given free internet access for any APH

tenant via a computer in reception and we

have also facilitated free computer and

internet access at the Ryecroft Tenant Base

in partnership with REACH Tenant Group.

2. CUSTOMERS: As you will no doubt

be aware, our staff have been busy collating

data to give us improved customer insight.

This is helping us to target our resources

more effectively and also to help tenants

impacted by the welfare reforms. Our new

computer system will enable us to use this

data more effectively to further improve our

services. We have developed The Pioneer

Panel working in partnership with tenants

and with the help of an independent advisor

we have trained a team of them to review

and scrutinise our services. In January 2013

The Pioneer Panel completed a review of our

gas servicing - their first project.

3. TENANCY MATTERS: In 2012/13

with the help of tenants we reviewed our

allocation system which now provides

greater priority to local people

and residents that provide a community

contribution. The development of the

SASSHA2 system will enable us to develop

greater transparency and efficiencies in

this area. In the light of the changes

introduced by Welfare Reforms, APH staff

have been reviewing all working practices

and are now better trained than ever in

relation to welfare benefits issues and in

ways to support our tenants who are

experiencing difficulties.

4. POLICY: Thanks to the help of local

people, during 2012/13 the various APH

Housing Management policies have been

streamlined into one comprehensive housing

management policy. Work has already

begun into developing a linked Customer

Service policy.

5. REPAIRS AND MAINTENANCE: 2012/13 saw the introduction of a more

flexible customer appointment system with

more detailed contractor appraisals being

introduced. In addition, our tenants report

that our contractors are communicating

much better with them.

6. PERFORMANCE: In 2012/13 APH

joined ‘Housemark’ and ‘Skills & Projects’.

These new partnerships enabled us to

compare and contrast our performance

(benchmark) with other Housing

Associations across both the north west and

nationally. Benchmarking helps us to

identify potential development areas and

provides an opportunity to learn from and

share best practice with other high

performing Associations.

As a tenant of Ashton Pioneer homes you will be aware that the Pioneer Way defines the culture of our Company and is the framework we use for our continuous improvement philosophy. Working in partnership with our residents on a shared goal of “working together towards a better place to live” the Pioneer Way has evolved over the past few years. It now defines a way we can identify areas for improvement, as defined through a combination of feedback and self-assessment.

We have identified six key improvement areas.

Complaints and feedback

0

2

4

6

8

10

12

14

16

18

Upheld Not Upheld

Upheld Not Upheld

Upheld Not Upheld

Upheld Not Upheld

Upheld Not Upheld

Upheld Not Upheld

Upheld Not Upheld

Repairs & Maintenance

Customer Services Governance Rent Housing Management

Neighbourhood Services

Estate Services

April 12 - March 13

Yearly Complaints April 12 - March 13 (Service Areas)

Between 1st April 2012 and 31st March 2013 we received a total of 32

complaints of which 26 were upheld or partially upheld meaning we

felt they were justified. We want to learn from our mistakes so we

have introduced a Complaints Closure Survey and our Tenant Panel

are carrying out a full review.

We will, of course, also continue to use customer feedback as part of

the Pioneer Way continuous improvement plan. Our Repairs and

Maintenance Service received the highest number of upheld

complaints and we have worked hard to make improvements in this

area, including:-

• Improvingcommunicationviaregularmonthlymeetingswith

our two main contractors Redmire and Hadfield & Britain and

introducing contractor appraisals.

• SupportingourEstateServiceTeambyemployingnew

Apprentices who are receiving close internal mentoring,

practical on-site training and college day release. In return

they’re achieving distinctions in results!

• Providingcontinuingsupportanddevelopmentofourexisting

Estate Service Team to enhance their existing skills.

• Introducingnewfeedbacksurveysinkeyserviceareassuchasour

Gas Servicing Contract, so we can evaluate and learn.

We also record all compliments so we know when we’re getting it right


ANNUAL REPORT

Value for Money

WHAT WAS NEEDED?

YOU WANTED US TO…OUR OFFER TO YOU WAS… WE ACHIEVED…

Provide services that offer the best quality within the available budget.

To agree a Value for Money (VfM) Strategy and action plan in partnership with local residents as well as a timetable of VfM service reviews to deliver more efficient and effective services.

Resident membership of Performance Group enabled tenant input.Established a programme of reviews with delivery since 2013.

Compare our services and operating costs with other similar landlords to improve services.

To develop ways with residents to give better value for money.

Carried out an all services review with benchmarking of results to support continuous improvement.

Make sure we develop competitive processes for all our services.

To involve residents in tender evaluation processes taking into account local priorities.

The services review carried out, identified every element separately to tenants.

Evaluate our impact on the environment and look for more cost effective and environmentally friendly ways of delivering services.

To measure our impact on the environment and promote recycling and waste reduction. To examine alternative sources for a reduced environmental impact.

Continued encouragement of recycling.Maintained involvement with all green issues in neighbourhood.

Maintaining ‘Value for Money’ (VfM) and efficiency are the cornerstones on which Ashton Pioneer Homes culture is built and our aim is to fully integrate VfM into our Planning, Performance Management and Resident Involvement structures.

These include among others:• BenchmarkingwithotherAssociationsoncost and performance

• ResidentScrutiny

• Performancemonitoring

• In-depthServiceReviews

Performance GroupOur Performance Group consists of representatives of the Board of

Ashton Pioneer Homes, staff and tenants and is the body driving the

VfM agenda through the company. Its Terms of Reference include:

• EnsuringcompliancewithregulatoryValueforMoneyStandards

• Producingaprogrammeofcostreduction/serviceimprovement

actions

The APH efficiency drive is about:

• Costcutting

• Improvedqualityandquantity

• Enhancingservicestotenants

• Obtaininganappropriatebalancebetweencostsandquality

New Year will see a new Service Charge Policy and Procedure based on

the engagement, involvement and consultation of local residents.

The Environment and impact on societyAshton Pioneer Homes have already taken significant steps towards

managing our environmental impacts. However effective policies will

continue to be implemented to reduce the levels of consumption of

utilities and non-renewable resources. APH will actively promote

recycling internally and externally.

Significant improvements have already been made in a number of

areas relating to energy efficiency and conservation, e.g.:

• Sensoredcommunallightingintowerblocks

• Locatingrecyclingbring-sitesonourestates

• Locatingrecyclepaperbinsinofficeareas

• EstatePlayArea,timbernotsteel


ANNUAL REPORT

Governance & Financial Viability

WHAT WAS NEEDED?


Provide effective Governance to deliver the aims and objectives of the organisation.

To publish the minutes of all Board Meetings.

Increased tenant involvement and membership of working groups.

Minutes of Board Meetings were published.

Ensure there is at least one tenant on the Board.

To ensure that one third of the Board places are filled with democratically elected Tenant Directors.

Compliance with desired outcome but to consider continuous improvement, our election system will be reviewed during 2013/2014.

Manage our resources effectively to ensure our viability is maintained.

To ensure all accounts are externally audited and published annually.

The introduction of new systems of internal control provided good assurance.

Financial ViabilityAPH must sustain its viability. We must

provide a firm foundation for our future. To

complement our pursuit of excellence in

governance and across our business areas in

general, the Company has a clear corporate

planned objective of continued sustainability

and financial viability for the future.

In terms of regulatory requirements, APH

should and does ensure that:

• Effectivecontrolsandproceduresarein

place to ensure security of asset and the

proper use of public funds

• Effectivesystemsareinplacetomonitor

and accurately report delivery of our plans

Effective business and financial planning,

financial regulations, medium and long term

forecasting, cash-flow management systems

and effective budgetary control were all in

place during the last 12 months and were

closely monitored to address essential risk

management.

GovernanceAPH adopted and developed a representative

model based on a membership comprising

three constituencies with 4 members in each:

Tenant Directors (taken from our existing

tenants)

Council Nominated Directors (nominated by

Tameside MBC)

Independent Directors (selected to provide

specific skills, experience, expertise to

complement the other membership)

The Board carried out annual reviews of

members’ effectiveness through self

assessment and Board appraisal using the

National Housing Federation’s “Code of

Excellence in Governance”.

Governance arrangements should ensure that APH : • Adherestoallapplicablelegislation

• Complieswithgoverningdocumentsand

all regulatory requirements

• Isaccountabletotenantsandrelevant

stakeholders

• Hasaneffectiveriskmanagement

framework

INCOME AND EXPENDITURE ACCOUNTFOR THE YEAR ENDED MARCH 2013 (all numbers in £000)

2013 2012

Turnover 3,810 3,689

Operating Costs (2,728) (3,034)

Operating surplus / (Deficit) 1,082 655

Surplus on sale of Property 3 0

Interest Received 7 3

Interest Paid (632) (639)

Surplus / (Deficit) for the Year 460 19

Transfers To / (From) Reserves 0 0

Total Surplus / (Deficit) for the Year 460 19

BALANCE SHEETAS AT MARCH 2013 (all numbers in £000)

2013 2012

Fixed Assets 10,390 10,888

Current Assets 2,787 1,757

Total Liabilities (706) (533)

Total Assets less current liabilities 12,471 12,112

Long Term Creditors 12,262 12,262

Capital and Reserves 209 (150)


ANNUAL REPORT

Tenant Involvement & EmpowermentUnderstanding and responding to the diverse needs of tenantsWe are measured on how we understand and respond to the diverse needs of tenants by the HCA Homes Standard. The HCA require APH to:• ShowhowAPHunderstandsthedifferentneedsofcustomers,ensuringequalopportunitiesforallcustomers including those with additional support needs

WHAT WAS NEEDED?


Understand our customers’ needs.

Research our customers’ needs, aspirations and offer choice with how we communicate with them.

We have collected data on our customers to provide us with greater customer insight. This will help us target resources and help those tenants affected by the welfare reforms.

To see complaints resolved as quickly as possible and avoid being escalated to a formal complaint.

Resolve as many complaints as quickly and informally as possible.

We have published a number of complaints which have been upheld/partially upheld and broken this down into service areas. We want to learn from our mistakes and so we will keep detailed records of changes we make as a consequence of feedback and publish them for our customers on an annual basis.

Deal appropriately with all written correspondence (including formal complaints).

Respond to all letters, emails and social media customer contacts within 10 working days of receipt. Where this is not possible we will advise accordingly.

We have started to review Customer Service Policies and Procedures with both staff and customers. We will agree and set standards for how we will respond to all correspondence in accordance to customer need.

Exploit modern communication opportunities to communicate better with tenants.

Develop a wider range of options for communication with APH including expandinge-correspondence, sms text messaging and social networking options.

We have provided a computer in our reception area for our customers to access the internet for free, we have also worked in partnership with REACH to facilitate free computer and internet access in the Ryecroft Tenant Base. We have set up a database of emails for our customers who have highlighted this as their preferred contact method. Our new website will be launched later this year.

Listen to tenants, take their views on board and involve them in decisions on housing matters through the Pioneer Way.

Continue to work with, develop and support resident groups as well as promoting a range of opportunities for involvement.

APH has continued to raise awareness of involvement methods. Pioneer People continues to be the umbrella group to improve communication and involvement and provide feedback to APH .

Enable residents to get involved in developing local service offers and monitoring service standards.

Further develop opportunities for Resident Auditors and structured resident scrutiny of services.

We have worked in partnership to train and develop the Pioneer Panel and they completed their first review of Gas Servicing. This will be further enhanced when we train members of Pioneer People to become Mystery Shoppers so they can support the Panel.

Develop more sophisticated communication methods for tenants.

We will develop and improve our website, Pioneer News and review communication methods amongst local resident groups.

We have continued to work with residents to produce Pioneer News. Our new website will be interactive for our customers. Pioneer People and Pioneer Panel have launched their own Facebook and Website pages.


ANNUAL REPORT

Tenancy Standard ReviewAllocations• Letourhomesinafair,transparentandefficientway and demonstrate how we make best use of the housing we have available

• Arecompatiblewiththepurposeofhousing

• ContributetotheLocalAuthoritiesstrategichousing function and sustainable communities

Rents• Chargerentsinaccordancewiththeobjectivesand framework set out in the Government’s direction to the TSA in November 2009

• Offerandissuethemostsecureformoftenure compatible with the purpose of the housing and the sustainability of the community. Meet all applicable statutory and legal requirements in relation to the form and use of tenancy agreements

WHAT WAS NEEDED?


Agree with Tenants a minimum standard for repairing empty properties.

To work closely with the Residents Panel and Pioneer People to ensure our void standards are maintained.

Properties repaired to the agreed standard. A review of the void property standard. A survey of new tenants to help us continually improve.

Publish our Property Allocations Policy and give feedback on our performance.

Launch the new Allocations Policy. Continue to recognise community contribution.

Transparent property allocations giving equal priority to transferring tenants and recognising community contributions. A survey of new tenants to ensure the whole process was seamless.

Develop and deliver schemes to address under occupation and overcrowding for tenants that may be interested.

To promote incentives for tenants to free up larger properties to support demand.To actively participate in HomeSwapper.

Increased housing options for tenants and applicants making the best use of our homes.Helped tenants register and proactively use HomeSwapper.

Set rents and service charges using Government formula and guidelines.

We will tell you how your rent is calculated and consult with you prior to agreeing the service charge.

More transparent information and communication relating to our rents and service charges.

Offer a confidential rent and money advice service.

Provide free and confidential advice, guidance and support about welfare benefits, welfare reform and managing your rent.

Along with our partner agencies we have ensured that tenants received advice on money and debt matters helping them keep their homes.

Maximise the collection of rent and service charges.

Offer a range of convenient ways to pay your rent 24 hours a day, including 24 hour cash collection, AllPay, Direct Debits, Standing Orders and debit/credit card options.

Offered a firm but fair approach whilst continuing to chase outstanding debts, including those accrued by former tenants.


ANNUAL REPORT

Source of Referral

NUMBER PERCENTAGE

Direct Application 82 77.35

HA Lettings only - Nominated by LA

15 14.15

HA Lettings only - Referred by LA 1 0.94

Internal Transfer 8 7.54

Head of Household - Economic Status

NUMBER PERCENTAGE

Full Time Work 40 37.74

Full-time Student 4 3.77

Job Seeker 17 16.04

Long Term Sick/Disabled 23 21.7

Not Seeking Work 10 9.43

Part-time Work 10 9.43

Retired 2 1.89

FULL TIME WORK

FULL TIME STUDENT

JOB SEEKER

LONG TERM SICK/DISABLED

NOT SEEKING WORK

PART-TIME WORK

RETIRED

Ethnic Origin of HouseholdNUMBER PERCENTAGE

Asian or Asian British: Indian 2 1.88

Asian or Asian British: Pakistani 4 3.77

Black or Black British: African 2 1.88

Black or Black British: Caribbean 1 0.94

Black or Black British: Other 2 1.88

Chinese or Other: Other 2 1.88

Mixed: White and Black Caribbean 1 0.94

White: British 76 71.69

White: Irish 1 0.94

White: Other 15 14.15

ASIAN OR ASIAN BRITISH: INDIAN

ASIAN OR ASIAN BRITISH: PAKISTANI

BLACK OR BLACK BRITISH: AFRICAN

BLACK OR BLACK BRITISH: CARIBBEAN

BLACK OR BLACK BRITISH: OTHER

CHINESE OR OTHER: OTHER

MIXED: WHITE & BLACK CARIBBEAN

WHITE: BRITISH

WHITE: IRISH

WHITE: OTHER

NUMBER PERCENTAGE


ANNUAL REPORT

Neighbourhood & Community Standards• KeepneighbourhoodsandcommunalareasonAPHestatescleanandsafe.• Workwithpartnerstopromotesocial,economicandenvironmentalwellbeing.• Preventandtackleantisocialbehaviour,alongsideotherpublicagencies,inareaswhereweownproperty.

WHAT WAS NEEDED?


Keep all communal walkways clean and all spaces mowed and weed free with trees pruned.

To continue to provide an enhanced litter picking service beyond Council Services using our Estate Services Team and employing a local grounds maintenance contractor.

Residents involvement in agreeing standards and monitoring.

Daily litter picking.

Continued partnership working with Greenscape who provide a grounds maintenance service.

Keep all internal communal areas clean, safe and secure.

To provide a 24 hour neighbourhood service to clean communal areas, respond to nuisance complaints, provide a concierge service and monitor CCTV.

Continued provision of this unique service for our tenants.

Agreed standards set with the Residents Panel and Pioneer People and monitoring of these standards.

Neighbourhood Services Team reviewed to ensure value for money.

Make all tenants aware of their rights and responsibilities regarding Anti Social Behaviour.

To work in line with our new Anti Social Behaviour Policy and new RESPECT Action Plan agreed in partnership with residents and partner agencies.

Anti Social Behaviour procedures reviewed and work in line with the Respect Action Plan continued.

Carried out surveys following the closure of cases to ensure the best service possible was provided.

Work in conjunction with TMBC, Greater Manchester Police Service and other partner agencies for the good of all residents.

Make sure Anti Social Behaviour is easy to report in confidence with appropriate support given to victims and witnesses.

Continue to provide a 24 hour response to Anti Social Behaviour complaints but will also introduce a victim vulnerability assessment.

A continuation of our 24/7 service with advice and support given and an action plan agreed with complainants.

APH provides a 24 hour estate management and reporting service for anti social behaviour and has trained staff who can use a range of methods to prevent and deter all forms of antisocial behaviour.

APH worked with partners such as Tameside Council and Greater Manchester Police to maintain and improve our local neighbourhood. Our staff attended meetings and carried out estate inspections in these areas to identify issues which were of concern to them. APH provided a 24 Hour Neighbourhood Service which included CCTV monitoring, estate patrolling and general caretaking services. We worked with partners to help find housing and support solutions for our tenants and our trained staff provided support services through their annual visiting programmes.


ANNUAL REPORT

Home Standard ReviewWe measure our

maintenance serviceby the HCA Homes

Standard.

The HCA require APH to:• Offerchoicetoourcustomerswherewecan• Aimtocompleteallrepairs“RightFirstTime”• Ensurethatwemeethealthandsafetyrequirements for our customers’ homes

WHAT WAS NEEDED?


Maintain the Government’s Decent Homes Standard.

To continue to meet the Decent Homes Standard.

We continue to meet the Decent Homes Standard and our Asset management systems will ensure that this continues.

Provide you with a cost effective repairs service, that offers you choice and emergency repairs service out of normal working hours.

Residents have been involved in shaping the service and agreeing “right first time” definition.

“Right first time” definition was agreed with Repairs Panel. We now monitor the percentage of repairs that were completed and look to enhance the service based on findings.

Offer tenants choice about how and when a repair will be completed, as well as a variety of options for reporting a repair.

Tenants can now arrange a repair appointment time, followed by a text message, e-mail, letter or courtesy call. Contractors should call or text you if they are going to be late. You may also be contacted to see if you were satisfied.

Our aim is to have all repairs linked with appointments to suit you. We also contact 10% (as a minimum) by phone or text to ensure your satisfaction and to learn from any problems that may have arisen.

Ensure value for money by achieving competitive prices and ensuring we can demonstrate a balanced approach between planned and responsive repairs to control overall costs.

Tenants continue to have a say in helping to shape value for money and asset management strategies via various working groups.

We have Steering Groups which look at both asset management and value for money strategies. We will look to develop this further with resident involvement.

Comply with all health and safety legislation and guidelines for your home and Community.

Safer homes and communities with residents monitoring standards through the APH Health and Safety Working Group. Specialist advisors will also support APH with risk assessments etc.

We have appointed a new Health and Safety consultant and set up a new Steering Group.

The financial year 2012/2013 presented all

the usual challenges to the Maintenance

Department over the year.

During the period, a total of 4,564 repair

orders (reactive and void) were issued to Estate

Services, Neighbourhood Services and external

contractors. The proportion of work being

dealt with in-house (Estate Services and

Neighbourhood Services) rose from 19% in

2011/2012 to 23% this year. The move to bring

more repairs in-house will continue in future.

The number of void repairs issued during the

year was 769, a 15% increase on the previous

year and possibly partly due to changes in the

Welfare Reform system.

During 2012/2013 we continued to focus on

planned maintenance works. These included;

• Replacementofdefectivecentralheating

boilers (£42,377)

• Plannedexternal/internalredecoration

(£60,000)

• ConcreterepairstoRichmondParkTower

Blocks (£20,000)

Our planned maintenance programme is an

essential component of our Estates Strategy to

ensure that all our properties meet the Decent

Homes Standard required by the Homes and

Communities Agency. It is recognised that

‘planned’ works provide a better opportunity

to ensure value for money and the projected

spend for 2013/2014, approximately £500,000,

is a significant increase on last year.

The projects include;

• UpgradingofbinstoresatTowerBlocks

(£26,600)

• Plannedexternal/internalredecoration

(£31,887)

• FireSafetyImprovements(£47,523)

• Ventilationimprovementsmaisonettes/

low rise flats (£84,109)

• Replacementofdefectivecentralheating

boilers (£100,000)

• VehicleGateModifications(£49,000)


ANNUAL REPORT

REDMIRE

HADFIELD & BRITAIN

ESTATE SERVICES

NEIGHBOURHOOD SERVICES

TECHNOLOGY SOLUTIONS

METRO DIGITAL

OTHER

Total Repairs - Reactive & Void 2012/2013

Redmire 2032

Hadfield & Britain 876

Estate Services 585

Neighbourhood Services 457

Technology Solutions 201

Metro Digital 65

Other 348

TOTAL JOBS 4564

REACTIVE MAINTENANCE

VOID REPAIRS

PLANNED MAINTENANCE

Repair & Maintenance Costs 2012/2013

Reactive Maintenance £275,698

Void Repairs £172,385

Planned maintenance £314,198

TOTAL JOBS £762,281

GETTING BETTER EVERY DAYAt APH we aim to continuously improve by learning

lessons from how we operate on a daily basis and by

comparing that with how other housing associations

and businesses work. This is known as ‘benchmarking’.

By using benchmarking, we can learn how well APH is

performing in a number of specific areas and we

produce Key Performance Indicators (KPI’s) to

demonstrate to tenants, the Board and staff how

successful we are. By studying comparative information

from other businesses we can work out what makes

them successful and develop our own plans on how to

incorporate their best practices into how we operate.

Here are a number of KPI’s collated during the year

2012/2013 that demonstrate how APH is performing.

How We Have Performed In Key Service Areas


ANNUAL REPORT

ACTUAL TARGETNATIONAL AVERAGE

SMALL HA AVERAGE

Q1 2011 15.69 21.00 27.40 29.00

Q2 2011 12.09 21.00 27.00 35.50

Q3 2011 11.48 21.00 25.40 30.00

Q4 2011 12.60 21.00 24.30 14.55

Q1 2012 7.00 21.00 31.53 21.26

Q2 2012 12.52 21.00 24.82 22.67

Q3 2012 13.30 21.00 25.39 20.14

Q4 2012 19.54 21.00 25.54 22.68


Q1 2011 79.00 70.00 66.20

Q2 2011 86.00 70.00 65.95

Q3 2011 77.00 70.00 67.29

Q4 2011 50.00 70.00 68.77

Q1 2012 60.00 70.00 66.01

Q2 2012 74.19 70.00 62.79

Q3 2012 70.00 70.00 65.83

Q4 2012 75.00 70.00 63.75


Q1 2011 0.00 15.00 16.84

Q2 2011 0.00 15.00 16.50

Q3 2011 0.00 15.00 17.33

Q4 2011 0.00 15.00 17.00

Q1 2012 0.00 15.00 17.00

Q2 2012 5.60 15.00 20.00

Q3 2012 4.00 15.00 18.00

Q4 2012 4.00 15.00 17.13

AVERAGE RE-LET TIME (CALENDAR DAYS)

% OF PROPERTIES ACCEPTED ON FIRST OFFER

AVERAGE TIME TAKEN TO ANSWER TELEPHONE CALLS (SECONDS)


ANNUAL REPORT


SMALL HA AVERAGE

Q1 2011 79.94 80.00 90.00 91.85

Q2 2011 65.61 80.00 90.10 95.30

Q3 2011 78.00 80.00 90.97 96.73

Q4 2011 79.00 80.00 92.10 93.13

Q1 2012 87.00 80.00 97.22 89.30

Q2 2012 91.68 80.00 94.75 93.48

Q3 2012 90.00 80.00 91.33 95.03

Q4 2012 95.00 80.00 92.59 96.21


SMALL HA AVERAGE

Q1 2011 100.00 98.00 99.46 100.00

Q2 2011 100.00 98.00 99.27 100.00

Q3 2011 100.00 98.00 99.07 100.00

Q4 2011 99.00 98.00 99.31 99.72

Q1 2012 99.50 98.00 99.37 99.93

Q2 2012 99.10 98.00 99.38 99.89

Q3 2012 99.00 98.00 99.25 99.92

Q4 2012 100.00 98.00 99.15 99.88

% OF EMERGENCY REPAIRS COMPLETED WITHIN TARGET

% OF REPAIRS COMPLETED RIGHT FIRST TIME


SMALL HA AVERAGE

Q1 2011 100.00 99.99 99.83 100.00

Q2 2011 100.00 99.99 99.90 100.00

Q3 2011 100.00 99.99 99.91 100.00

Q4 2011 100.00 99.99 99.99 100.00

Q1 2012 100.00 99.99 99.81 99.91

Q2 2012 100.00 99.99 99.94 100.00

Q3 2012 100.00 99.99 99.97 99.97

Q4 2012 100.00 99.99 99.95 99.91

% OF DWELLINGS WITH A VALID GAS SAFETY CERTIFICATE


ANNUAL REPORT

Our Local Offer for 2014/15

CHIEF EXECUTIVE’S

REPORTAshton Pioneer Homes is committed to providing all our customers with a local service offer for each financial year. The consultation for our Local Offer in 2014/15 will begin in November 2013 and will

be published in April 2014.

We will continue to report in this format on our performance for the previous financial year each October via an Annual Report. Our aim at APH is to offer all APH tenants a wide range of opportunities to be involved in the management of your housing and to influence priorities, housing-related policies and the delivery of services. From November 2013 we will be consulting with tenants and providing them with opportunities to agree local offers for service delivery. We will be working closely with Pioneer People and the Pioneer Panel to agree how we should be consulting with you in terms of our Local Offer for 2014 and beyond.

What does the future hold for APH?The impact of the Government’s Welfare Reforms is a major concern for tenants and all social landlords. Our initial work has been on raising awareness, providing advice and helping lessen the adverse effects of the changes for tenants. We realised that it was important that our tenants understood when and how they would be affected by the benefit changes. We will continue targeting those tenants that our staff believe are being adversely affected by the changes so we can assist with help and advice.

We have been collecting information about all of our tenants in order to be able to improve services for you, so please complete all requests for information including customer insight forms so staff can target resources and do their best to help you.

Commencing 1st April 2013, Welfare Reforms brought the bedroom tax / spare room subsidy followed by the national pilot for Universal Credit (UC) trialled here in Ashton-u-Lyne, followed by the benefit cap. Applications for UC had to be completed on-line so we provided free internet access in Reception and with REACH, have provided internet access at the Tenants Base. Look out for free training on how to access and use the internet and these facilities.

Our more user-friendly website continues to develop and when completed, you’ll be able to pay rent on-line, view your own rent account details securely and access a range of other services.

I did indicate last year that APH would be developing greater customer transparency. Reports such as this and the performance updates in our newsletters provide tenants with greater access to information including regular performance and benchmarking reports. These will be developed further via the new website. How we appoint Tenant Directors has been reviewed and the changes will be launched in September 2013 to encourage more tenants to get involved in Governance matters.

Tony Berry Chief Executive

0161 343 8128 @AshtonPioneer AshtonPioneer [email protected]

APH Annual Report is published by Ashton Pioneer Homes, Margaret House, Margaret Street, Ashton-under-Lyne OL6 7TH

Online InformationDevelopment work has been

taking place to redesign and

rewrite the Ashton Pioneer

Homes website to reflect

changes in the way we

communicate with tenants and

shareholders. The new site,

due to be launched before the

end of 2013, will allow tenants

to pay their rents online as well

as view their account details

securely. The website will also contain a range of useful information

about the wide range of services that APH provides for its tenants

This will include local area information and a continually updated

‘news-hub’ bringing together social media messages and local news

updates. It will also list useful information such as contact details

for local support groups and agencies, and details of help available

to support tenants affected by the Welfare Reforms that took

place in April 2013.

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