Annual Review 2019 - Broadland Housing Group · 13842.01_Broadlands_Annual_Report_v4.indd 2...

AnnualReview2019

13842.01_Broadlands_Annual_Report_v4.indd 1 10/09/2019 13:55

A year in review

This year members of oursenior management teamspoke individually to 53tenants across 6 differentlocations to address theirconcerns. We have alsobeen developing our digitalplatforms to give tenants24/7 access to their rentaccounts and avoid the needto call Customer Services.

In September 2018 wehosted the regionalconsultation on theGovernment’s SocialHousing Green Paper,‘A new deal for socialhousing’. We were delightedto welcome the HousingMinister, Kit Malthouse MP,to our Norwich office, wherehe met tenants from 17local housing associations,including Broadland. Theevent was a chance fortenants to discuss the GreenPaper face to face withthe Minister. In a separateroundtable discussion, theMinister also met seniorhousing professionals from

Broadland Housing Group | Annual Review 20192

It has been another busy year for Broadland. We have continued toexpand our reach in tenant engagement, offering new ways for tenantsto get involved locally, give feedback on our performance and helpshape our services going forward. As part of this, our CommunityConversations go from strength to strength.

81%

81%

Customersatisfaction withBHA overall service

Customersatisfaction withquality of home

the region to understandthe challenges for landlordsin meeting both theGovernment’s and tenants’expectations.

We are progressing wellagainst our target to develop600 new homes by 2022.This commitment to addresshousing need in Norfolk isbeing supported by the saleof approximately 200 homesdeveloped by our subsidiaryBroadland St Benedicts. Thesurpluses generated will helpto fill the funding gap causedby lower capital grant ratesfrom Homes England.

We continue to invest inthe energy efficiency ofour homes, which hasreal benefits for tenants.An ITN/Chartered Instituteof Housing film this yearfocused on how energyefficiency is reducing fuelpoverty for our tenants. Itfeatured our Passivhausscheme at Fulmodeston,where tenants’ fuel bills havehalved, and the energy cost

savings of retrofitting solarpanels at Little Snoring.

In October we celebrated10 years of the opening ofour 65 homes at BoundaryClose, Pavilion Way andKeepers Close in Dereham.Dozens of families attendedthe street party, whichincluded free hot food,children’s activities, anda visit from Norfolk Fire &Rescue.

Homelessness is a growingconcern in the region. As aHomes for Cathy member,we have been activelysupporting its campaign toend homelessness. As wellas speaking at the nationalHomes for Cathy Conferencein London, we have beenworking with local partnerorganisations to translatethe Crisis plan to endhomelessness into specificactions that will make adifference in Norfolk. Ourwork with the Theatre Royalin Norwich on the CreativeMatters arts programme

throughout February helpedto reach new audiencesand raise public awarenessof the issues around localhomelessness.

Michael NeweyGroup Chief Executive


Number of homes let during 2018-19

Broadland Housing Group | Annual Review 2019 3

476

22

248

21.4

131

99.71%

75

169

Total number ofhomes allocated

Supportedre-let

General needsre-let

Averagere-let time (days)

Housing for olderpeople re-let

of rent due wascollected

Homelessnessre-let

Number of ASBcomplaints

HOUSING MINISTER, KIT MALTHOUSE MP MEETINGTHE CHIEF EXECUTIVES FROM THE EASTERN REGIONHOUSING PROVIDERS SEPTEMBER 2018


Supporting our tenants

4

Our Tenancy Support team actively engage with some tenants who areat risk of losing their homes, with a positive impact for the tenant, theirfamily and the community.

391 £45,575 14

99 87 62

£322,462

Number of tenantsTenancy Supportteam worked with

Reduction in tenants’rent arrears**

Number of tenantssupported to enterpaid employment***

Number of tenantssupported to get abetter energy deal

Tenants referred to Employment& Training Coach

Enrolments on to NewHorizons project (employment& budgeting support)

(50 supported into education/skillstraining, 12 into employment) (project target 46)

Amount tenants’benefit paymentswere increased* by

*either by successfully challenging incorrect DWP decisions or securing benefits that tenants were entitled to.**by supporting tenants in Housing Benefit appeals or helping them manage their debts/finances.***after many months of support to build confidence, skills and training.

Building confidence and work experience

Help to access welfare benefits

With the Tenancy Support team’s help, a long-term unemployed tenant built up his skills through volunteering,including work at the local hospital. The team supported him to attend the WEA’s free Universal Credit and RecogniseYour Potential courses. They helped the tenant identify his transferable skills, write his CV and apply for jobs, ensuringhis benefits continued to be paid.

A tenant’s partner was experiencing severe mental health difficulties which made it impossible for her to work. Theyhad 4 children. Their housing benefit had been reduced to 50p per week and they were £2,700 in rent arrears. TheTenancy Support team helped the family successfully appeal two DWP benefit decisions, resulting in a housing benefitpayment which put their rent account £2,300 in credit and a PIP (Personal Independence Payment) arrears paymentof nearly £8,000.




It has been an exciting yearfor tenant engagementthroughout the organisation.Our Homes Panel hascontinued to review andchallenge us on our repairsand planned maintenance,as well as the lifecycles of ourkitchens and bathrooms.

We have this year also starteda communities panel, calledthe Tenant Action Group.Their first task was to givethemselves a name, but moreimportantly they have beenreviewing and rewriting our

complaints letter. They havealso been looking how wedeal with complaints andgiving us solid feedback onwhere we need to improve.This brings our tenantpanels up to three, with theDigital Panel giving valuablefeedback on policies andthe new Estate ServicesStandards.

We have also launched twobrand new initiatives this yearwith our Mystery Shoppersand Community Inspectors.The first task for the Mystery

Shoppers was to developtheir terms of reference. Nextthey helped us develop a void(empty property) checklist,ensuring that new Broadlandtenants move into homes thatcomply with the best qualityhomes standards.

The Community Inspectorshave been busy looking athealth and safety, gardeningand cleaning services at theirschemes. Their feedbackwill ensure that we are ableto address any issues theydetect as soon as possible.

As well as celebrating 10years at Boundary Close inDereham, we have held ourfirst beach clean at GreatYarmouth. In conjunctionwith our EnvironmentalChampions, tenants andstaff spent time on the iconicbeach picking up plastic andother rubbish. The obviousconclusion to this event wasfish and chips!

Engaging with our tenants



HomelessnessAs a Homes for Cathy member, we are committed to tacklinghomelessness in our region. The board unanimously supportedBroadland to sign up to the 9 Homes for Cathy commitmentsfor housing associations. These commitments are designed todeliver the significant 2018 plan by Crisis, the national charity,to end homelessness.

To contribute to the developmentand execution of local authorityhomelessness strategies.

To work in partnership to provide a rangeof affordable housing options which meetthe needs of all homeless people in theirlocal communities.

To operate flexible allocations and eligibilitypolicies which allow individual applicants’unique set of circumstances and housinghistory to be considered.

To ensure that properties offered tohomeless people should be readyto move into.

To offer constructive solutions toapplicants who aren’t deemed eligible foran offer of a home.

To contribute to ending migranthomelessness in the areas HousingAssociations operate.

To not make an tenant seeking to preventtheir homelessness, homeless (as definedby the Crisis plan definition).

To lobby, challenge and inspire others tosupport ending homelessness.

June 2018homeforcathy.org.uk@HomesforCathy

To commit to meeting the needs ofvulnerable tenant groups.

Our Commitments



We are working with otherlocal organisations toprogress actions againsteach of our Homes for Cathycommitments. For example,in line with commitment 4,we are continually reviewingthe evictions we have carriedout to identify learnings andput new measures in place tofurther reduce this number.

In February, we hostedthe first Homes for Cathy

workshop for the Eastof England, attended bylocal councils, housingassociations and charitiessuch as St Martin’s HousingTrust and the YMCA. Theworkshop identified obstaclesto ending local homelessnessand together we agreedpractical steps forward.

Also in February the TheatreRoyal helped us deliverour ninth Homes for Cathy

commitment via CreativeMatters, a month-longprogramme of drama, art, filmscreenings and seminars, allfocusing on homelessness.One of the plays was StreetLife, which featured verbatimconversations with homelesspeople in the Norwich area.Drama is a powerful andeffective tool for engaging withstakeholders and the widercommunity. Scenes from

Street Life were subsequentlyperformed at the nationalHomes for Cathy Conferencein London, where ChiefExecutive Michael Neweyand Assistant HousingDirector Adam Clark werealso speakers.

SPEAKERS AT THE HOMES FOR CATHY EASTERNREGION WORKSHOP, FEBRUARY 2019



Ambition to buildOur innovative partnership with NorthNorfolk has this year finally borne fruit in theform of actual new homes. After completingboth Great Ryburgh and Bodham in 2018,we have started on site in Erpingham(completing in October 2019), and atEdgefield and Binham (completing in 2020).The sixth scheme in partnership with North Norfolk District Council is Trunch.Phase 1 completed in April 2018 and phase 2 completed in January 2019,totalling 24 new homes. Set in a pretty rural village, these new homes have takenon a real community feel almost overnight. We believe that the design of thesehomes has been instrumental in helping grow this community. Trunch has bothaffordable rent and shared ownership homes, and the design of this mixedtenure scheme has really helped in breaking down the barriers and integratingthe community. We have seen this in the number the tenants who have alreadyengaged with us.

CANARY QUAYRISES FROM THEGROUND!JULY 2018 – APRIL 2019

AUG 2018

Michael Newey, CEO BHA, Brian Boughton, ChairTrunch Parish Council, Chris Ewbank, Chair BHA andRob Young, North Norfolk DC

JULY 2018

SEPT 2018

OCT 2018

NOV 2018

We have also been excited to see Canary Quay quite literally grow out of theground (opposite our head office in Norwich), following the start on site in July2018. The first 60 new social rented homes will be ready for tenants to move intothis autumn, with phase 2 rapidly following in March 2020.

This is such an exciting project for Broadland to finally see being built. As withseveral of our new schemes, some of the new homes are for market sale.Building homes for market sale was a hard decision for the Board to make.But we strongly believe that we need to provide more homes for the people ofNorfolk, and making a surplus from market sales is an important step in enablingus to do this.



DEC 2018

FEB 2019

MAR 2019

MAR 2019

APR 2019

MAY 2019

Another exciting new development this year has been at Roughton, with 30new homes in the pipeline. The archaeological dig during early Spring foundpieces of Roman pottery. Oxford Archaeology visited St Mary’s Primary Schoolin Roughton to show the local village children our finds.

PAUL PITCHER, WELLINGTON CONSTRUCTION ANDANDREW SAVAGE, BHA CUT THE FIRST SOD AT EDGEFIELD

Number of propertiesowned and managed

5,090Number of homescompleted 2018-19

67Number of homes underconstruction (31 March 2019)

259Number of homes in 3-year pipeline

Total 6102019-20 2912020-21 1722021-22 147



Performance on repairs2018-19

Planned works completed17,900 96%Number ofresponsive works

Percentage of responsiverepairs completed on first visit

202

134

53

43

126

68

52Kitchens

Windows

Bathrooms

Doors

Boilers

Electrical upgrades & rewires

Storage heaters



Tenants OnlinePart of our digital commitment to our tenants is to reduce costs and give them a more convenientway to access our services 24/7. Over the last year we have continued to grow Tenants Online.

Tenants can now:

• Add more information to their account profile

• Create an account more easily, and have more account security

• Manage their rent account and make payments online 24/7

• Send us enquiries directly

We will be delivering further enhancements in the next year, allowing tenants to schedule or amenda repair and set up/manage direct debits for their monthly rent payments.

This year we have installed more than 100 Switchee devices in our properties.Switchee is a smart home thermostat that optimises the tenant’s home heatingsystem while helping us to improve our maintenance service.

The aim of the Switchee thermostat is to reduce tenants’ heating and hot waterconsumption and lower their bills. It also allows us to detect and make moreinformed and proactive maintenance decisions, because we can check thecondition of the property remotely, for example, if there is a boiler fault. Furtherdetailed analysis of the results of the Switchee devices will be available in 2019-20.

Broadland staff and tenants contributed to a new scientificpaper on ‘Emotions and fuel poverty’, published this year.The University of East Anglia study focused on energyvulnerability (EV), and drew on interviews with 20 Broadlandtenants and 10 members of our frontline housing team. TheUEA study calls for a greater focus on the everyday emotionalexperiences of fuel poverty to balance out the technicalunderstandings that currently dominate Government policy.

BETTER FAULT DIAGNOSIS,LOWER FUEL BILLS

THE EFFECTS OFFUEL POVERTY



Value for moneyWe always seek to deliver the best value for money in ourprocurement, and take advantage of our Group structure to reducecosts. We procure services and materials locally wherever possible.When awarding contracts, we consider quality and social value asintegral to value for money. We include a social value question in alltenders, and any supplier who makes an offer is contractually boundto deliver this offer.

This year we are pleased to report that many of our suppliers provided materials and volunteers to help improve an animalwelfare facility belonging to our 2018 staff charity, PACT.

RG Carter builders are working with Broadland to supportlocal businesses and build local skills and employment at ournew Canary Quay development in Norwich. Approximately75% of the workforce is based locally, which also reduces theenvironmental impact of the build. The Canary Quay projectis a major source of employment in the Norwich area, with anaverage of approximately 100 people on site per week.

RG Carter is providing a degree-apprenticeship to a traineeproject manager, as well as supporting a range of craftapprenticeships directly through the Carter Academy and thesupply chain. The company also offers regular week-long workexperience placements. Broadland has promoted two RGCarter Open Days at Canary Quay to tenants, with informationhighlighting these opportunities.

MAXIMISING SOCIAL VALUE



Projects 35Total financial benefits £361,138

Broken down as:cashable savings £172,351non-cashable savings £188,787

This £361,138 saving represents 16.33% of the £2,212,070 total spend influenced

Completed projects include:

• Office consumables

• External decorating

• External and internal audit services

• Laundry equipment – servicing and maintenance

• Re-roofing at Shipfield scheme, Norwich (first phase)

• Direct materials – plumbing/general building supplies



Financial statements

Our financesThe Group has continued to perform well financially, despite some one-off financial charges anda further rent reduction this year. Our total operating costs were lower than last year. This reflectsour determination to minimise expenditure except where it improves our properties and the livesof our tenants.

We have trebled expenditure on new homes to over £21 million, which reflects our aspiration torespond to local housing need.

We also continue to invest heavily in improvements to our existing homes, and this cost is likelyto continue to increase again in the coming year.

Group Group Association Association2019 2018 2019 2018

Note £’000 £’000 £’000 £’000

Turnover 29,046 26,474 27,588 26,515Operating costs (21,389) (19,239) (20,142) (19,191)Final staircasing of shared ownership properties 103 154 103 154Surplus on disposable of other housing properties 115 299 115 299Non-social housing activities:- Commercial properties 72 15 72 48

Operating surplus 4 7,947 7,703 7,736 7,825Surplus on disposal of fixed assets (non-operational) 11 - - - 177Interest receivable and similar income 12 195 73 341 139Interest and financing costs 13 (6,140) (5,630) (6,116) (5,621)Movement in Fair Value of Investment Properties 17 - 159 - 159Movement in Fair Value of Fixed Asset Investments 18 3 (5) 3 (5)

Surplus before tax 2,005 2,300 1,964 2,674Taxation 14 (34) 37 - -

Surplus for the year 1,971 2,337 1,964 2,674

Actuarial losses in respect of pension schemes 27 (1,040) - (1,040) -

Re-measurement of pension obligationat initial recognition 27 (2,096) - (2,096) -

Total comprehensive income (loss) for the year (1,165) 2,337 (1,172) 2,674

Consolidated and Association Statement of Comprehensive Income for the year ended 31 March 2019



Being a good employer

Mental Health ChampionsIn May 2019, during Mental Health Awareness Week, Broadlandlaunched the Mental Health Champions. The team of 10staff from across the association provide a confidential serviceto listen, support and signpost suitable services to colleagueswho may be struggling with their mental health. They alsoraise awareness and promote mental wellbeing acrossthe organisation.

Developing our peopleThis year Chloe Calver was appointed Scheme Manager for twoof our sheltered schemes. Chloe joined Broadland in January2018 as an apprentice. During her studies she worked for us asa Local Area Advisor.

Chloe Slater was appointed as Sales Administrator in theDevelopment team in May, helping with selling our sharedownership properties. Chloe joined Broadland in October 2015as an apprentice and worked in the Customer Services team.

SHIFT Gold 2018In November 2018 we were pleased to maintain our GOLDstatus in the Sustainable Homes Index for Tomorrow (SHIFT)Awards, and were the highest scoring social landlord.

Norfolk Safeguarding AdultsBroadland created a short video on self-neglect and hoarding inJuly 2019, to coincide with the launch of Norfolk SafeguardingAdults Board’s latest guidance.

The 3-minute animation provides frontline practitioners withuseful information on this complex topic in an accessible way.

PlaceshapersBroadland continues to be an active member of thePlaceshapers organisation and has lent its support this year fortheir very successful #wecare campaign. This year’s campaignreally highlighted the important role housing associations play insupporting their communities across the country.

AwardsBroadland’s Maintenance team was ‘Highly Commended’for Team of the Year at the 2018 Women in Housing Awards.In May Broadland was named ‘Client of the year’ in theNorfolk Constructing Excellence 2019 awards. Our Head ofDevelopment Delivery, Alex Williamson, was in the top 3 ‘Futureleaders in construction’. The Constructing Excellence awardscelebrate innovation and best practice.

Corporate strategyOur Board have agreed a new corporate strategy for 2019-2023. Our primary purpose is still to provide high qualityaffordable homes in Norfolk and north Suffolk. We will alsocontinue to help people access the support they need tomaintain their tenancy. The full strategy can be found onour website.

In 2019 we moved up 17 places to number 61 in the Sunday TimesBest Companies listings. A top-100 Best Companies ranking reflectsstaff satisfaction. We have listened to our staff’s Best Companiessurvey feedback and now offer employees an extra day’s leave fortheir birthday, agile working and an optional personal day – that staffcan request to support their mental and physical wellbeing.


Broadland Housing GroupNCFC, Carrow Road,Norwich NR1 1HU

Customer Servicest: 0303 303 0003e: [email protected]

@BroadlandHsg

facebook.com/broadland/

instagram.com/broadlandhousinggroup/

linkedin.com/company/broadland-housing-group

www.broadlandgroup.org

BROADLANDHOUSING GROUPGOVERNANCE

Jon BarberVice Chair, BHA BoardChair, Group Audit &Risk Committee

Gavin TempestMember, BHA BoardChair, Broadland MeridianBoard

Martin ClarkMember, Broadland StBenedicts Board

Andrew SavageMember, BroadlandDevelopmentServices Board

Sean TompkinsMember, Broadland StBenedicts Board

Samantha EnglandRetired in July 2019

Helen SkoylesMember, BHA BoardMember, Broadland StBenedicts Board

Siobhan TriceMember, BHA Board

Julian FosterMember, BroadlandDevelopment ServicesBoardMember, BroadlandSt Benedicts Board

Michael NeweyGroup Chief ExecutiveMember, BHA BoardChair, BroadlandSt Benedicts BoardChair, BroadlandDevelopment ServicesBoard

Chris EwbankChair, Broadland HousingAssociation

Simon HibberdMember, BHA Board

Kate SlackMember, BHA Board

Paul SlyfieldMember, BHA BoardChair, Remuneration andMembership Committee

Amanda EllisMember, BroadlandMeridian Board

Jenny ManserMember, BroadlandMeridian Board

BROADLANDEXECUTIVE TEAMfrom left to right:Louise Archer (Executive Property Director),Julian Foster (Executive Finance Director),Michael Newey (Group Chief Executive),Catherine Little (Executive Housing Director),Andrew Savage (Executive Development Director).


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