Annual Report 2020 delivering promises, improving lives

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Welcome Proud of our achievements Welcome What our tenants think? This year marks my first full year as Chief Executive Meeting standards - locally and nationally at WDH.

Home standard The year presented many challenges, not least the global pandemic which started impacting on our Neighbourhood and community standard services in early March. However, the success we have achieved throughout the year has been fantastic. Promoting the health and wellbeing of our tenants Teams across the organisation have worked together to achieve great things and have excelled. Complaints performance The year began with us opening the doors to residents Tenant priorities - You said, we did at Musgrave Court Independent Living Scheme in following improvements to the scheme. Value for money and rent standards Since beginning our independent living scheme Andy Wallhead improvement programme, we have invested £57 million Chief Executive Tenancy standard in excellent quality accommodation to enable our more vulnerable tenants to live safely and securely at home About our tenants for longer. This is something we are very proud of. In the spirit of partnership and collaboration, I also got my first opportunity to speak with many of our key Tenant Involvement and Empowerment Standard We achieved some fantastic accolades with our teams stakeholders as we invited them to join us to help build recognised at the CIH Northern Awards where they our five year Business Strategy. This was an eventful Governance and financial viability standard took home the Housing Team of the Year Award; we day and one which gave me a great insight into what successfully retained our G1/V1 status, the highest matters most to our partners and the people we do Corporate responsibility standard available, following the Regulator’s annual business with. stability check; and we successfully retained our Diversity and Inclusion Investors in People (IiP) Gold status demonstrating our Towards the end of the year, as we were in the process commitment to ‘leading’, ‘supporting’ and ‘improving’. of finalising our refinancing deal, we initiated our Our Priorities for 2020 / 2021 Business Continuity Plans in response to COVID-19 This was also the year that we celebrated our 32,000th and asked colleagues to work from locations across property! That’s 32,000 homes available to the people Governance the district as we planned our ‘demobilisation’ to who need them. prevent the spread of the virus. These actions Financial report At WDH we know that the greatest things can be prepared us well for the lockdown we all soon found achieved when we work together and this year has ourselves in, presenting the most challenging times Customer Charter performance updates been one very much built on partnership working. in many of our careers and, indeed, our lives. These From working with Fire and Rescue preparations were effective and, whilst difficult for us Our year in pictures Service to ensure our properties are built and protected all, our employees rose to the challenge and continued to the highest specification, with regards to fire safety, to deliver services to keep tenants safe and secure at a to supporting the NHS and Yorkshire Ambulance time when their homes meant the most. Service by providing services that ease the pressure As well as continuing to deliver services, the team also on the emergency services, helping people to stay managed to get the £520 million refinancing deal over safe and well at home. We have worked with agencies the line, standing us in an excellent position for the across the district for the benefit of the people living challenges ahead. within our communities. [Back to contents] Proud of our achievements

Last year we outlined a number of ambitions and key strategic priorities for the year ahead. Here is what we said we would do and an update on our progress during the year.

We said we would:

Maximise opportunities for our people Invest in more new homes and land to and those who want to work for us. meet the growing need for affordable We have emphasised the importance of workforce housing and become a leading planning across the business to help prepare us for regional housing provider. the future. During the year we continued to invest in the We have regular, ongoing meetings with senior acquisition and development of new homes managers to ensure workforce plans meet both within and outside of Wakefield district. future requirements. This involves planning for We invested £42 million in 402 properties. absence, retirement, changing team structures and These were a mix of homes available on a rental workstreams. or shared ownership basis. We have also devised a new succession planning As a result of the year’s success and the policy to ensure that we identify and develop the availability of additional funding, challenging potential successors for senior and critical roles in targets have been set with an Investment Plan a more formal way. This has been incorporated outlining an additional 2,500 new homes to be into the annual appraisal discussions for 2020. provided by 2025. We have continued with our skills development The completion of refinancing agreements of leaders through our corporate leadership (completed April 2020) will set the scene for programme. This has included resilience training our growth agenda and for the creation of a and we have continued to embed an Intent-Based development company to support the delivery of Leadership approach. these ambitious targets. Our Business Leaders ‘Leadership Extended In the last year we have completed stock condition Achievement Programme’ (LEAP) has been very surveys to over 26,000 properties, helping us to successful with all participants impressing senior identify where investment is needed and we have managers and Board Members and two of the undertaken a detailed review of our commercial seven employees gaining internal promotion. properties and garages.

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Proud of our achievements

Create excellent customer experience We continue to work with health and social care Be a digital business and enable our partners to deliver new models of care providing by offering a range of services that support to our most vulnerable residents. customers to maximise their digital maximise choice, opportunity, health opportunities. Our Housing Support Co-ordinator role, based at and wellbeing. Fieldhead hospital, has received recurrent funding On 1 April 2019 we introduced the first phase of Over the last year we have supported over from the Mental Health Alliance to continue to our new IT system across the business. Microsoft 3,300 customers with the Universal Credit (UC) provide support to patients experiencing a housing Dynamics was introduced to support HR, Payroll, application process. To ensure customers feel barrier to being discharged. The Co-ordinator Procurement and Finance functions and increase fully supported we contact each customer within has also received additional funding to the end of efficiency across the organisation. This was 72 hours of us being notified to ensure they receive March 2021 pending further evaluation of the role. followed by the second phase which went live in appropriate information, advice and feel fully August 2019 to support our assets management We are finalising a partnership with Yorkshire systems. supported with the transition to UC. Over the last Ambulance Service (YAS) to support 999 calls year this positive approach has ensured that the from fallers where there is no clinical problem but Following feedback from employees additional average arrears per UC case is significantly below they still require a prompt response. Our Care apps have been developed, including an app to national benchmarking averages. Link Responder service will respond to these calls enable employees to view their payslip from their Phone support, face to face home visits and digital resulting in a reduced demand for fully qualified mobile device. Ambulances, providing YAS with greater capacity assistance have been provided across the district Phase one was exclusively inward facing, affecting to attend life threatening incidents. to ensure customers can manage the application employee experiences only. Alongside continuing process, update their online customer journal and Over the next 12 months we will be working to provide training and improvements to the maintain their claim moving forward. Cash Wise with partners in the Integrated Care Partnership system, we are now focused on improving the also delivered 200 drop-in sessions across the exploring how housing can help achieve the health online experience for all customers trying to make year at all WDH Hubs and service access points priorities for the district. contact with us, whatever channel they may wish to assist customers with their UC enquiries and to use. helped to resolve any ongoing issues or financial challenges. Through our extensive work with the Department of Work and Pensions we have been able to shape national processes to reduce payment delays. During 2019 / 2020 work has been completed to develop our digital Out of District Offer linked to the WDH website and customer online account functionality. The new functionality provides a consistent method and format to signpost out of district tenants to a range of assistance and services offered by WDH and additional support offered by other agencies and organisations within their own local authorities.

Annual Report 2020 Annual Report 2020 [Back to contents] What our tenants think

At WDH we are passionate about customer service and ensuring that our Instant customer feedback tenants receive the best experience with us. We measure our tenant satisfaction We gather real time feedback from our customer in a number of ways, including our Annual Tenant Satisfaction Survey, and using contact and repairs customers using software provided by customer feedback specialists, Sabio instant, real time feedback on our customer facing services. Insight. Following contact with us, customers receive a call Annual tenant satisfaction survey Customer Insight asking them to rate their recent experience. This enables us to drive improvements quickly, identify Our Annual Tenant Satisfaction Survey is In addition to the annual tenant survey and our any common trends and support employees with carried out by independent customer experience real time transactional surveys, we consider insight training and recognition for their efforts. consultant, TLF Research. The survey results and the customer perspective in all elements of benchmark us against our peers in the housing business. Over the last year, this has included: Over 14,000 of these surveys were completed sector as well as other organisations outside of the within the year. Overall satisfaction using this sector. • our Leaseholder Satisfaction Survey; measure is 94% compared with a UK benchmark • consulting with tenants, employees and of 85%. When compared to our peers, our overall customer stakeholders on the development of our satisfaction index score is 86.7%, which places us Business Strategy to 2025; in the top quartile for overall customer satisfaction, • evaluation of our improvements programme at To further benchmark within the housing sector, we also use the questions from HouseMark’s STAR (Survey of when compared to other organisations. our independent living schemes; Tenants and Residents) in the Tenant Survey. This is a great result, however, we are always • the Care Link Customer Survey; looking to improve and we use the feedback to • our Universal Credit Experience Survey; Satisfaction identify what matters most to customers and • consultation with tenants on local regeneration 2017 / 2018 2018 / 2019 2019 / 2020 areas where improvements can be made to their plans; experience with us. Satisfaction with our services. 95% 92% 94% • evaluation of our improvements at Low Cross To achieve this, over the coming year, our priorities Court; Overall quality of your home. 90% 89% 91% for improvement are: • evaluation of our Outward Bound Scheme The way we deal with repairs and maintenance service. 91% 89% 88% • being easier to deal with; mentoring role; and Neighbourhood as a place to live. 89% 85% 90% • facilitation of our Resident Involvement Rent provides Value for Money (VFM). 88% 89% 90% • the way we manage nuisance and antisocial Monitoring and Customer Excellence Groups. behaviour (ASB); and As well as measuring external customer service Key performance • developing awareness of our digital platforms and perceptions, we also measure the satisfaction and support services. of our employees. The latest survey result showed 2017 / 2018 2018 / 2019 2019 / 2020 79.5% satisfaction and provided us with information We use the customer feedback and information on where we could improve and develop our Current tenant arrears. £4,237,712 £4,541,690 £4,805,239 provided by TLF Research to put together a employee support and services. Former tenant arrears. £2,233,954 £2,241,258 £2,056,666 business wide action plan to make improvements ahead of the next year’s tenant satisfaction survey. Average days to re-let a (managed) social housing rental dwelling. 18 days 17 days 17 days Average response times for emergency repairs. 0.3 days 0.3 days 0.3 days

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What our tenants think

Customer Service Excellence Proud to live in our homes In June 2019 our annual Customer Service This year, as part of our Annual Tenant Satisfaction Excellence assessment took place. Survey we were particularly interested in, not just the service our tenants received but also how they The assessment measures organisations against a feel about living in a WDH home. range of service criteria, including: The results were overwhelming. Of the tenants • customer insight; we surveyed, 92% said they are proud to live in a • the culture of the organisation; WDH home and, even better than that, 97.6% said that our properties are good places to live. As a • information and access; landlord it is our duty to provide safe homes where • delivery; people want to live. This result demonstrates to us that we are providing homes where people are • timeliness; and proud to live and that is something that we are also • quality of service. very proud of. After a rigorous assessment, we successfully retained our accreditation, evidencing that the focus on customer service runs throughout all areas of the organisation. The assessment identified 11 areas of high performance ‘Compliance Plus’, highlighting where we are delivering services that are over and above what customers would normally expect.

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Meeting standards locally and nationally

To ensure that we are compliant and consistent with the standards set out by the Regulator of Social Housing (RSH), we work to their seven national standards. We regularly assess ourselves against these standards and the assessment is challenged and verified by our panel of Board members and tenants. This is carried out through the scrutiny and challenge of our self-assessments which measure our compliance against each standard. This ensures that the panel has assurance that we are doing what we are saying we are doing. Any actions identified for continued compliance are also monitored by the panel, whose work is overseen by the Audit and Risk Committee. The seven standards that we assess ourselves against are: • home; • neighbourhood and community; • value for money; • rent; • tenancy; • tenant involvement and empowerment; and • governance and financial viability. The following pages provide evidence and examples of how we have met these national standards and some of our key achievements during the last year.

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Meeting standards - Home standard

At WDH we are proud of the standard During 2019 / 2020 we completed the installation of over 1,400 energy efficiency measures in our Adaptations of accommodation we provide to over properties including improvements to insulation and 32,000 households across the region. As part of our wellbeing services, in partnership heating. We also provided energy, water efficiency and with Wakefield Council and the NHS, we are able We have ambitious plans to both improve switching advice to customers through 149 one-to-one to provide our tenants with high quality adaptations the homes we offer and grow the number tenant visits. and occupational therapy support. In 2019 / 2020 of properties available to those who need Repairs and maintenance we completed 1,697 adaptations helping tenants to maintain their independence in their own home. them. We offer a seven day repairs service across the district and pride ourselves on our ability to complete most Our adaptations service is supported by a Trusted Quality of accommodation repairs on the first visit, ensuring the customer gets the Assessor, one of our joiners, who is able to both During 2019 / 2020 we: very best, most efficient service possible. carry out an assessment at the tenant’s property as well as installing the necessary adaptation • built or acquired 402 new homes, taking our total The table below shows our repairs performance over simultaneously. stock to 32,078; the last 12 months. Finally the team also provides advice on health and • sold 128 homes on a shared ownership basis, medical rehousing, ensuring that we have the right 49 of which were outside of the Wakefield district; Number of responsive repairs delivered 104,105 people living in the right properties to meet their (including emergency call out repairs) • sold 12 homes built by our joint venture Bridge needs now and in the future. During 2019 / 2020 Number of emergency call out repairs the Health and Medical Rehousing Panel heard Homes Yorkshire; 4,163 (out of Hours) 673 cases and awarded rehousing priority in 289 • sold three previously rent to buy properties through cases. Percentage of repairs completed on the the shared ownership scheme; 95% first visit • supported 17 people to buy additional shares in their Average time taken to complete home up to 100% ownership; and 6.5 days responsive repairs • helped three intermediate rental tenants to buy their Number of minor and major adaptations home and get on the property ladder. 1,697 completed As well as our investment in new homes, we make Number of void property repairs 1,926 significant improvements to our existing properties to ensure they are maintained above the Decent Homes Standard. In 2019 / 2020, we invested £9.2 million into completing improvement works to roofing and £1.9 million into providing environmental improvements. We completed improvement works at one independent living scheme during the year and minor works were completed at a further four with an investment of £1.8 million.

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Meeting standards - Home standard

Health and safety In addition, the team also ensures we remain compliant with: At WDH we take the safety of our employees, our tenants and the public extremely seriously. In order • Asbestos management; to provide assurance that our sites are compliant • Lift Management; and continuing to meet health and safety legislation, • Water Management; and our Site Safety Team completes comprehensive site inspections across all of our sites throughout the • Emergency Lighting and Fire Alarm testing. year. During 2019 / 2020 107 site inspections were Our Building Safety Team was established in 2019 completed on 78 WDH sites and 29 partner sites. following the recommendations of the Grenfell Inquiry. We are proud to say that this year we have The team is responsible for ensuring the safety of all successfully retained our health and safety our high rise buildings, ensuring that residents feel accreditations including OHSAS 18001, CHAS and we safe in their homes and that accurate records are attained the Gold achievement award with ROSPA. maintained. It is important to ensure that we are well prepared and we are committed to adopting the highest Keeping homes safe and compliant standards of safety ahead of legislative requirements. As a responsible landlord, it is our duty to provide safe In 2019 / 2020 we registered all of our high rise places to live. During 2019 / 2020 we carried out a buildings with the new Building Safety Regulator and survey of our stock, involving over 26,000 properties, agreed to work to the spirit of the Building Safety to assess the condition and help to direct our future Charter. investment in improvements. In October 2019 a high rise improvement project was A number of specialist teams at WDH are responsible completed at Low Cross Court in Knottingley. Plans for the management of safety and compliance in our are now in place to replicate the model across a properties. number of other high rise buildings. The Property Compliance Team is responsible for ensuring that our properties are compliant and safe for tenants and for providing assurance to oversight committees and groups. This includes ensuring and providing assurance that all statutory checks are completed for properties under the control of WDH. The main specialist areas considered by the team include: • electrical safety, with around 6,000 electrical inspection condition reports undertaken every year; • gas safety, ensuring that our 27,500 gas fuelled properties remain compliant and have an up to date Landlord’s Gas Safety Record; and • fire safety, ensuring our properties meet fire safety requirements and that Fire Risk Assessments are in place across all of the relevant buildings.

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Meeting standards - Neighbourhood and community standard

Our Vision is to ‘create confident communities’. Over the past year we have continued to support Teams also delivered regular community engagement Our commitment to delivering this is demonstrated in a our tenants living across all our estates, by working visits to neighbourhoods where concern had been variety of ways across all of our service areas including with partners to provide and enable a wide range of expressed over ASB in their area together with partner our investment in creating safe, attractive, vibrant initiatives. A number of which are illustrated below. agencies such as the Police and Wakefield Council places to live where people want to be; where people to help reassure residents and gather information to are proud to live. Tackling crime and antisocial enable further actions to be taken. behaviour We have appointed a Regional Service Manager to Improving the neighbourhood oversee both East and West neighbourhoods, which We continue to show our commitment to tackling ASB will ensure operational consistency across both on our estates through our collaborative working with environment management areas. key partners. During 2019 / 2020 the Community We delivered 114 environmental projects and a Our efforts have seen excellent results, with the overall Safety Team handled 863 cases of nuisance or ASB range of other schemes to make improvements to level of tenant satisfaction, increasing to 87.9%. ensuring that vulnerable households received the property boundaries and communal space across The level of satisfaction between each of the seven support they needed. our neighbourhoods, improving the quality of the Monkhill Environmental Improvements Phase 1 and neighbourhood areas in East and West, has also We are committed to ensuring that our customers environment for our tenants and contributing to the 2 is ongoing and spans across the 2019 – 2021 narrowed considerably over the past six years, ranging are safe in their homes and, working with specialist creation of sustainable communities. period. This work includes off street parking, front from 88% to 85% and satisfaction with properties support services such as the Wakefield District The schemes were delivered following consultation and back boundary fencing and new paving detail. outside of the Wakefield district is 90%. Domestic Abuse Service, we have helped 133 families with our tenants and residents, to ensure that we made Work is progressing currently on Phase 1 to the rear A review of our tenancy management procedures has affected by domestic abuse. The team also works the improvements that mattered to them the most. boundaries with work commencing to front boundaries enabled us to provide employees with the tools needed flexibly to support our tenants and has supported 288 and driveways shortly. During Environmental Audits in it was felt to deliver consistent advice to customers, improve vulnerable households with ASB issues that they have that the area needed new fencing to help increase the The Training for Employment Team has continued to customer service delivery and improve efficiency. experienced out of normal office working hours. overall look of the estate. After consulting with tenants, provide front and boundary fencing to properties on the We have continued to maintain our high standards We supported 184 tenants to use the ‘Noise App’ to it was agreed to install new attractive timber fencing Peacock Estate, Wakefield, and to Greenside, North in relation to fire safety and again have completed gather evidence of noise nuisance to support tenancy to the front and rear boundaries at a cost of just over Featherstone. Feedback from residents has been very our annual reassurance visits to all residents living action. £14,000. Following the works, we have spoken to positive, with the work making a massive improvement in multi storey accommodation. These visits provide residents and the feedback has been positive. to the look of both estates. reassurance and information to residents on what to do Through 2019 / 2020 we continued to provide in the event of a fire. additional support to West Yorkshire Police, enabling We have delivered a number of large scale We continue to work closely with schools and increased visibility and neighbourhood policing on the environmental schemes across the district. At community groups to engage in Love Where You Live The introduction of mobile technology to our Warwick Estate, Knottingley in response to residents’ Wellgate, Glasshoughton we have created off street Events to promote environmental projects and litter Environmental Team has enabled us to reduce concerns over increasing levels of antisocial and parking, renewal of front and back boundary fencing picks to maintain the environmental quality on our paper, increase the agility of the team and enabled criminal behaviour. This has resulted in a growing and new paving detail to reduce the number of cars estates. them to provide a more responsive service to community confidence and lower levels of crime and on the road to improve access for waste collection and customer requests, resulting in cleaner and tidier nuisance behaviour being reported to both agencies. emergency services and future proofing our properties. neighbourhoods. Further support was also given to the Police to We have also completed another scheme at Broomhill Partnership working is a key focus and enables us help sustain targeted and proactive actions against Grove to improve parking by creating 26 parking to deliver positive outcomes for the communities those responsible for causing ASB through illegal spaces utilising the grassed area. The parking spaces we serve. This includes our work in preventing and have been well received and are being utilised. dealing with nuisance and antisocial behaviour (ASB), motorbiking. Reports of this type of behaviour have working closely with West Yorkshire Police, Wakefield significantly reduced due to this partnership action. Council and West Yorkshire Fire and Rescue Service.

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Meeting standards - Neighbourhood and community standard

Promoting the health and wellbeing of Tackling financial exclusion Supporting tenants with the our tenants Our Cash Wise service supports customers to take challenges of UC We work closely with local schools and community control of their finances, apply for benefits, access Over the last year our Debt Team has supported over groups to engage with our tenants and residents grants, reduce utility costs and take control of any 3,345 customers with the UC application process. To to promote community development and the health household debts. Following the rollout of UC across ensure customers feel fully supported each customer and wellbeing of tenants. Our Tenant Involvement the district, our Cash Wise Team has been providing is contacted within a 72-hour time frame to ensure they Officers partner with other teams across the business extensive support to our tenants over the phone, as receive appropriate information, advice and feel fully to develop targeted initiatives. One such initiative part of home visits and through daily drop in sessions supported with the transition to UC. Over the last year involved holding workshops with children in a local across the district. this positive approach has ensured that the average school on our estate around topics such as healthy • Over the last 12 months the team has supported arrears per UC case is significantly below national eating, careers and self worth. This project was well 5,750 cases which is a 213% increase on 2018 / benchmarking averages. received by the school and there are plans to roll this 2019. out to other schools within the district. WDH is recognised as a Trusted Partner landlord with In addition to the support provided throught the • As part of the support provided to customers the the DWP and has continued to work with them at a Debt Team our Cash Wise Team has been on hand team unlocked £2.75 million of benefits and grants local, regional and national level to shape the delivery to mitigate the impacts of UC throughout the year. for customers throughout the year to improve the of UC. As a result of this partnership work WDH is a The team has contacted all WDH customers moving financial position of the household. member of the DWP Strategic Landlords forum and on to UC within a 48-hour window of being notified of this platform has provided us with the opportunity the start of their claim. Phone support, face to face • The team helped customers to reduce household to pilot new national UC initiatives that will benefit home visits and digital assistance has been provided debts and utility costs to the value of £50,000. customers and the wider business. This culminated in across the district to ensure customers can manage • The team provided over 27,000 instances of support us being selected as one of two Landlords nationally to the application process, update their online customer for customers as part of home visits, phone support partake in a pilot that would fundamentally change the journal and maintain their claim moving forward. and online assistance. way Housing Costs were paid direct to landlords. As Cash Wise also delivered 200 drop-in sessions across a result of this we are able to shape and influence the the year at all WDH Hubs and service access points to • Cash Wise works closely with the districts local pilot and provide customers with an efficient Housing assist customers with their UC enquiries and resolve foodbanks to help vulnerable customers access Cost process that ensures payments are made to any ongoing issues or financial challenges. food during times of financial hardship. The us in a swift and effective manner. This change has team accessed 464 emergency food parcels for subsequently diminished inherent delays within the customers throughout the year. payment, provided customers with accurate rent Cash Wise is now working in partnership with accounts and reduced technical arrears. Wakefield Council and Public Health as part of two externally funded contracts to provide targeted support for all Wakefield residents irrespective of the tenure type. From 1 February 2020, assistance from Cash Wise was made available to any individual or family living in a privately rented property, within temporary accommodation, any social housing and for homeowners.

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Meeting standards - Neighbourhood and community standard

Complaints performance At WDH we treat every complaint as an opportunity Nature of formal complaints 2019 / 2020 Nature of informal complaints 2019 / 2020 to learn. As a result of complaints received this Breakdown of categories Breakdown of categories During 2019 / 2020 the number of informal complaints year we have: increased moderately by 13% to 182 while the number of formal complaints increased by 59% overall. Out • started a review of the information provided to of the 182 informal complaints only 5% (nine) were tenants who report antisocial behaviour or nuisance escalated into the formal complaints process. complaints to ensure they receive clear advice about Stage 1 complaints saw a significant increase and, the action that we can take and the timescales as only nine informal complaints escalated, this involved to manage their expectations; increase can be attributed to customers requesting to • amended the process for name change requests make a formal complaint, or the complaint warranting a in line with best practice where a tenant has legally more formal investigation initially. changed their name; During 2019 / 2020, Stage 1 complaints increased • made changes to the handover process for Shared Customer Care Homesearch Repairs Rent related Repairs Rent related Customer Care Antisocial Behaviour by 104% from 23 to 47, while Stage 2 complaints Ownership customers to ensure they receive follow Improvement works Care Link Homesearch Right to Buy decreased from seven to three. This year there has up contact within two weeks of moving in and timely Antisocial Behaviour Right to Buy Improvement works Rechargeable Repairs been specific focus placed on auditing and training information about non-standard items in their new Environmental Environmental Care Link to help colleagues deal with complaints as efficiently home; and effectively as possible. By taking this proactive Overall complaints performance 2019 / 2020 approach we were able to ensure the right outcome • reviewed our internal autism awareness training alongside an autistic complainant to ensure the for the customer at the very earliest opportunity. This Informal Stage 1 Stage 2 Stage 3 content was relevant; Complaints approach has been very successful as only 6% of Total Percentage Total Percentage Total Percentage Total Percentage Stage 1 complaints escalated to Stage 2, achieving • changed the content of our initial Universal Credit Upheld 79 43% 24 51% 1 33% 0 0% value for money and improving the customers journey letter to customers transitioning onto Universal through the complaints process. Credit to ensure its purpose was clear; Partially upheld 32 18% 15 32% 2 67% 0 0% Out of 50 formal complaints received this year, 50% • reviewed the ‘take a break’ service offered by Care Rejected 71 39% 8 17% 0 0% 0 0% were upheld, 34% were partially upheld and 16% were Link to make it more robust; and rejected as they were considered to be unjustified Withdrawn 0 0% 0 0% 0 0% 0 0% • reviewed our Unacceptable Behaviour Protocol to complaints. This is a significant change from last year now include the option of a warning letter prior to Total 182 100% 47 100% 3 100% 0 100% where 46% of complaints were rejected. action and an appeal process where restrictions are Overall complaints performance 2018 / 2019 Four complaints were investigated by the Housing applied to a customer’s contact with us. Ombudsman Service during the year. The Informal Stage 1 Stage 2 Stage 3 Complaints Ombudsman determined there had been no Total Percentage Total Percentage Total Percentage Total Percentage maladministration in the handling of these complaints. Upheld 54 34% 6 26% 2 29% 0 0% Partially upheld 26 16% 7 30% 1 14% 0 0% Rejected 69 43% 10 44% 4 57% 0 0% Withdrawn 12 7% 0 0% 0 0% 0 0% Total 161 100% 23 100% 7 100% 0 100%

Annual Report 2020 Annual Report 2020 [Back to contents]

Meeting standards - Neighbourhood and community standard

Tenant priorities - You said, we did We continually make improvements to our customer experience by listening to what our customers have to say. Every year, we use the information gathered through our Tenant Satisfaction Survey to identify areas for improvement. As outlined in ‘What our tenants think’, our tenant satisfaction for 2019 / 2020 is 86.7% and we are in the top quartile for customer satisfaction, when compared to other organisations. We use the feedback provided by tenants in response to the survey to identify our key priorities for improvements. The table below highlights what tenants said last year and the improvements we have made.

Tenants want us Tenants value to improve the Tenants want us to us keeping our way we manage be easier to deal promises and nuisance and with. commitments. ASB. You said... You

• Relaunched • Worked hard in multi • Spoken with tenants to our successful action groups with the test ideas for improving #hellomynameis police, social care and the digital repairs campaign to make sure local authority to make experience using the that all employees give sure we are able to WDH app and the their name when dealing address issues which tenants online account to with customers. tenants raise with our make sure they are kept • Reviewed and partners. informed at every stage relaunched our Customer • Reviewed how we deal of the process. We did... We Charter Standards so with complaints to make that tenants are clear on sure customers are the standards of service always kept informed of they can expect from us. what is happening and what actions we can take.

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Meeting standards - Value for money and rent standards

Throughout everything we do, we consider VFM. Our Overhead costs as a percentage of adjusted turnover latest tenant survey shows that 90% of tenants say our remain comparatively low, at 8.14% for 2019 / 2020, Spend in 2019 / 2020 rent offers VFM, up from 89% for the previous year. but have shown a slight increase from 2018 / 2019. Costs have been driven down across a number of We consider VFM from four key perspectives which are Housing Management Day to Day Repairs Costs support services, though this has been offset by £41,680,000 £20,738,000 aligned to our ambitions: increased investment across IT and finance functions. • Opportunities for All: Creating a Sustainable and New Build Homes ILS and Service Costs In 2019 / 2020 we achieved a further £260,000 of £42,364,000 £5,497,000 Connected Workforce cashable efficiencies savings, slightly above our target • Building Better Places: Creating Sustainable and of £250, 000. Major Improvement Works Bad Debts Connected Homes £27,667,000 £744,000 For 2019 / 2020: • Delivering Customer Excellence: Creating Depreciation • £28.7 million was invested in new build development Total Sustainable and Connected Communities £24,638,000 and acquisitions, adding 402 new homes, exceeding 163,328,000 • A Digital Future: Creating a Sustainable and the target of 340; and Connected Business • £29.6 million was invested in improving our existing The focus is to increase value for money in order housing stock. deliver an increased social dividend from core housing activities and use it in the most effective way to deliver This year marked the final year of the sector wide social impacts, as well as much needed new homes. rent reduction which saw all social housing providers Overall for 2019 / 2020 a social dividend of £68.3 required to reduce rents by 1% year on year under million was achieved. the Welfare Reform and Work Act 2016. From 2020 / 2021 we will no longer be bound by this requirement, Ensuring low overhead costs is important to us in however we will always consider our rent charges continuing to maintain and improve VFM from our responsibly and in line with Regulatory Standards. services. Reducing these costs makes a positive contribution to our social dividend that is reinvested for the benefit of our tenants and our communities.

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Meeting standards - Tenancy standard

Homesearch, our choice based lettings scheme was developed in response to feedback from our About our tenants ensures that our lettings process is as fair, transparent communities and included support to deal with and as efficient as possible. Applicants are invited to behaviour changes in children, knowing when to praise Gender Ethnicity register with our online Homesearch service and bid on and challenge behaviour and how to set limits and stick properties which are advertised weekly. Our rents are to them. The programme helped to inform parents Asian / Asian British Bangladeshi 0.00% set in line with government regulations and are subject of the other support that was also available to them. Asian / Asian British Indian 0.07% to checking on an annual basis to ensure that they are Feedback was positive from those that attended. Asian / Asian British Other 0.33% appropriate and represent VFM for our tenants. To ensure vulnerable applicants do not miss out on Asian / Asian British Pakistani 0.41% Homesearch bands and allocations suitable properties, the TRT continues to offer support Black / Black British Caribbean 0.08% and assistance to vulnerable applicants who are not Black / Black British African 1.04% Over the last year we have seen a decrease of 7,058 able to access the digital Homesearch system. Black / Black British Other 0.07% members registered with Homesearch, taking the Chinese / Other ethnic group 0.09% total to 23,791. This is a result of an annual review Our Homesearch Team works with clients who have support, completing appropriate assessments and Gypsy 0.01% of membership to ensure those registered with the Mixed Other 0.16% scheme wish to continue. working with specialist support services to provide a tailored service. Mixed White & Asian 0.17% Our Homesearch scheme is managed by categories, Mixed White & Black African 0.14% The TRT has continued to play an active role in known as bands, which ensure we offer properties in a Mixed White & Black Caribbean 0.15% supporting customers following the rollout of UC fair and consistent way. Bands A and B are allocated Other 0.86% in November 2018. During 2019 / 2020 the team Female 60.49% Male 39.51% for people with priority housing needs, with Band C for Refused 0.15% those with general housing needs. Band D is for those supported 258 new tenants to manage their personal Romany 0.01% that have no local connection to the Wakefield district allowance and housing costs. White British 80.76% (based on council region), or already have a tenancy To ensure that prospective tenants are given the Faith with a registered social housing provider but have no White Irish 0.25% best possible chance of sustaining their tenancy Buddist 0.20% housing need. White Other Background 5.35% successfully, pre-tenancy assessments are carried out. Christian 53.37% The assessment includes questions and checks to n/a 9.90% It is in both our interests and our tenants’ to help them Hindu 0.03% determine a client’s ability to be a good neighbour and to stay in their home for as long as it is suitable for Jehovas Witness 0.17% Sexual Orientation them. Our Tenancy Ready Team (TRT), a team of member of our communities. Jewish 0.02% Bisexual 0.54% dedicated Homesearch Officers, supports that aim by In 2019 / 2020 we allocated 2,211 properties with Mormon 0.05% Gay Male 0.42% supporting customers to develop the knowledge, skills an average re-let time of 17 days, exceeding our Muslim 1.59% Heterosexual 64.18% and confidence they need to manage their tenancy corporate target of 18 days. successfully. For many applicants this is the first home No Faith 28.66% Lesbian 0.42% of their own and they need help learning to improve We aim to deliver the very highest levels of customer Pagan 0.12% Other 1.64% their finances, how to budget, finding any grants that service and feedback shows that 95% of customers Prefers Not To Say 1.52% Prefer not to say 7.23% they might be eligible for and getting back into work. supported by the TRT are satisfied with the service that Rastafarian 0.01% Refused to Answer Question 4.35% they received. This year our TRT has unlocked over £1.1 million for Refused to Answer Question 1.99% n/a 21.22% our customers. Feedback also shows that 99.5% of new tenants are Scientology 0.02% Additional information This year our TRT delivered a ‘parenting’ programme satisfied with our Homesearch registration process and Sikh 0.01% for new tenants in the local area, in partnership with 98.9% are satisfied with the way in which their home Spiritualist 0.32% Health Problems 50.19% Wakefield Council to support parents to feel more was allocated. n/a 11.92% Wheelchair Users 1.95% confident and in control. The short programme

Annual Report 2020 Annual Report 2020 [Back to contents]

Meeting standards - Tenant Involvement and Empowerment Standard

Tenants are at the heart of everything we do and we 2006, something that has been re-awarded to us every Promoting independent living • Tenant Consultation - Existing mechanisms are in are committed to providing services that best meet three years, four consecutive times. place for consultation and dialogue with tenants, their needs. We aim to support people to live independently in their including through our Neighbourhood Panels The Exemplar accreditation process is not something own home, wherever we can, at whatever age. We and estate officers. We provided a number of to be taken lightly. It posed a lengthy challenge for all. We value customer feedback and listen to our tenants have many tenants who wish to remain independent opportunities for tenants to offer their feedback and The rigorous assessment involved a series of surveys and what they have to say. We take every opportunity whilst also having the reassurance of friends and tell us what they felt our priorities should be over the and focus groups to gather insight from tenants on to get our tenants involved in our decision making and neighbours close by. Our ILSs across the district coming years. We held a number of targeted focus how well we consult with them and involve them in shaping our services and provide a range of platforms support this aim and support these tenants. groups across the district to ensure that all customer decisions that affect them. for them to share their views and opinions. These groups were able to contribute and encouraged include our: Our on site team of community support workers Understanding and responding to the and scheme managers provide tailored support tenant groups attending our annual Love Where You • Operational Committee; to individuals which promotes independence and Live Awards to tell us what they thought we should diverse needs of tenants focus on. • Total Inclusion Group; encourages social interactions. Overall tenant We place the needs of our tenants at the forefront of satisfaction with living in our ILSs is 90%. • Employee Feedback - We developed our Business • Neighbourhood Panels; everything we do. Strategy tree and invited employees to provide their In order to ensure that this accommodation, like our feedback anonymously at our Employee Summer • Customer Excellence Group; Our tenants have a diverse range of needs and we other properties, is of the very highest quality, we Event. We also facilitated sessions with managers work hard to understand them and deliver services that continue to invest in ILSs. To date we have invested • Resident Involvement and Monitoring Group; across the business to contribute their feedback, effectively meet these. £57 million and improved 16 schemes, ensuring they based on some key strategic areas: Growth • Health and Wellbeing Service User Group; and are modern, safe and secure places to be, in the right All of our reports and policies incorporate impact and New Build; Compliance and Environmental, locations. • other groups and engagement on an ad-hoc basis. assessments to ensure that these things are including Climate Change; Digital and Customer considered and we maintain up to date records and As part of our commitment to tenant involvement, We are currently finalising plans to improve our next Service; Health, Wellbeing and Supporting Tenants; information to ensure our services are tailored and we became an early adopter of the National Housing scheme due to commence in the Autumn of 2020. and Skills and Enterprise. effective. Federation’s Together with Tenants plan. The plan • Stakeholder Event - Key partners were invited to aims to empower tenants and to make housing Our Care Link service provides a range of services to Stakeholders help to set our Business hear from sector experts at our stakeholder event associations and their Boards accountable to tenants. over 15,000 customers 24 hours a day. Our dedicated Strategy to 2025 where they discussed what they felt would be the As a housing association that places tenants at the Care Link Responder service provides a physical biggest challenges facing their own industries and Our customers and stakeholders are at the heart of heart of everything we do, this is a welcome initiative response to a person’s home within 30 minutes of a customers over the following five years. Delegates, everything we do, so when developing our Business that we are proud to adopt and will be progressing call. Typically, the calls for response are in relation to including Wakefield Council, NHS, Credit Strategy, consultation with employees, tenants, our ahead of the launch of the social housing white paper. people who have fallen and need help getting back Union, Yorkshire Water and the Ridings Centre were on their feet. The service will triage the situation and Board and key partners was essential. Exemplary efforts then asked to provide feedback on what they felt visit to help people back up. This avoids unnecessary We regularly carry out tenant, employee and WDH should start, stop, change and continue to do In June 2019 we became the first housing association ambulance call outs. stakeholder satisfaction surveys along with other around the key areas above. to be awarded the new Tpas Exemplar accreditation, engagement and consultation opportunities to gather In 2019 / 2020 our Mental Health Navigators supported • Views from our Board - Our Board were also asked recognising our commitment to engagement with views. However, it was important for us to enable 333 of our tenants with low level mental health issues, to complete this exercise at a dedicated Business tenants. everyone to shape the direction of our strategy, so we ensuring they received the right care. By supporting Strategy away day where they considered what they held a number of specific events. The accreditation sets us apart as a trailblazer in people with their mental health where we can, we are believe our priorities should be for the future. the housing sector and an organisation that places helping to ensure that tenants wellbeing is maintained All of this consultation and feedback provided us customers at the heart of everything it does. This is and they are able to stay in their own home, whilst with the foundations on which to build our Business not the first time that we have trailblazed a Tpas award. reducing the need for secondary mental health Strategy and helped us to identify our key priorities for We were the first organisation to achieve the original services. the future. Tpas Quality Accreditation for resident involvement in

Annual Report 2020 Annual Report 2020 [Back to contents]

Meeting standards - Governance and Financial Viability Standard

Our governance arrangements include comprehensive We ensure the highest standards of governance and processes to ensure that we deliver our goals financial viability by: effectively and transparently. • adhering to and complying with governing Over the last year we have built on the knowledge, documents, regulatory requirements and all relevant expertise and diversity of our Board, launching a series legislation; of recruitment activities. This was successful and • adopting short, medium and long term business resulted in us appointing three new Board members, plans which are placed under constant scrutiny and who will join us in 2020 and will bring their specialist tested for robustness against actual and potential knowledge to ensure we have effective governance scenarios on an ongoing basis, ensuring we are arrangements in place. flexible and able to adapt; In the last year we have continued to ensure that • applying a policy and framework for identifying and our processes remain fit for purpose and the Board managing risks, going beyond its compliance role and its committees are effective. We have done and adding value; this by reviewing key governance documents, such as our Standing Orders and Statement of Preferred • adopting the National Housing Federation’s Composition, so that they reflect best practice and our Promoting Board Excellence for Housing priorities set out in the Business Strategy to 2025. Associations as our code of governance. An annual self-assessment is undertaken to ensure continuing The Board reviewed its own effectiveness as part compliance; of an away day, using an interactive digital survey that prompted discussion and conversation. This • monitoring and updating our Assets and Liabilities allowed them to consider how they could develop Register, and seeking annual Board approval, to individually and collectively, considering the relevant ensure we are protecting our assets; skills, knowledge and experience that are required to • ensuring the Board and its committees have clear support succession planning arrangements. This was Terms of Reference, setting out their purpose supported by the Board’s annual appraisal process, and accountabilities. All terms of reference are where each Board Member has agreed to undertake contained within the Standing Orders, together a project over the year ahead to not only develop with details of the roles and responsibilities for the their personal knowledge but to further challenge the Chief Executive and Board Chair; business • ensuring that clear and transparent probity In the last year we have continued to submit timely arrangements are in place; and accurate information on the delivery of our plans to the RSH. This requirement is part of the • annually reviewing and delivering the Board’s robust RSH’s approach to ensuring registered providers appraisal process to ensure it remains effective; and Our effective governance arrangements became even the financial health of the business, and have provided more important towards the end of the year as the information to the RSH through our returns, whilst are compliant with the regulatory framework and in • regularly communicating and engaging with business prepared for the COVID-19 pandemic and keeping up to date with the appropriate guidance to December 2019 the RSH confirmed our G1 / V1 status residents and other stakeholders through a variety Government imposed lockdown. As we moved into ensure our tenants, customers and employees remain for governance and financial viability, the highest rating of methods, ensuring that business activities are the new financial year we have continued to ensure safe. possible in the sector. accessible and accountable. that our Board and management team have oversight of the impact this has on our tenants, employees and

Annual Report 2020 Annual Report 2020 [Back to contents] Corporate responsibility

At WDH we are committed to providing more than just a home. We provide help and support to tenants and those living in and around our neighbourhoods to ensure that our customers and our communities are confident and able to tackle the challenges of modern living. Our corporate responsibility statement (CRS) outlines how we work ethically with our residents for the social, economic and environmental benefit of our communities. We also work with partners across the district to provide wider benefits for now and in the future. Our CRS can be found at www.wdh.co.uk

Some of the work we have done • delivered a ‘Toollkit for Life’ aspirations Week to a Primary School in Knottingley, introducing over the last year is outlined below. children to the world of work for the first time; We have: • delivered a school holiday activity programme to • engaged with 459 unemployed tenants, assisting over 200 children in Knottingley in partnership 204 into work, and 210 into employment related with Featherstone Rovers; training; • delivered sessions as part of the international • supported 1,840 people to better manage their Project Search programme, assisting young finances through our Cash Wise service; people with learning disabilities to learn about employment; • contacted 1,932 customers claiming or receiving UC offering them assisted digital support and • delivered the Branching Out programme to personal budgeting support; 60 vulnerable young people to raise their aspirations and life goals in partnership with • delivered work related training to unemployed Wakefield Council; and tenants (at the same time as providing new boundary fencing to our estates) through our • exceeded our five year target to reduce our Training for Employment Programme; carbon footprint by 10%, actually reducing it by more than 21% against our 2015 baseline level. • worked with the National Collaborative Outreach Programme to deliver our bespoke Community For more information visit our website Leadership Programme to 60 young people from www.wdh.co.uk/AboutUs/OurCommitmentTo/ local schools, increasing from 48 in previous CorporateResponsibility years;

Annual Report 2020 Annual Report 2020 [Back to contents] Diversity and Inclusion

We are committed to removing or minimising disadvantages suffered by people as a result of their protected characteristics. We value and promote difference. Over the last year some of the actions we have taken to support this commitment include: • promoting work life balance and encouraging female applications for senior positions by increasing agile working across the organisation; • offering targeted development sessions for women aspiring to become senior leaders to encourage more females into senior positions; • delivering targeted campaigns to colleges and schools to encourage females to apply for construction roles and apprentice positions, aiming to change stereotypical perceptions; • developing our mental health support for employees and tenants by training over 50 Mental Health First Aiders, known as “Wellbeing Champions” whose role is to provide independent advice, support and signposting for employees and tenants with mental health issues; and • holding BAME focus groups with BAME employees to look at a range of issues relating to minimising disadvantages based on race and ethnicity.

Annual Report 2020 Annual Report 2020 [Back to contents] Our Priorities for 2020 / 2021

Strategic Objective Strategic Objective To be a landlord of choice by putting the customer first. To be a positive force of leadership to develop the potential of people.

Priorities Priorities

Customer Excellence Health, Wellbeing and Skills and Enterprise Workforce of the Future Providing high quality, value for money, tenant Supporting tenants and communities to achieve their Ensuring a highly skilled, capable shaped services. Support aspirations and ambitions. and resilient workforce. Supporting our tenants to maintain successful Meeting the needs and expectations of all our tenancies and healthy lives. Improving and developing new skills, increasing That is fit for the future; with the right skills and customers, by involving them in shaping our service access to training and employment opportunities capabilities to respond to the needs of our tenants Providing the very best support to our tenants and offer and providing opportunities to scrutinise and and helping them to achieve their aspirations and and communities and resilient to future business those within our communities, to reduce inequalities challenge our delivery. ambitions in life. challenges. and enable them to live fulfilling and healthy lives. Overall 2025 outcome: Overall 2025 outcome: Overall 2025 outcome: Overall 2025 outcome: Increased tenant satisfaction with our services. An increase in the number of young people and Increased WDH employee satisfaction. An increase in tenants feeling supported to vulnerable tenants who live in our communities who successfully maintain their tenancies and high are supported to improve their life opportunities. levels of tenancy sustainment.

Strategic Objective Strategic Objective To be a partner of choice to create better places to live. To be a well managed and well governed business.

Priorities Priorities

New Homes and Growth High Quality Homes and Business of the Future Greener Business Increasing access to high quality affordable housing. Neighbourhoods Being a fit for purpose sustainable business. Being responsive to climate change. Working with partners to provide more new homes Meeting the highest standards of safety and repair Maintaining strong financial health and good Taking a proactive approach to the climate change and increase access to high quality affordable and regenerating communities. governance and actively reinvesting in our agenda to make a step change towards net zero housing. communities, demonstrating value for money. carbon operations by 2030. Providing safe and decent homes that go beyond the Overall 2025 outcome: minimum standards of health and safety compliance Overall 2025 outcome: Overall 2025 outcome: and energy efficiency, working with partners Increase the number of new homes delivering community regeneration to ensure Maximised social return on investment across our Reduced carbon emissions across our operations. delivered by 2025. sustainable neighbourhoods. services and communities. Overall 2025 outcome: An increase in resident satisfaction with the quality of their home and neighbourhood as a place to live.

Annual Report 2020 Annual Report 2020 [Back to contents] Governance

Directors Registered office Andy Wallhead Chief Executive Merefield House, Whistler Drive, Castleford, Mick Walsh Director of Housing / West Yorkshire, WF10 5HX Deputy Chief Executive Sue Young Executive Director of Investment Registered numbers Martyn Shaw Executive Director of Registered as a charitable Community Benefit Technical Service Society under the Co-operative and Community Tracy Tallant Director of Organisational Benefit Societies Act 2014. Development Number: 7530 Board members (31 March 2020) Auditors Stephen Green (Chair) Grant Thornton UK LLP 1 Whitehall Riverside, Jacqueline Williams (Vice Chair) Leeds LS1 4NB Kathryn Cooper Sally Wright Solicitors Graham Stokes Trowers and Hamlins Heron House, Jacqueline Speight Albert Square, Manchester M2 5HD Phillip Earnshaw Mike Gaskell Bankers The Royal Bank of Scotland Leeds Customer Centre, Previous members: 1 Victoria Place, Holbeck, Andrew Stubbs Leeds LS11 5AN Howard Bedford

Annual Report 2020 Annual Report 2020 [Back to contents] Financial report Consolidated Statement of Financial Position. Consolidated Statement of Comprehensive Income. 31 March 2020 Description 31 March 2020 £’000 Description £’000 Fixed assets The income from all activities, most being An accounting value of housing properties at Turnover 158,491 Housing properties 776,702 rents and service charges. the year end. The value of other assets, including buildings, Operating costs (127,322) What it costs to run the business. Other tangible fixed assets 16,067 vehicles and office equipment. Charge to reduce value of properties due Impairment loss (290) Intangible assets 7,054 for demolition. Investment properties 10,600 The value of shops and garages. Profit on disposal of property, plant The accounting profit from the sale of 2,129 Money owed to us under long term and equipment properties and other assets. HomeBuy loans receivable 129 loan agreements. Loss on revaluation of investment property (1,288) Valuation adjustment of shops and garages. A 50% share of investment in Bridge Homes Investment in joint venture 4,421 Operating surplus 31,720 (Yorkshire) LLP. A 50% share of the profit from Bridge Homes 814,973 Share of operating surplus in joint venture 379 (Yorkshire) LLP. Current assets The money earned from cash on deposit at The value of shared ownership properties Interest receivable and other income 515 Properties held for sale 4,729 the bank. available to purchase. The cost of borrowing to invest in improvements Trade and other debtors 7,507 Money owed to us, including rent arrears. Interest payable and financing costs (19,041) to existing properties and to develop new homes. Cash and cash equivalents 98,290 The money in the bank at year end. One off accounting charge and break costs Exceptional finance charge (111,370) 110,526 relating to refinancing. Current liabilities The income for the year less all costs to (Loss) before taxation (97,797) Creditors: Amounts falling due within one year (21,749) Money owed by WDH to suppliers. the business. Loans: Amounts falling due within one year (528,670) Money owed by WDH to Lenders. The tax that has to be paid on some Taxation (141) commercial income. Net current (liabilities) / assets (439,893) Current assets less creditors due within one year. (Loss) for the year (97,938) Total assets less current liabilities 375,080 Creditors: Amounts falling due after more Housing grants due to be recycled into new build Unrealised gain on revaluation of An annual adjustment to the value of (752) 53,337 than one year homes. housing properties housing properties. Provisions for liabilities Actuarial loss in respect of pension schemes (8,946) An adjustment required by the pension fund. Pension liability (79,478) A required accounting disclosure. Total comprehensive income (53,547) The accounting loss for the year. Total net assets 294,850 How much the company is worth. Reserves The loss of £(97.9)m was due to a one off exceptional finance charge of £111.4m. Before the exceptional finance charges, WDH The total of all trading results reported made a surplus of £13.5m (2019: £14.9m), this is marginally lower than the previous year but is ahead of the budgeted position. Income and expenditure reserve 75,533 since transfer. WDH completed a refinancing exercise post year end on 16 April 2020, FRS 102 requires the debt instrument and resulting The difference between the historical cost of Revaluation reserve 219,317 amortised cost to be recalculated to reflect changes in expected cash flows. WDH served notice to the syndicate to prepay the loans housing properties and their value in the accounts. on the 12 February 2020. The new carrying amount is the present value of the revised estimate of future cash flows, discounted How much the company is worth (this balances at the original effective interest rate. The difference between the revised carrying amount of the debt instrument and the previous Total reserves 294,850 carrying amount is recognised immediately in profit or loss. The prepayment of the loans recognised is £111.4m. with the net assets above).

Annual Report 2020 Annual Report 2020 [Back to contents]

Customer Charter performance updates

2019 / 2020 2019 / 2020 2020 / 2021 Home improvements 2019 / 2020 Contacting us performance target target We will confirm if you have been granted permission Satisfaction with OneCALL. 92.2% 90% 90% to decorate/make improvements to your home within 15.27 days on average 20 working days. Correspondence – responded to within seven days. 96% 100% 100%

Social media acknowledged within one day. 100% 100% 100%

Leaseholders 2019 / 2020

Hold one leaseholder event each year. Forum held Wednesday 23 October 2019. Homesearch 2019 / 2020 Tenants very satisfied with the process of registering 92% with Homesearch. Tenants very satisfied with the way their new property 92% was allocated through Homesearch. 2019 / 2020 2019 / 2020 2020 / 2021 Compliments and complaints performance target target

Percentage of complaints answered in target. 100% 95% 95% Rent and other charges 2019 / 2020

Tenants notified every year of annual charges. All tenants receive the statutory rent change letter.

2019 / 2020 2019 / 2020 2020 / 2021 Antisocial behaviour performance target target Tenants satisfied with how nuisance 86% 90% 90% complaint dealt with.

Annual Report 2020 Annual Report 2020 [Back to contents] Our year in pictures July April

October January

2019 2020

Young people from the Reachout Youth Group When Dance Happens put on a We celebrated Wakefield’s finest WDH’s Construction Team works with in South Kirkby helped to clean up Holmsley spectacular showcase that over 200 community champions at our annual Love to provide hands on Estate with a litter pick. students performed in. Where You Live Awards. learning for students. May August February November

A team of 28 employees ran the Wakefield Our Compliance Team worked closely We won the Housing Team of the Year at We held taster sessions at The Store to Hospice 10k and raised an impressive with the West Yorkshire Fire and Rescue the CIH Northern Awards. promote our apprenticeships for 2020. £1,605. Service to provide training in our independent living scheme. June March December September

We became the first housing association Our Community Grant helps Wakefield Our Tenancy Ready Team made We celebrated reaching our 32,000th to be awarded the new Tpas Exemplar District City of Sanctuary to reduce social Christmas a little easier for 25 families property which is on our new build Accreditation. isolation between local residents and across the district with help from Radio development Miners Mews, in South refugees. Aire’s Mission Christmas appeal. Elmsall.

Annual Report 2020 Annual Report 2020