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Annual Report 2018-2019

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Annual Report 2018-2019 Annual Report 2018-2019 www.shropshirerural.co.uk CONTENT Chair's Report 4 - 5 A Review Of The Year 7 Developing New Homes 8 - 9 Asset Management & Maintenance 10 Financial Information 12 - 13 Average Rents 13 Performance & Value For Money 14 - 15 Looking Forward 16 - 17 The People 18 - 19 THE KEY TO AFFORDABLE FAMILY HOMES 2 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 3 Chair’s Report BY STEVE PRICE CHAIR OF THE BOARD Special Thanks Another significant achievement during the year was the As another year passes for Shropshire Rural Housing Association financing arrangements that we put in place to help us deliver our and my own tenure as Chair, it is good to reflect on the progress development and growth ambitions. Our ability to raise significant made by the Association that ultimately serves to deliver our sums of money from private sources at comparatively good rates collective vision of “providing the homes that make Shropshire’s of interest is a very positive endorsement. It was pleasing to rural communities thrive”. learn that the financial institutions that we were working with all expressed a most positive view of how we manage our resources. I cannot write anything further however, without offering a This is a reflection of the prudent approach to our work over many personal thanks to our former Chief Executive, Ian Richardson. years. We manage our financial resources in the most efficient Ian retired in March leaving our Association a legacy of new manner whilst continuing to service, improve and maintain our housing, improved services and a higher profile than when housing stock to the best possible standard. he joined us in 2014. Ian’s departure inevitably left a void, which we had to fill. We were pleased to welcome our new Chief Our Vision Executive, John Green. He brings with him an array of experience Finally, I would like to offer my gratitude to my fellow Board and across the housing sector. Committee members, the staff team, the partner organisations we work with and all of our suppliers who contribute to ensuring we Looking Back continue to progress and develop in pursuance of our vision. 2018/19 was a very successful year. The most significant piece of work we undertook was a full Tenant Satisfaction Survey to gather our tenants’ views on the services we provide and their feelings about our Association. We live in an age when all of us expect increasingly higher levels of service generally, from deliveries of online shopping to telephone applications that let us know to the minute when the train or bus are due to arrive. Technological developments such as these serve to increase expectations for us all. As a housing association that prides itself on service delivery, it is important that we understand the standards of service our tenants expect and that we respond by developing our services accordingly. As we progress into 2019/20, we will be using the data from the Survey to do just that. 4 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 5 A Review Of The Year BY JOHN GREEN CHIEF EXECUTIVE If you are in the habit of reading Annual Reviews, the purchase of 5 further Section 106 properties in Morda and you will probably agree that the word “challenge” West Felton. A healthy pipeline of opportunities also exists that will can be frequently overused. serve to increase the Association’s stock over the coming years. As I start writing a review of 2018-19 for Shropshire Rural New Finance Facility Housing, I can honestly say that the biggest challenge for me right Continuing to grow through the development of new homes across now is that, having only joined the Association in February, I am rural Shropshire is one of the Association’s primary objectives for largely having to rely on second hand information and the research the coming years. In order to do this we need the private finance I had to do as part of the recruitment process. available to support our development ambitions and after a stringent due diligence exercise and selection process, we secured And it is that recruitment where I will start as in September 2018, £6million loan funds from GB Social Housing and Lloyds Bank Plc. then Chief Executive - Ian Richardson informed the Board of his intention to take early retirement from March 2019 after 4 years Tenant Satisfaction Survey in the role and a career spanning 40 years in housing. 6 months Alongside our development and growth ambitions, understanding later, after the aforesaid recruitment exercise, I was privileged the needs of our tenants and taking on board their views is to join the dedicated and talented team of members and staff, fundamental to ensuring we continue to providing the best charged with ensuring the Association continues to thrive. possible service we can. During the autumn, we commissioned a tenant satisfaction survey, the results of which we are using to In addition to a new Chief Executive, the year saw Shropshire Rural drive improvements in our service delivery. Housing continue to grow and develop in both size and status. Staff Changes Development In a small team, changes in personnel will inevitably create greater In development terms, working with Morris Homes to deliver the upheaval than in larger organisations. During the year, our staff Section 106 requirement on a prestigious development of houses turnover was higher than we would ordinarily expect or hope for in Shrewsbury, we purchased 2 bespoke properties to be let at an and I have already spoken about my predecessor’s retirement. affordable rent in a converted and extended lodge at the entrance Other colleagues moved on as well during the year and whilst we to the development. A number of other potential developments were sad to see them go, we don’t overlook the positivity of people also progressed during the year, including the re-submission for leaving the association to develop their careers having learned planning approval for 5 new dwellings in Knockin Heath following their trade and developed their skills whilst they were with us. an initial refusal earlier in the year, and successful negotiations for 6 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 7 As we move towards 2019/20, purchases of S106 homes terms needs. This approach enables us to develop strategically, have been agreed for a bungalow in Morda, and 4 houses protecting the association against unforeseen risk and Developing in West Felton. economic fluctuations. Development activity for a small association like ourselves Our longer term “pipeline” which at the end of 2018/19 stood can bring with it risks and some uncertainty. at 12 other potential developments will each be scrutinised However, our position as a specialist provider of rural housing and reviewed and only taken forward if they clearly meet our New Homes gives us a sound framework upon which to test opportunities strategic objectives. against our key objectives, as well as financial viability and long HELPING SHROPSHIRE'S RURAL COMMUNITIES THRIVE The development of new homes to support our Working with Developers vision of providing the homes to make Shropshire’s Occasionally, we are contacted by developers seeking to work Rural Communities thrive, is one of our key with a registered provider on a bespoke development opportunity. strategic aims as agreed by the Board in 2017. Our recently produced design guide provides a developer with a basis from which to work, ensuring that the end product meets Developing new homes however, is not a one size fits all our requirements. Some of these developments are on Rural approach and we increase our housing stock through a number Exception Sites (sites outside of the development boundary that of different routes. are earmarked for the development of affordable housing), whilst “Traditional” Development others are “Section 106” developments where we work with the Sites where we directly undertake the development – from developer, enabling them to meet their obligations to provide working with architects on the designs to seeking planning affordable housing on new private developments. approval, negotiating the land purchase and procuring the During the year, working with Morris Homes, we were able to construction are generally viewed as the traditional approach to purchase 2 x 1 bedroomed dwellings that formed the S.106 housing development, providing the flexibility of a blank sheet from requirement on a development of private homes for sale on which to start. At SRHA, even as a small housing association, The Mount, Shrewsbury. The new homes called White Lodge, we continue to develop and are working on a number of potential were purchased following a successful negotiation with Morris sites across Shropshire that we expect to come to fruition in Homes and now provide high quality homes for local people. the next 2-3 years. 8 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 www.shropshirerural.co.uk | [email protected] | phone: 01743 874848 9 Asset Management & Maintenance SHROPSHIRE IS ENGLAND’S LARGEST INLAND COUNTY, AT 1,346 SQUARE MILES Ensuring our housing stock continues to meet Looking forward in 2019/20 we will be undertaking a stock the legal and regulatory standards providing safe condition survey to identify our planned maintenance and affordable homes for our tenants is a major requirements for future years. As well as carrying out works to part of our focus in Shropshire Rural and during improve energy efficiency in our homes and affordability for our the year we continued to invest in our housing tenants, during the year we also reviewed and updated how we stock including: ensure tenants are safe in our homes.
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