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WDH Annual Report 2020

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WDH Annual Report 2020 Annual Report 2020 delivering promises, improving lives W0168_230720 [Back to contents] 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 Wakefield 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 West Yorkshire 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. Annual Report 2020 Annual Report 2020 [Back to contents] 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.
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