Unity Homes & Enterprise

Value for Money Self-Assessment Statement 2015/16

14 July 2016 (v6)

© 2016 David Tolson Partnership Ltd CONTENTS

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1. EXECUTIVE SUMMARY 1.1 This is Unity Homes & Enterprise (Unity) third Value for Money Self-Assessment Statement. This document provides a critical analysis of our achievements in 2015/16 and it demonstrates that we consider accountability to our residents and all our stakeholders and partners, including the regulator, a very high priority. 1.2 In relation to the latter point above, it is clear that Value for Money remains a high priority with the regulator. We have received a letter from the HCA outlining our relative position on costs in early summer 2016. Unity emerges very well from this analysis, which can be seen in the benchmarking section (starting at 3.50). 1.3 As part of the regular dialogue with the regulator, in March 2016, the chief executive of Unity wrote to the HCA addressing several matters that had been raised. The letter provided a thorough assessment of Unity’s financial outlook, covering the association’s response to the rent reductions in July 2015, cost saving measures that had been developed, stress testing on the business plan that had been undertaken, the ongoing commitment to a development programme, plans for securing new funding, the commitment to investment in existing stock and the association’s approach to delivering Value for Money. In July 2016, Unity was delighted to receive confirmation of its G1/V1 status. This result was achieved after a thorough analysis of our forecasting submission and after some very useful dialogue with the regulator. The previous confirmation of these ratings was done in 2013. 1.4 It is clear that the regulatory approach to the Value for Money standard is becoming tougher and therefore it is clear that Unity must be relentless in its mission to improve in this area. 1.5 In preparing this statement for 2015/16 we have therefore taken note of the guidance provided by the HCA in its publication ‘Delivering better value for money: Understanding differences in unit costs’, which is available on the HCA website. This sets out changes to our approach to regulating the Value for Money (VfM) standard. 1.6 We have also noted and used the additional 2016 guidance provided by QAHC, consultants advising on ‘Efficiency in Social Housing’ in the preparation of this statement. 1.7 We have included a summary of our overall approach, including our strategic and operational context. We have assessed our gains and achievements, focusing on measureable outcomes and also on those outcomes that are harder to measure, but which nonetheless have added a social value and a return for our residents and our communities. A forward look at our future VfM plans can be found towards the end of this document, as can our overall self-assessment. 1.8 A copy of this document can be found on our web-site at www.unityha.org.uk. 1.9 Unity has a clear understanding that Value for Money is not just about costs. We understand and have embedded the view that the best Value for Money is achieved through optimising ‘effectiveness and efficiency’. This document provides an up to date assessment of what we have achieved in 2015/16 and how we will achieve this as we move forward.

2. STRATEGIC CONTEXT 2.1 The board of Unity performs a strategic role in steering the business and setting the vision for the organisation’s future and defining and monitoring the achievement of corporate objectives.

3 2.2 Achieving Value for Money is clearly an important element of the board’s focus. Our VfM Strategy has been developed to underpin our mission. This is reviewed regularly to ensure that it remains relevant and up to date with circumstances and the landscape we operate within. 1 Unity’s Mission 2.3 Unity’s mission is: “To provide housing choice, improve life opportunities and address inequalities.” 2.4 This clear statement enables the organisation to focus and ensures that everything we do is for the benefit of our communities, our customers and our homes. 2 Unity’s core values 2.5 These core values underpin our mission: . Integrity - Being honest, transparent and sincere with strong principles; . Respect - In the way we treat people, service users and each other; . Flexibility - In how we work for the benefit of our tenants, other people, the organisation and each other; . Commitment - To provide services to meet the needs of our tenants, local people and local neighbourhoods; . Business focussed - Continually review and adopt best practice and ensure we operate efficiently and effectively in order to make best use of resources; . Equality and fairness - In the way we work and deliver services. 3 Unity’s corporate objectives 2.6 The board has established six corporate objectives which are outlined in our Business Plan for 2016-19: 1. Provide and continue to develop good quality mixed tenure housing which reflects needs and aspirations – we will ensure the highest standards of repair and maintenance of our existing stock. We will continue to develop new high quality stock in geographic areas of Leeds where members of the BME community would choose to live. Our new development programme will consist of the type and tenure of unit for which we know there is a growing need. 2. Provide high quality affordable housing services – we aim to achieve the highest level of tenant satisfaction through the delivery of a range of flexible high quality services which respond to the needs of our current tenants. We will take account of emerging needs of new tenants and redesign our services accordingly. We will be sensitive to the needs of existing and new tenants in regard to the current economic climate and the Government’s legislative programme. 3. Involve and work with our tenants and the communities we serve to inform and improve services – we will engage with our tenants and BME communities to develop a good evidence base to help us design our services and influence the policy and delivery of services to others. On this basis we will seek to represent BME communities, and others, in the multi-cultural neighbourhoods within which we work. 4. Work with partners to encourage and support the regeneration of our target neighbourhoods – we will work in partnership to deliver physical, social and economic regeneration programmes to help create and sustain neighbourhoods

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where BME communities want to live. We will focus our efforts in those neighbourhoods where our tenants live and where there are high percentage of BME communities. We will aim to deliver and facilitate the delivery of services based on our understanding of current and future needs. We will continue to ensure our tenants have the best advice and access to training and employment opportunities and we will aim to promote and sustain financial inclusion. 5. Provide and facilitate business support services and encourage local enterprise – through our Unity Enterprise Company we will offer affordable managed workspace to support the needs of a wide range of small businesses and other organisations. We will provide direct support to encourage local enterprise and we will offer business advice to our existing business tenants. Through these services we will aim to support the economic regeneration of our target neighbourhoods. 6. Be a progressive and expanding business with a sound resource base – we will be a strong and forward looking organisation. We will have a robust financial plan to support the delivery of high quality services and new development. Our governance and performance management arrangements will be of the highest standard and we will be a place where people want to work. 2.7 The achievement of VfM clearly underpins many of these aims, which all help us to plan, manage and control our activities in the pursuit and delivery of value for money. 4 Unity’s Value for Money Strategy 2.8 Unity’s VfM Strategy was established by the board in 2011. It is reviewed on a regular basis. 2.9 The Strategy has the following key objectives to ensure we achieve our objectives at all levels and functions within the organisation as follows: 1. To embed VfM and continuous improvement into the organisation’s culture; 2. To adopt good practice in relation to VfM, reducing the risk of exposure to financial and material waste; 3. To benchmark and review VfM in relevant services; 4. To involve stakeholders and tenants where relevant in achieving VfM; 5. To ensure we comply with our green strategy when considering VfM ; 6. To consider using a range of procurement practices to achieve VfM where appropriate; 7. To pursue VfM by setting and monitoring VfM targets and efficiency savings. 2.10 These objectives are key priorities for the board and they influence our approach to the delivery of the corporate plan and our plans for the provision of services to customers. 2.11 Our full VfM Strategy is published on our website and it can be seen at www.unityha.co.uk 3. OPERATING CONTEXT 5 Our stock portfolio 3.1 Unity owns and manages just over 1,200 homes that are located across Leeds in high demand areas and has a focus as a community based organisation, supporting local multicultural neighbourhoods such as Chapeltown. The stock portfolio includes a mix

5 of houses, flats and bungalows, the majority of which has been newly built or acquired and refurbished within the past 30 years. 3.2 The stock breakdown for Unity can be seen below:

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General Needs and Supported Housing Stock breakdown by type - General Needs/ Supported No. Studio 3 Bungalows 36 Flats 342 Houses 753 Total 1134

Shared Ownership Stock breakdown by type - Shared Ownership No. Bungalows 7 Flats 27 Houses 54 Total 88

6 Challenges facing the sector 3.3 Along with the rest of the social housing sector, Unity has been faced with one of the most diverse and complex set of challenges that it has faced for many years. Many of these challenges can be found within the Housing and Planning Bill 2015, the Comprehensive Spending Review 2015 and the ongoing roll-out of Welfare Reform measures. The Housing and Planning Bill 3.4 The bill articulates the Government’s wish to end the housing crisis before the next general election in 2020. The National Housing Federation (NHF) has had some reservations, but it believes that the Bill provides an important opportunity to help housing associations to scale up the number of homes that they can offer. The main elements of the Bill, as currently drafted, are: . Starter homes; . Self/custom build; . Extending right to buy for housing association tenants; . Sale of high value stock; . Pay to stay; . Reduced regulation. 3.5 Other aspects of the Bill include giving local authorities more powers to tackle rogue landlords and providing assistance with ‘private sector’ enforcement work; reforms to the planning system with the aim of speeding it up and allowing it to deliver more housing; making Compulsory Purchasing Orders more efficient in order to assist with land assembly. Comprehensive Spending Review 3.6 The housing elements of the Review focused on a package of measures to deliver 400,000 affordable housing starts by 2020/21, in line with the policy objectives of the Housing and Planning Bill. The major change for housing associations arising from the spending review was the change in rent setting. As part of the 2013 spending review the Government announced that from 2015/16 social rents would rise by CPI

7 plus 1% each year for 10 years. Plans were also announced to cut short the policy of converging council and housing association rents. This 10-year plan was introduced in part to help mitigate the previous cutbacks in new development grant and also address concerns about the ability of housing associations to repay debt and invest in new and existing social housing. The 10-year settlement was short lived however as the Chancellor announced (in July 2015) that rents in the social housing sector would be reduced by 1% per year from 2016 for four years, resulting in a 12% reduction in average rents by 2020/21. The measure was forecast to save £1.4 billion in housing benefit and also that tenants not in receipt of housing benefit will benefit from reduced rent levels. Inevitably this change has resulted in all associations reviewing their costs and their ability to fund future new affordable housing. Welfare Reform 3.7 This has been with us for some time now and we have some experience of the impact of this. Universal Credit was introduced in Leeds in February 2016 on a phased roll out basis. Prior to this change the main impact of Welfare Reform in terms of a reduction in income for some of our tenants was the spare room subsidy (otherwise known as the ‘bedroom tax’). Other changes which have impacted on our tenants are: the replacement of Council Tax Benefit with a local Council Tax support system (which generally has resulted in lower levels of support), a cap on out of work benefits (including Housing Benefit), tougher sanctions for non-compliance on out of work benefits and a ‘replaced’ Disability Living Allowance. Local Housing Market 3.8 A recent study of the housing market in Leeds identifies that the affordability of housing in many parts of the city remains problematic with house prices on a continuing upward trend. A continuing difficulty for households to afford or access home ownership is placing more pressure on rented housing stock and is increasing the demand for private rented housing. Demand for social housing remains very strong with around 25,000 registered on Leeds Homes. The study revealed that those with a priority need were rehoused together with a half of those with a moderate need. This left over 19,000 applications unable to access or afford market priced housing. The study also identified the need for a new approach towards housing people as they get older. In particular, there is a need to recognise that older people have different wants about whether to live in their own homes or in a specialised setting, and that the type of specialist housing on offer needs to be attractive to older people and non- institutional in appearance and approach. Leeds City Council has developed an ambitious strategy for the provision of a mix of housing by 2028, which includes additional Council social housing. We continue to work closely with the Council to assist with the delivery of this ambitious strategy and we will be assessing our capacity to develop additional affordable housing beyond that to which we are already committed. BME Housing 3.9 We remain committed to our founding principle as a BME Housing Association. The UK and Leeds in particular is becoming increasingly diverse, with BME households more frequently living in overcrowded or poor housing. We also remain committed to our focus as a community based organisation supporting local multi-cultural neighbourhoods. This commitment is given added weight through the findings of a recent study of BME housing organisations. This study revealed that BME organisations operate mainly in some of the country’s most deprived neighbourhoods; have been well received and a major success for BME communities; are well manged and offer good value for money. 3.10 The study suggests the BME housing sector needs to expand in terms of the number of homes managed and needs to continue to make a significant contribution to

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meeting the housing, care, support and health needs of BME communities. Our new plan includes ambitions for growth and improved financial capacity in order to ‘extend our reach’ in support of local diverse communities and local people from a range of backgrounds. Regulatory Framework 3.11 We carried out a major review of the revised regulatory framework last year and introduced new governance arrangements alongside new approaches to risk management, stress testing and value for money. We believe we have an improved Board ‘team’ which has the necessary skills and experience which is capable of operating in this ever changing environment and one which is able to conduct affairs with the appropriate degree of independence. We are not complacent and we will continue to ensure our governance arrangements are continually reviewed and are of a high standard. 7 Responding to the challenges 3.12 As part of the strategic response to these challenges Unity held a joint SMT/Unity Board Away Day in October 2015. The outcomes were enshrined within a new Business Plan for the UHA ‘group’, which encompassed all the agreements reached, including future plans for Unity Enterprise. 3.13 As part of the business planning process Unity’s Audit and Risk Management Committee met in February 2016 to consider the major risks facing the organisation and to agree a risk mitigation strategy and Risk Map. The revised Risk Map is included within the updated Business Plan, which can be found at www.unity.co.uk. 3.14 Major issues of note in the first five years of the 30-year financial projections were: . The plan is based on the 1% rent reduction for the next four years. It is assumed for the purposes of this plan that rent increase will revert back to CPI +1% from 2020/21, although stress tests have shown that the association would be viable if this was reduced to CPI +0%. . The potential impact of Welfare Reform has been reflected on bad debt provision. . A review of the repairs and maintenance expenditure in view of actual cost and the completion of the planned programme. . New developments are based on the completion of the 120 units by 2018 within the current development programme. . Savings have been identified to maintain the level of surplus in future years and improve the capacity for further development. . There is significant improvement in the cash reserve position of Unity Enterprise as higher levels of occupancy in the business centre takes effect. . Overall the loan covenants are met throughout the period and gearing peaks at 50% in 2018/19 but all loans are repaid by 2042. 3.15 The Board carried out a ‘stress testing’ workshop in February 2016 from which an action plan was been developed. 3.16 The new Business Plan contains ‘high level’ targets and actions. A dashboard of overall performance against these will be presented to each Board meeting. More comprehensive targets and actions are contained within our Operational Plan, which is monitored by the Senior Management Team. 3.17 In summary, in response to the sector and localised challenges Unity has continued to set ambitious targets, including a continued drive to reduce rent arrears, maintain our

9 development programme and meet improved targets for letting our commercial units at Unity Enterprise. This will lead to improved year on year surpluses and cash reserve growth. Significant investment 3.18 As usual 2015/16 has been a busy and productive year for Unity, with significant investment activity in relation to existing stock. 3.19 The following chart summarises the most significant areas of spend. Program area No. Investment No. Investment achieved 2011/16 achieved 2015/16 2011/16 2015/16 Kitchen renewals 461 £1,326,560 40 £159,660 Bathroom renewals 469 £386,123 79 £67,030 Heating system renewals 178 £469,756 42 £126,826 Door renewals 307 £213,538 52 £42,029 Window frame renewals (props) 88 £253,039 11 £40,533 3.20 Further details of our stock investment activities and our work in delivering our Asset Management Strategy can be found in the section on Assets. 8 Social investment and environmental protection 3.21 The association remains committed to achieving social outcomes which benefit tenants and the communities within Unity operates. Affordable Warmth 3.22 At a time of high heating costs and concerns about sustainable fuel supplies ‘Affordable Warmth’ is an important issue for Unity, in its work around the provision of high quality housing and related services, which respond to the needs of our current customers, communities and neighbourhoods. Unity’s Affordable Warmth strategy aims to ensure that all of our customers can maintain and achieve healthy and comfortable temperatures, in their homes, at a reasonable cost. 3.23 There is a government rating system for the assessment of the energy efficiency of a domestic dwelling. This is referred to as the Standard Assessment Procedure or SAP. The higher the figure the more energy efficient the dwelling is. The Institute of Energy & Sustainable Development recommends that Affordable Warmth programmes ‘include a greater emphasis on energy efficiency’ (Fleming, P, 2006, ‘Response to the DTI Energy Review’). Unity has set a target minimum SAP of 65, which is above the current government target. An average score of 73 has been achieved across the housing stock, which is considerably higher than our target and that set by a central government. 3.24 While it is acknowledged that a rating of 73 is at the lower end of the C rating category, we are clear that a significantly higher energy efficiency rating can only be achieved by utilising a variety of existing and developing technologies including renewables. Relatively few of our properties have achieved a rating below 65. Any properties achieving a SAP score below 65 are targeted through the implementation of all low cost works, recommended on the EPC, with the high cost works being scheduled onto planned maintenance programmes. 3.25 The Affordable Warmth strategy cannot be delivered in isolation, rather engagement will be required between staff, customers and the wider community. All those involved will continue to enhance and shape the strategy’s development, thereby accommodating changing circumstances. Unity is committed to directing resources in time, staff training and existing capital through the reallocation of existing budget heads to deliver the aims of the strategy.

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3.26 The strategy will be reviewed annually to ensure that it is focussed on the correct issues and is being delivered effectively. Environmental protection and energy cost reduction 3.27 In implementing the current Affordable Warmth strategy, the following measures have been undertaken over the life of the strategy 2011/16: Affordable Warmth Measure No. Investment No. Investment achieved 2011/16 achieved 2015/16 2011/16 2015/16 Grade A boilers fitted 153 £469,756 42 £126,826 Single glazed properties upgraded 55 £158,149 11 £40,533 with double glazing Bathroom upgrade with shower fitted 398 £346,119 79 £67,030 Energy Performance Assessments 308 £45,736 89 £18,366 undertaken Green Doctor Referrals (energy 209 - - - usage/procurement advice) 3.28 In order to reduce energy costs, we have also entered into relationship with an energy broker (Inenco) for the purchase of our communal and office electricity. The details of the savings achieved as a consequence of this are contained within the value for money register. This relationship has also enabled us to programme the replacement of metering to our communal areas with smart meters. This will enable greater control over energy costs moving forward. This is due to take place in 2016/17. Employment Services 3.29 Unity’s primary objective for Employment Services is to ‘work with partners to encourage and support the regeneration of our target neighbourhoods’. 3.30 The Priority for the Team is to ‘Deliver services aimed at securing training and employment for our tenants, families’ and the communities in which we serve. 3.31 The previous Tenants into Work (TIW) project identified there was a need to assist people that were furthest from the labour market. The Employment Services Team offer customers the support they need to find employment, however due to their personal circumstances, individuals may also need additional support. 3.32 The current aims of Employment Services are: . Assist tenants and those living in our communities find employment and training opportunities and to maintain their roles . Minimise tenancy failure and arrears . Develop and review robust policies and procedures to reflect the professional services being offered by the team . Develop and maintain the network of agencies, advisors, and service providers to maximise the effectiveness of signposting . Maximise the potential for working in partnerships to deliver projects . Give confidence and motivation to customer to seek and maintain employment. 3.33 Over the last 4 years the Employment Services Team has helped over 500 people into work or training placements. The Employment Services team will build on previous outcomes. 3.34 The table below provides the latest update on our achievements:

11 Total Outputs Outputs Target Outputs Target Outputs Target Outputs Total prior to 2012/13 2013/14 2013/14 2014/15 2014/15 2015/16 2015/16 Outputs March 2012 Employment 38 35 35 44 50 60 70 77 254 Training 69 36 50 45 60 61 100 120 331 Voluntary Work 2 14 30 12 20 20 25 15 63 3.35 In terms of the immediate future we aim to carry out a review of the services that we provide to ensure we are continuing to meet current demand as well as adapt to the needs of prospective and emerging customers. We will also review and identify emerging opportunities within the market place given the uncertainty and expected changes with other services providers. Other social investment and outcomes 3.36 We remain committed to supporting local people and communities remains at the top of our agenda. Some headline actions achieved in 2015/16 are highlighted below. . Establishment of the HUB - The Employment Services Team will continue to work from Unity’s main offices; however ‘The Hub’ at Unity Business Centre has been established and will be the base for delivery of training courses and an outreach programme. The Hub will be developed to provide a local resource base and ‘job club’ activities. The HUB will enhance the services offered by the team. . Universal Jobmatch drop-in sessions every Wednesday afternoon. Clients come to access computers to search for jobs, do application forms and support to complete JCP paperwork. . Employability Skills workshops on Thursday mornings for 5 weeks at a time. 3 hour sessions led from The Hub aimed at equipping customers with the tools to search and apply for jobs including CV writing, interview techniques and confidence building. . Digital Inclusion every Wednesday morning for 5 weeks at a time. Weekly sessions from The Hub giving an introduction to customers on how to use computers, access the internet and set up email accounts etc. some sessions can be tailored to suit the individuals so the last session can be used to re-cap previous weeks to help build confidence and carry out advanced tasks. . ESOL classes every Tuesday morning for 8 weeks at a time. Weekly sessions led by Learning Partnerships to assist people to learn English where English is not their first language. . Locally based contractors have always been important to Unity and we ensure that this forms an important criterion for selection when we embark on procurement exercise. We are very keen to see that our partners make the best efforts to offer apprenticeships to local people and make the best of any opportunities to provide local employment opportunities. External recognition of Unity’s achievements 3.37 Unity Homes and Enterprise (UHE) was assessed for accreditation against the Investors in People Standard between October and December 2015. The assessment included an initial exploratory analysis and production of an assessment plan, the IIP 40 online assessment, which was administered to and completed by 31 members of staff; 63% of the workforce and then interviews with 16 individuals drawn from across all parts of the business. 3.38 UHE was awarded Silver Accreditation which will remain until 2018. The ‘Heat Map’ below shows the assessment results and levels of maturity in the nine IIP indicators.

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The areas with more shading are said to be the areas that are most mature and embedded within the practices at UHE.

Customer service excellence 3.39 In 2015/16 Unity received a ‘Customer Service Excellence’ award, to acknowledge the association’s commitment and the success that it has achieved in the provision of great services to its customers. How we measure up – operational performance results and benchmarking 3.40 Unity continues to make excellent progress against its performance targets. We track our performance carefully and the Board monitors progress at its regular meetings. Unity believes in accountability to its tenants and we facilitate this through the publication of our performance on our website. 3.41 The tables below illustrate our performance in 2015/16 focusing on a wide range of measures:

13 Operational performance results

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3.42 As the operational performance charts reveal, Unity has delivered strong performance across most measures, including rent arrears, rent collection, voids, re-letting, lets to nominations, general needs properties let to BME tenants, long term voids and response to complaints. In addition to this, our performance across all measures of repairs services has been excellent.Benchmarking our performance 3.43 To illustrate our relative performance against our peers we undertake benchmarking analysis. We recognise that it is important for stakeholders to be able to measure our performance against others and whilst it is difficult to find organisations that similar to ours, we have undertaken some work to set our performance in a useful context which will help us to continue to learn and improve. 3.44 The peer group that we use for the KPI benchmarking analysis contains a mix of providers, including a number of BME providers of similar size to Unity. We perform this analysis on a quarterly basis. KPI Benchmarking 3.45 The full results of the KPI benchmarking analysis can be found at Appendix 1. The quarterly analysis looks at five areas of performance: . %age of rent collected; . Current arrears as a %age; . Average re-let times; . Voids rent loss; . %age of homes with a valid gas safety certificate. 3.46 The peer group includes Unity and the following housing associations: . Sadeh Lok . Johnnie Johnson HT . Incommunities HA . Arches HA . Kirklees Neighbourhood Housing . Leeds & Yorkshire Housing . Yorkshire Housing . Wakefield & District Housing . York HA Results and actions emerging from benchmarking 3.47 The benchmarking analysis reveals strengths and weaknesses, as would be expected. Looking at the areas of analysis the main observations are as follows: Income Management – Rent Collected Unity’s results in the most recent analysis are 102.12%. This compares well against the peer analysis and shows Unity at the top of the group. Current arrears – The latest results show Unity’s results being weak relative to the peer group. Unity’s result of 5.56% was at the bottom of the group of six that provided data. Unity is aware of the need to improve this area of performance and to this end consistent efforts are being made to reduce the levels of current arrears. This area of operational performance has received focused scrutiny during 2015/16. An external consultant reviewed the processes at Unity and made several key recommendations.

15 As a result of the association adopting these recommendations arrears performance in 2014/15 at 6.36% improved during 2015/16 to 5.56% (against a target of 5.75%). The association is committed to driving further performance improvement however and has set a target for 2016/17 of 4.75%. Re-let times – Unity had the best results (20.02 days) in the group of four providers that submitted data in the most recent analysis. Voids rent loss – Unity’s result of 1.04 was second in the group of providers that submitted data in the most recent analysis. Valid gas certificate – Of the six providers that submitted data, Unity and five others returned a 100% result. Global Accounts Benchmarking 3.48 Unity benchmarks its financial results using the Homes and Communities Agency’s (HCA) Global Accounts reports. This work is undertaken to properly inform the Board of our relative financial performance. It also addresses the HCA’s requirement to publish results and to compare these with other providers. 3.49 The most recent analysis using the Global Accounts is shown in the chart below: HCA Global Accounts Benchmarking

Global Unity Homes DESCRIPTION Accounts & Enterprise 2015 2015 Turnover - £ 16,268 5,760 Operating costs & COS - £ 11,672 3,355 Operating surplus - £ 4,596 2,405 Net interest payable - £ 2,581 490 Profit on sales of assets - £ 638 325 Surplus for the year - £ 3,011 1,590

Operating Margin - % 27.90 41.75 Net interest cover - % 155.60 559.33 Effective Interest Rate - % 4.70 3.07 Growth in turnover - % 3.50 11.05 Growth in total assets - % 5.40 (1.91) Growth in total debt - % 6.80 (7.96) Gearing - % 77.00 36.89 Debt per unit - £ 28,205 15,605

Voids - % 1.80 1.02 Bad debts - % 0.80 0.43

Management costs p.u. - £ 1,082 1,141 Routine & planned maintenance p.u. - £ 1,016 697 All major repairs p.u. - £ 767 614 3.50 The table shows useful analysis on financial results and key areas of operational and financial performance. Direct comparisons in relation to financial results are not easily made, due to scale and other factors, however the results of the performance comparisons are quite useful. Unity’s operating margin and net interest cover results look very impressive in this analysis. Turnover growth, debt per unit and costs of borrowing are also very positive comparisons to be observed.

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3.51 Unity’s management costs are high in this comparison and this is understood well by the Board of Unity. The scale of the association makes this a challenging area, however Unity remains fully committed to maintaining downward pressure on all aspects of its management costs and all opportunities to reduce these are carefully explored. HCA - social housing costs per property analysis 3.52 In the summer of 2016, the HCA wrote to housing associations to advise of a revised approach to VfM. In particular, the HCA highlighted the publication of a new analysis of cost variation across the social housing sector, ‘Delivering better value for money: Understanding differences in unit costs’. This is available on the HCA’s website. The letter also set out changes to its approach on regulating the Value for Money (VfM) standard. 3.53 The letter also included analysis of Unity’s relative position on costs. The table below is an extract from the letter:

3.54 The headline social costs analysis shows Unity at £2.72k per unit. This compares very well with the Sector level data that is shown immediately below this result in the table. It is clear however, that the table shows that Unity’s management costs are high at £1.31k per unit. It must be noted that Unity includes costs for management of maintenance and shared ownership in its management costs. This is not the case for many other associations and therefore the comparison is somewhat misleading. Unity’s service costs and maintenance costs results in the table are low when compared to the Sector level data. This is because Unity does not allocate overheads to these cost centres because these are included in management costs, as explained above. Taken overall therefore it becomes clear that Unity’s costs bear up well to this sort of analysis when the allocation methodology has been properly understood. 3.55 Unity has taken the prudent decision to absorb quite a lot of capital expenditure relating to the development programme, including associated overheads and capitalised interest. This is not always the case with other associations and therefore this can lead to anomalies when making direct comparisons. 3.56 The second chart provided by the HCA sets out further costs comparisons:

3.57 This chart shows Unity’s costs in relation to supported housing and housing for older people. In each the chart shows that Unity’s results compare very well with others, sitting as they do within the Median quartile for the sector.

17 4. ASSETS Asset Management 4.1 Unity’s complete Asset Management Strategy can be accessed on our website at www.unity.co.uk 4.2 The current Asset Management Strategy will be replaced during 2016 with an updated five-year strategy. What we have achieved 4.3 Unity’s maintenance department has been implementing a five-year asset management strategy and an affordable warmth strategy. These run from 2011 to 2016. The main aims of the strategies are to ensure that our assets are maintained to a standard compliant with the Health & Safety Hazard Rating System/Decent Homes and that component renewal is both timely and cost effective in in respect of life cycles. 4.4 There were a number of sub aims within the strategies: . Generate value for money savings for re-investment in the maintenance of the stock allowing acceleration of both energy efficiency and other planned maintenance works; . To improve the energy efficiency of our stock and thus assist our customers with affordable warmth; . Involve our customers in the delivery of our strategies; . Improve customer satisfaction with our maintenance service. 4.5 As we reach the end of the current strategies we feel that we have had considerable success in achieving our aims: . All our properties meet the requirement of the Health & Safety Hazard rating System/Decent homes; . Component renewal is informed by computerised stock condition and component accounting information which allows flexible and timely planned maintenance; . We have made considerable value for money savings by procuring work via long term partnering contracts (3 to 5 year terms with option to extend) and re-invested this in our maintenance works. . Where costs have increased (communal gardening and cleaning) it is as a result of enhanced specifications in order to improve the quality of service and achieve higher levels of customer satisfaction. Work Stream Contract Cost saving period against previous arrangement Responsive and Planned Maintenance 2011 – 2016 -38% Cyclical painting 2011 – 2016 -19.5% Lift servicing and repairs 2012 – 2017 -21% Communal cleaning 2014 - 2017 +7% Gas servicing and repairs 2012 - 2017 -2.1% Communal gardening (shared service with LFHA) 2014 - 2017 +3% 4.6 We have also been able to use our actual costs in respect of maintenance work to re- visit our long term financial projections. This resulted in more accurate forecasting enabling us to reduce our forecasted maintenance spend by approximately £8m over the next thirty years.

18 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

4.7 We have improved the energy efficiency of our stock via setting challenging targets for our properties (An average reduced SAP rating of 73 across all our stock with a minimum band C rating for each property), pro-actively obtaining energy performance certification to measure our position against these targets and undertaking suggested works to achieve target via existing budget/programme heads. Number of properties with useable information (actual certification and 99% cloned) Number of properties with no information 1% Average rd. SAP of all stock 73.7 Number of properties below minimum rd. SAP target (69 band C) 10% (Data - up to April 2016) 4.8 We have involved customers in the delivery of our strategies via our residents’ panel. Board members have been involved in contractor selection, specification and component reviews and annual contractor performance reviews. 4.9 Customer satisfaction with our maintenance work is high, as illustrated below: Question Poor Satisfactory Good Overall Satisfaction How well did we deal with your 0.5% 4.6% 94.9% repair? How good was service from the 99.5% Contractor? 0.4% 2.8% 96.8% How good was the repair? 0.5 % 3.9% 95.6%

(Data - 2015/16) Return on Assets 4.10 The association has developed a modelling tool which can assess the financial return on investment for our stock portfolio. The model has been developed to address a need for a more pro-active approach to understanding the performance of assets, looking at the return on investment and also the management of our property assets. 4.11 In particular, there was a concern that asset investment decisions may not have been fully recognised in the approach to value for money and that there is a need for a more robust analytical and strategic focus. 4.12 The model holistically examines Net Present Values (NPV), current and projected financial performance, operational history and performance, housing management views and opinions, future impairment potential, book and market values and other data. This work sits alongside our comprehensive asset register. 4.13 Unity will use the results from this modelling of the stock to undertake ‘active asset management’. We do this by identifying stock with potential or current problems including high management or maintenance costs, lack of strategic “fit” with strategic objectives or defined geographical growth areas. Possible actions/solutions to apparent problems will include re-modelling, transfer or disposal, but equally a range of operational housing or commercial management interventions will also be explored. 4.14 The results from the analysis that we have performed on the stock can be seen illustrated in graphical form in the tables below:

19 20 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

Number of NPV at 5% Props % of Stock

Less Than -£10,000 Value 0 0.0% Less Than £0 Greater than -£10,000 Value 32 2.9% Greater Than £0 less than £5,000 Value 101 9.2% Greater Than £5,000 less than £10,000 Value 192 17.4% Greater Than £10,000 less than £20,000 Value 344 31.2% Greater Than £20,000 Value 434 39.3%

Total Rental Stock Owned 1,103

Actions emerging from the NPV analysis 4.15 The analysis that we have performed has revealed reasonably positive results for the association, with only a very few areas of our stock with negative results. We are advised by our consultants that this profile is quite normal and indeed that it bears up well in comparison with others, many of whom have much larger percentages of stock in need of attention. 4.16 We were expecting the results to look more or less as they have emerged and we have already started to develop a strategy for addressing the issues relating to the assets that have been highlighted as being negative. Plans are being drawn for strategic discussion and these will be developed in due course into action plans with targets. 5. VfM GAINS Looking back at what we have achieved 5.1 The association makes effective use of its financial strength and overall capacity This section summarises what we have achieved.

21 Financial results 5.2 The following table shows Unity’s financial performance year on year: NB: 2015 has been re-stated to comply with the adoption of FRS102 INCOME AND EXPENDITURE 2016 2015 2014 2013 2012 £000 £000 £000 £000 £000 Turnover 8,061 6,357 5,407 6,196 5,542 Surplus 1,676 1,354 1,354 857 424 BALANCE SHEET 2016 2015 2014 2013 2012 £000 £000 £000 £000 £000 Properties 55,332 54,805 18,885 18,138 18,865 Other Assets 3,023 3,234 1,285 1,029 939 Net Current Assets 5,503 4,190 7,767 2,115 1,292 Totals 63,858 62,229 27,937 21,282 21,096

Loans 50,275 50,333 19,212 13,564 14,235 Reserves 13,583 11,896 8,725 7,718 6,861 Totals 63,858 62,229 27,937 21,282 21,096 KEY RATIOS 2016 2015 2014 2013 2012 Operating surplus as %age turnover 25.58 29.65 21.10 16.50 9.04 Surplus as %age of rent 29.97 25.92 21.50 20.30 10.49 Voids 1.02 0.97 0.86 1.20 1.30 Bad debts 0.41 1.94 1.12 1.22 1.33 Liquidity 4.34 4.00 4.90 2.40 1.90

5.3 It can be seen that our surplus generation has grown steadily over the five years since 2012, even though turnover during the same period has been less consistent. 5.4 The following charts serve to further illustrate our strong financial performance year on year:

22 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

Operating surplus as %age of Turnover 5.5 The results for operating surplus as %age of turnover show an impressive upwards curve for Unity. In the challenging times that the sector faces at present this is a robust performance.

Liquidity 5.6 The results for Unity’s liquidity, whilst somewhat uneven in terms of a trend; nonetheless reflects sound overall financial performance for the association. 5.7 This capacity within the business measures up very respectably against peers and the sector as a whole.

Surplus as %age of rental income 5.8 The results for Unity in relation to surplus as %age of rental income; also show a very impressive upwards curve for the association. 5.9 This trend in surplus performance in challenging times shows sustainable progress. This has been achieved through concentrated efforts in budget setting and very effective control of income and expenditure at Unity.

23 Conclusion 5.10 Overall, it is clear that financial performance at Unity has been consistently positive during what has been a prolonged period of economic downturn. Analysis of how each pound of income is spent 5.11 The way that we spent each pound of income in 2015/16 is illustrated in the following table:

5.12 Details of the different categories are as follows: . Void costs (1p) - This relates to the cost of rent lost when properties are vacated and require work, to bring them up to a lettable standard, before they are allocated to new tenants. . Routine repairs (7p) – This covers the responsive repairs that are reported by tenants. . Planned repairs (3p) – This covers planned and cyclical maintenance such as roofing and new window programmes. . Components (9p) – This covers other items fitted to our properties during the course of maintenance.

24 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

. Loan interest (8p) - This refers to the money that Unity has to pay on loans that it has taken out to build new homes. . Service charges (3p) – This includes items such as grounds maintenance, care alarms and communal areas. . Management costs (27p) –This includes the costs of staff and offices and other related costs. . Other costs (27p) - This covers other items such as insurance and Information Technology. . Surplus (15p) - This is the proportion of rent money that is left over after all the other items have been paid for from the rental income. It is kept for future investment in existing and new homes as well as new services. 5.13 The generation of ongoing surpluses from rents provides an important degree of financial stability, which is both prudent and important in times of changing national policy. VfM Register 5.14 We measure and record our performance in achieving VfM using a log or register. This appears to be common practice and it has certainly worked well for Unity as it raises the profile of this important area and it has helped to promote and embed the achievement of better value. 5.15 We use the register to formally record our progress on these priorities. This reveals the wide and varied nature of our activities and the opportunities we have to improve our efficiency. 5.16 The following extract from the VfM Register shows that loan interest and repairs and maintenance have brought the most significant savings. This is perhaps as one would expect, given the scale of these areas. It also clear, however that other areas of the business have also contributed and we expect this to be the case in the future.

Annual Contract Date Title Project Notes - Action Status Savings Notes Savings £ Impact £ Negotiating discount of 15% so far on last 31-Mar-16 Insurance Estimated renewal savings 14,013 42,039 Three year contract saving year's rates (pre IPT) Interest savings taking advantage 31-Mar-16 Interest Cost savings achieved in 2015-16 31,764 31,764 One off saving of variable rates Contractor absorbed RPI price increase Enable savings to keep Repairs 31-Mar-16 Annual cost of repairs contract included in contract providing savings over 109,180 327,540 approved budget to original Contract whole three years values Interest received managing surplus 31-Mar-16 Interest Deposit interest achieved in 2015-16 44,609 44,609 One off benefit cash and short term fixed deposits

Negotiate with suppliers via our enrgy broker Saving is across all the 31-Mar-16 Gas Supplies Reduce gas supply costs 5,376 5,376 Inenco to reduce costs group units Telephone Review telephone lines and Make sure that we are only paying for what we One off saving across the 31-Mar-16 4,207 4,207 Costs services are using group £3.709 in UHA & £13,766 in Cleaning Review Leeds City Council checking works done and pricing of contract 31-Mar-16 3,495 17,475 UE net of VAT over contract Contract Cleaning Contract over five year period from inception period Repairs Working with Manningham HA enabled a 31-Mar-16 Gas servicing audit costs 545 545 Annual saving Auditing reduction in the cost of each audit by £5 Obtain better tariff from supplier change - 12 mth contract, see emails 27-Apr-16 Electricity LMC Half Hour Meter 1,324 1,324 Brtish Gas to Total dated 27-04-16

25 5.17 The cumulative savings achieved at Unity are illustrated in the following table, which shows the areas that have generated annual savings between 2009/10 and 2015/16. Areas that have delivered savings over multiple years are also shown. These include computing, mobile phones, finance department, repairs and maintenance, tenant involvement, utilities and Unity Enterprise:

26 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

Annual Contract Business activity Savings £ Savings £ Computing, mobile phones etc. 28,931 64,688 Corporate & Office Costs 1,913 1,913 Customer Services Team 2,335 2,335 Employment & staff 4,383 4,383 Finance department 52,920 78,629 Finance costs 423,631 423,631 Repairs & maintenance 242,662 984,068 Tenant involvement 746 1,922 Utilities & related items 83,198 172,951 Unity Enterprise 7,188 11,306 Totals 847,907 1,745,826 Development programme 5.18 Unity continues to invest in the development of new homes. The current programme and pipeline includes 120 homes which will all start on site between Nov 2015 and June 2017. 5.19 The following table sets out the programme in overview: Start on Quarte Practical Name Units Site r Completion Quarter Holborn Court 17 Nov-15 Q3 Dec-16 Q3 Rocheford Court 11 Dec-15 Q3 Dec-16 Q3 Parkwood Road PH1 18 Jan-16 Q4 Jan-17 Q4 Parkwood Road PH2 6 Oct-16 Q3 Apr-17 Q1 CTR 6 Jun-16 Q1 Mar-17 Q4 Avenue Crescent 2 TBC TBC Quarmby Road 9 Apr-17 Q1 Apr-18 Q1 Former Ancester PH 12 Apr-17 Q1 Apr-18 Q1 Walford Road 15 Sep-16 Q2 Jul-17 Q2 Other sites 24 Jun-17 Q1 Jun-18 Q1 Total 120 5.20 Total Scheme Costs for the programme are estimated to be just under £16m, with grant of just under £4m. This generates loan requirements for Unity of just under £12m. Procurement 5.21 For obvious reasons we target procurement as an area for potential efficiencies. This area is carefully managed and scrutinised for opportunities to make improvements in cost reductions. 5.22 The table below, which summarises some data that we have seen earlier in the Statement, shows these savings: Work Stream Contract period Cost saving on previous Responsive & Planned Maintenance 2011 – 2016 -38% Cyclical Painting 2011 – 2016 -19.5% Lift Servicing & Repairs 2012 – 2017 -21% Gas Servicing and Repairs 2012 - 2017 -2.1%

27 Procurement Initiatives 5.23 As we look to re-tendering our maintenance contracts we will be actively seeking partners with whom we can share services. This has been particularly successful in respect of our communal gardening contract, which is shared with Leeds Federated Housing Association (LFHA), where we have managed to improve the quality of work and consequently we have increased customer satisfaction results. 5.24 We have already generated an 11% cost saving in respect of the Auditing of our Gas Servicing & Repairs for 2016/17 by working with Manningham Housing Association. Remuneration (staff) 5.25 In May 2015, Unity commissioned a review of salaries for the Executive Team. The recommendations were approved by the board and have now been implemented. Previously, Unity has secured external advice in relation to a review of staff salaries and conditions for the whole of Unity’s workforce. The last review was undertaken in 2013. 5.26 Remuneration for staff is an area that we have sought to secure the best Value for Money and to this end we used external advisors to help us to set remuneration at levels which will help us to secure the best Value for Money whilst also ensuring that the association is able to sustain its business by retaining and being able to recruit the best staff. Looking forward – what we intend to do in the future Asset management 5.27 As we move into 2016/17 we will finalise our new five-year asset management and affordable warmth strategies. This will involve completing an external stock condition survey to validate our planning information, tendering our main responsive & planned maintenance contract, tendering our cyclical painting contract and programming work to the properties below our energy performance target. This will be done against a backdrop of reduced revenue due to government enforced rent reduction. Procurement 5.28 We will actively seek partners with whom we can share services, building on the success of our experience with LFHA and continuing to improve customer satisfaction. New Homes 5.29 We will continue to develop new homes and we are committed to a sustainable programme of new supply to meet prevailing demand for houses. Employment services 5.30 We will review the services that we provide to ensure we are continuing to meet current demand as well as adapt to the needs of prospective and emerging customers. We will also review and identify emerging opportunities within the market place given the uncertainty and expected changes with other services providers. 6. OVERALL SELF-ASSESSMENT Regulatory context 6.1 The HCA’s Regulatory Framework includes a specific standard for VfM. The HCA expects us to have a: ‘ ...strategy for optimising VfM and systems to ensure that this strategy is achieved...’

28 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

6.2 The HCA also requires us to prepare an annual self-assessment report to our residents and stakeholders, setting out how we currently comply with the VfM standard and our plans and priorities for the future. How we gain assurance of our compliance with the VfM standard 6.3 The board has gained assurance that the association has complied with the regulator’s VfM standard by following a structured process of assessment. As well as comprehensive performance reporting and management accounts the board receives a regular update on key performance indicators and actual performance against budgets. This information enables the board to perform an effective scrutiny role whilst also positively influencing and providing leadership in the delivery of its VfM strategy. 6.4 The following table sets out the areas of the standard that the board has explored and it explains how the board has gained assurance:

How Unity believes that it Location in the VfM Requirements of the demonstrates compliance for Statement VfM Standard 2015/16

Have a robust approach Regular reports are presented to Section 3 ‘Operating to making decisions on the board on the performance and context’ provides the the use of resources to use of resources. This assists evidence for the deliver the provider’s decision making. Reports include: compliance with the objectives, including an standard. understanding of the . The financial plan and the trade-offs and projections therein. opportunity costs of its . The annual budget process which decisions. clearly links the use of resources with meeting key objectives. . Actual performance against the Asset Management Strategy. . Stock rationalisation reports. . KPI reports providing peer group and regional comparisons to the Operations Committee. . The Corporate Plan, which details the organisation’s objectives and the resources required and identified to deliver those over a 5 year period.

Our most significant resource investments are incurred in the delivery of stock re-investment and in the future we will also be building new homes. The association, therefore, has specific tools and mechanisms which enable opportunity costs to be considered and decision making to be documented based on evidenced financial performance. These

29 How Unity believes that it Location in the VfM Requirements of the demonstrates compliance for Statement VfM Standard 2015/16

include: . An appraisal model for new developments and re-modelling of existing schemes. . Our asset management assessments which assess performance of all rented stock at a scheme level and on a unit basis going forward, enabling decisions to be made which maximise returns on stock. . The VfM Strategy which is reviewed annually.

Understand the return Unity has a robust Stock Condition Section 4 ‘Assets’ on its assets, and have a Survey which is included in the provides the evidence for strategy for optimising business plan. The survey is the association’s the future returns on fundamental in informing our plans compliance. assets – including for maintenance on a scheme by rigorous appraisal of all scheme basis for all residents. potential options for Utilising the asset management improving VfM including strategy, detailed stock condition the potential benefits in surveys and property valuations, we alternative delivery can now analyse the returns that we models - measured are obtaining on each of our against the properties. This information enables organisation’s purpose us to review and monitor operating and objectives. margins making better informed decisions about future investment and maintenance. We can also identify non-performing assets within each asset class and location. This work helps us to make informed decisions about whether to retain, convert or dispose of stock. All of this has greatly improved our understanding of our asset portfolio.

Have performance Our engagement and scrutiny Section 5 ‘VfM Gains’ management and processes are effective and are provides evidence of the scrutiny functions which robust and we have improved these association’s compliance. are effective at driving during 2015/16. These structures and delivering improved have been set out within the self- VfM performance. assessment statement.

Understand the costs Our financial results and the Section 5 ‘VfM Gains’ and outcomes of analysis of these have been provides evidence of the delivering specific reported upon within this association’s compliance. services and which assessment. underlying factors

30 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

How Unity believes that it Location in the VfM Requirements of the demonstrates compliance for Statement VfM Standard 2015/16

influence these costs and how they do so.

Annually publish a Unity’s self-assessment shows how This VfM Self- robust self-assessment the organisation has met the HCA’s Assessment Statement which sets out in a way VfM standard and this will be for 2015/16 provides that is transparent and published on the association’s evidence of the accessible to website. association’s compliance. stakeholders how they are achieving VFM in delivering their purpose and objectives.

The board’s self-assessment and commitment to stakeholders 6.5 With the narrative in this table and the evidence provided throughout this self- assessment the board of Unity Housing has established that it has complied with the requirements of the VfM standard. Our performance to date in achieving VfM has been effective and consistent and we have set out areas where we are determined to make further improvements. 6.6 Through the publication of this statement the board of Unity Housing expresses its ongoing commitment to delivering VfM as a business, working hard on behalf of its customers and continuing to make tangible and sustainable improvements during 2016/17 and beyond.

31 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

9 Appendix 1 – Unity – KPI Benchmarking Unity currently benchmarks against a number of other RPs in the region. They are:  Sadeh Lok  Johnnie Johnson HT  Incommunities HA  Arches HA  Kirklees Neighbourhood Housing  Leeds & Yorkshire Housing  Yorkshire Housing  Wakefield & District Housing  York HA

These 10 organisations have been anonymised in the following tables.

Unless otherwise stated, all data relates to combined General Needs and Housing for Older People.

32 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

INCOME MANAGEMENT – RENT COLLECTED Organisation Performance Rank % Unity HA 102.12 1

2 99.95 2

3 98.7 3

4 98.45 4

5 100.07

6 100.03

7 97.23

8 101.52

9 DNA

10 DNA

Benchmark Definition HouseMark Performance Indicator 210 (HMPI) - Rent collected as a percentage of rent owed excluding arrears b/f – General Needs (GN) & Housing for Older People (HfOP)

This indicator is designed to measure the rent collected year-to-date as a percentage of the rent due year-to-date, for all current General Needs and Housing for Older People tenancies. The landlord should derive its rent collected figure (numerator) from its rent accounting systems. It should be the actual rent and service charge income received in the period, and no adjustments should be made for late Housing Benefit (HB) payments, pre-payments or post- payments.

The rent due (denominator) should exclude rent lost due to properties being vacant, and should also exclude current tenant arrears brought forward at the beginning of the year. Hence should some arrears from the previous year be recuperated, this PI can often exceed 100%.

Housemark Current Top Quartile Range: Upper quartile:100.69 Club median:99.71 Lower quartile:99.36 Number in sample:19

33 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

INCOME MANAGEMENT – CURRENT RENT ARREARS

Organisation Performance Rank %

4 1.62 1

10 1.62 2

9 2.67 3

2 2.9 4

3 4.5 5

Unity HA 5.56 6

5 4.33

6 1.88

7 5.64

8 3.13

Housemark Current Top Quartile Range:

Upper quartile:1.66 Club median: 2.73 Lower quartile: 3.69 Number in sample: 21

34 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

VOIDS AND ALLOCATIONS – AVERAGE RE-LET TIME (STANDARD RELETS GN & HFOP EXCLUDES MAJOR WORKS)

Organisation Performance Rank (Days) Unity HA 20.02 1 2 24 2 4 31.45 3

3 95 4

5 17

6 30.76

7 19.6

8 25.12

9 21 10 DNA

The Housemark top quartile range:

Upper quartile:19.89 Club median:24.58 Lower quartile:29.71 Number in sample:24

35 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

VIABLE & EFFICIENT – RENT LOSS THROUGH VOIDS (YTD)

Organisation Performance Rank % 2 0.64 1

Unity HA 1.04 2

10 1.36 3

4 1.69 4

3 4.08

5 0.50

6 1.4

7 1.04

8 0.64

9 DNA

Housemark Current Top Quartile Range:

Upper quartile:0.63 Club median:1.01 Lower quartile:1.48 Number in sample:22

36 Unity Homes & Enterprise - VFM Self-Assessment Statement - 2015/16

PERCENTAGE OF HOMES WITH A VALID GAS SAFETY RECORD (LGSR)

Organisation Performance Rank %

2 100 1

4 100 1

Unity HA 100 1

10 100 1

9 100 1

3 99.8 6

5 99.90

6 99.63

7 100

8 99.94

Housemark Current Top Quartile Range:

Upper quartile:100 Club median:100 Lower quartile:100 Number in sample:24

37