The Annual Report for Tenants 2018-19 provides information about our performance.
Peer average 2017/18 £651.66
During 2018/19, we invested £11.1m in improving homes including new kitchens, bathrooms, heating systems and estates. We also met our target to spend at least 60% of our maintenance budgets on planned maintenance compared to responsive repairs.
In total 70.1% of maintenance budgets (£15.9m) were spent on planned maintenance.
Peer average 2017/18 £1227.60
Covering kitchens, bathrooms, installing new heating systems and external painting and decoration.
Various improvements have now been made by our external decorating contractor. These include employing a dedicated resident liaison officer to provide appropriate information to residents before work starts and to check for outstanding issues after work is completed.
We measure the energy efficiency of homes using the Standard Assessment Procedure (SAP) and in 2018/19 our rating was 72.1. This increased by almost 5% when compared to 2016/17 due to planned maintenance works, including replacing 463 less energy efficient heating systems and completion of new build homes.
This is the same as the 2017/18 average of 17 days of our peers.
of new tenants who responded to our survey were satisfied with the lettings process, against our 98% target
In 2018/19 our rent loss due to voids was on target at 0.5%
Our direct cost per home for allocations and lettings was below the average for our peers (£38.47)
Our direct cost per home for dealing with anti social behaviour has increased from £28 per property in 2015/16 to £32 per property in 2016/17. The cost then increased again in 2017/18 to £33 per property.
Annual direct cost per home for anti-social behaviour
Annual direct cost per home for estate cleaning and gardening in 2017/18 (peer group average £178.21)
The number of calls received by our customer services centre reduced by over 4,000 when compared to 2017/18 and by 19,500 calls when compared to 2016/17
This is a result of automating our rent payment line and promoting the customer portal ‘My Home Online’.
of calls were answered first time, which was below our target of 80% but average when compared to our peers.
In 2018-19, residents were actively involved in further developing the customer portal ‘My Home Online’ as part of the ongoing service redesign programme to provide easy-to-access digital services. Resident involvement also helped to reduce a long list of colour and component choices down to a more manageable menu which residents can choose from when their homes are undergoing future planned kitchen replacements.
The sheltered housing panel continues to meet quarterly to discuss relevant strategic issues including digital inclusion and local environmental improvements.
‘Skip and Swap’ estate improvement days took place on estates in Dover and Ramsgate, providing skips along with staff and contractor assistance to help residents with clearing rubbish and unwanted goods from their properties and communal areas. The events are also an opportunity to exchange or upcycle unwanted furniture. Further events are planned in North Kent during 2018-19.
Resident involvement doesn’t have to be about attending a meeting or event. Each time residents share feedback, this is used to review and shape future services. In other words, every time a resident responds a customer satisfaction survey, gives feedback or makes a complaint, their views are considered by the appropriate team to understand if we need to review or change a service element or extend positive practice. The fortnightly email newsletter available to all residents with an email address is also used to advertise consultation opportunities or seek feedback via short surveys.
In 2019-20, residents will continue to be involved in the development of ‘My Home Online’ and in working with Countrywise Repairs Ltd, to help develop an enhanced online repairs appointment system. A strategy and policy review group is currently being developed to enable residents to comment on and influence the formulation of all TCH’s housing-related policies and strategic priorities.
In addition, an online estate survey has been developed so residents can comment and give feedback about grounds maintenance and cleaning services, via the TCH website. Other initiatives will include a consultation on customer service standards to ensure they meet customer priorities (given that much more contact is now made online), and that services retain a local focus.
The resident scrutiny panel enables residents to directly influence services. The panel undertakes in-depth service reviews and makes recommendations for service improvement directly to TCH Board.
Since 2014, the panel has completed seven service reviews including customer services, responsive repairs & maintenance, the empty property standard, grounds maintenance, the money support service, responsive gas services and planned repairs & maintenance. As a result of the reviews, a total of 121 recommendations have been agreed by the Board and 113 have now been implemented, including all agreed recommendations from the first five reviews.
In 2018-19, the panel completed a review of the planned repairs & maintenance service and made ten service improvement recommendations to TCH Board. All recommendations were approved and focused on improving customer correspondence and information on the TCH website. The panel are currently reviewing leasehold services and expect to make their service improvement recommendations to TCH Board in late 2019.
If you would like to suggest a service area for review or are interested in joining the Resident Scrutiny Panel, please email Sarah Holden, Resident Scrutiny Manager: firstname.lastname@example.org or telephone 01892 501640.
During 2017/18, we repaid part of our loans and renegotiated the interest rate on some of our remaining loans. Both of these actions lowered our interest costs compared to 2016/17.
During 2018-19, the Community Investment Team focused on the delivery of learning, skills & employment initiatives for residents and the wider community, with an emphasis on collaboration and partnership working to address employment barriers such as skill gaps, care responsibilities, ill health & disabilities. A total of £120,000 was invested to help residents secure employment, more sustainable employment and to promote tenancy sustainment. The investment generated by community investment ‘legacy’ projects totalled £2.1m and involved 81 volunteers.
Community investment ‘legacy’ projects are projects initiated by and then subsequently supported by the community investment team to ensure sustainability.
We spent £120,000 to help residents secure employment, to find more sustainable employment and to promote tenancy sustainment.
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