Annual Review 2019-2020 - www.whitehorsehousing.co.uk - White Horse Housing Association
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Annual Review
2019-2020
www.whitehorsehousing.co.uk
Providing high quality affordable rented homes for local people in the rural
communities of Wiltshire, Swindon, Somerset and surrounding areas.
Financial Conduct Authority register number 24672R
Regulator for Social Housing registration number L3559
Chair’s Report
Helen Hodgkinson, FCIPD
It has been an absolute pleasure to pick up the reins and become White
Horse Housings first female Chair. I am proud to have been selected and
proud it is for such a successful enterprise as the Association. I hope I am
doing justice to such a long heritage of outstanding leadership before me.
There is no doubt that some of this year has been strange for us all, however
at WHHA, our robust business plan, tenant strategy and sustainable
development agenda has served us well during these unprecedented times.
More of that later.
As with us all, our year can split into two halves, pre and post COVID and we must pay attention to both.
The first half of our year saw great achievements in our development portfolio, we currently have 367
homes and ambitions to build more. Later in this report you will see our CEO explain our ambitions. It
gives me great pride that we still continue to build a significant number of affordable properties across
our geographical area and will continue to offer our tenants flexible ways to access a home of their own.
Of particular note, for me, is our continued investment in our relationship with our tenants. Our size and
scale allows us to be responsive in ways that are elusive to other housing associations. Whether that is
supporting our tenants in their homes, their lives or in their community, our team goes to great lengths to
help out tenants manage and prosper with us. COVID has tested this service, it has tested many of us.
Throughout the year we have maintained a good repair response rate, with 100% satisfaction scores and
over a 1000 repairs made. We have helped individuals with their welfare situations and universal credit
applications. It would be remiss of me not to mention that our team achieved this whilst looking after their
own safety and wellbeing.
It is testament to the stability and robustness of our business that we can give our lenders the confidence
to help us continue to develop and grow. In January 2020, the Board reviewed our current growth
plans and agreed to revise our already ambitious development plans, we are now aiming to provide a
further 115 new homes by 2025 – representing a 31% increase in our total stock. To fund this increased
development activity the Board have also approved a new £6million loan facility with Clydesdale Bank.
As a result, the Association now has a development budget of almost £13,000,000. The Association
will also seek to supplement this income with Affordable Housing Grant to help subsidise our own
developments and those developed in partnership with local Community Land Trusts.
Despite COVID we have continued, as well as we can, to keep the development plan moving and work
has restarted on many of our sites.
And finally who would have thought that when we, as a Board, signed off a new digital strategy in
September 2019, it would be tested with the most unprecedented Global Pandemic any of us have
ever seen. The team and our suppliers “Designer Software” were certainly tested as the system was in
implementation as lockdown hit us. It is now in, working and universally supported by the entire team. I
am hoping our tenants will soon feel the benefits when the new Tenants Portal goes ‘live’.
It is never a chair’s report without mentioning gratitude to the Board. We are truly very blessed to have
the expertise we do, at the Board table. Not only do they give their time, but they also give their passion
and that is of equal value for us. They work incredibly well with our CEO and his team, resulting in the
best experience for our tenants and success in all parts of our business.
The valued team that we have at WHHA have shown great resilience and adaptability in recent months
and the Board are grateful to their continued commitment and diligence in their duties.
Annual Review 2019/20 Page 2
Chief Executive’s Report
Steve Warran, CIHCM
Welcome to the 2019-20 Annual Review. Although this review
mainly covers the financial year April 2019 to March 2020,
I cannot ignore the current circumstances regarding the
Covid-19 pandemic.
Like the rest of the country the Association has had to adjust to these
challenging times and introduce a range of measures to meet the
national lockdown restrictions and protect both our staff and residents.
These included:
• Introducing home working, with just one
member of staff at the office to provide essential
admin and support;
• An ‘emergency only’ repairs service to
residents, with the exception of gas servicing
and other essential repairs;
• Scheme inspections and home visits cancelled;
• Void work and allocations postponed;
• Embracing video conferencing software for
team meetings, 1-2-1’s Board and Committee
meetings and discussions with contractors,
peers, and external agencies.
I have been delighted at how the staff team have
responded to these challenges and impressed at
their on-going commitment to the Association and our
residents. Indeed, because of this, we have continued
to provide a comprehensive telephone based service
to all our tenants and ensured a wide range of
personalised support has been provided to those
tenants directly affected by the lockdown.
Unsurprisingly, we have seen a rise in Universal Credit
and other welfare benefit claims and a subsequent
increase in rent arrears. The team will continue to
provide focussed support and ensure tenants begin to
reduce their arrears as benefit payments are received.
Cont’d
Annual Review 2019/20 Page 3
Cont’d CEO’s Report
During the year, the Board has reviewed the future
development programme and further underlined
its ambition to grow the Association by setting a
higher target of 115 new homes by 2025. Indeed,
we have already made a good start, with a total of
47 new homes across 7 different village locations
currently ‘on-site’. This ambitious programme will
further enhance our rural communities, helping
local people to remain where they live and work,
whilst maintaining the viability of the village as a
whole.
Once again, the Association has continued to
maintain its strong financial base, despite the on-
going economic uncertainties resulting from Brexit The White Horse Housing Board
and now the Covid-19 pandemic. It is this strong
financial position that has allowed us to agree a
new £6million loan facility with Clydesdale Bank
which, when added to the existing £3million facility
we have available from Triodos Bank, provides the
backbone to our new development programme.
We also support the Government’s policy to now
allow rents to increase by CPI+1% each year until
2025, providing much needed income to help us
maintain services.
Once again our performance overall has
been excellent. Rent arrears levels and void
loses remain well within target whilst repairs
performance and tenant satisfaction has also been
maintained, despite rising expectations. It takes a
lot of hard work to achieve these results and it is Business Planning at the Board Away Day
down to our excellent staff team that these figures
continue to place us alongside the best in the
country.
Finally, I would like to thank my Board for their
continued support throughout a difficult year. I am
always impressed at their level of commitment
and dedication to the on-going success of the
Association and for the time they give voluntarily
ensuring the Association continues to be a
success.
Steve Warran
Chief Executive
Annual Review 2019/20 Page 4
Mission, Objectives
and Values
Mission
“To be a leading provider of high
quality affordable homes in the
rural areas of Wiltshire, Swindon,
Somerset and surrounding areas. To
provide excellent management and
maintenance services to our customers
and to help maintain vibrant and
thriving communities”.
Values
In achieving our objectives we will act
with integrity, openness, accountability,
honesty, impartiality and respect in
everything we do.
How we do this:
• by keeping our commitments and promises
to our customers, stakeholders and staff and
following through on our actions;
• by being consistent in all our activities,
demonstrating an open minded and impartial
approach;
• by promoting equality of opportunity, respecting
each other and celebrating diversity so that Future Growth
everyone can give their best in every aspect of • We are committed to building high quality,
our business; sustainable homes, and will actively work with
• by putting customers first: listening to them, local communities and Parish Councils to
understanding their needs, treating complaints provide affordable housing for local people.
as an opportunity to learn and recognising the • We will provide and/or acquire a range
impact our work has on both our customers and of affordable housing and low cost home
stakeholders; ownership solutions to meet the needs of local
• by valuing our staff and encouraging them to communities.
take individual responsibility for problems and
find solutions to them; Housing Management
• by continually striving to improve the service we • We will encourage tenant interest and feedback
provide. in our services.
• We will regularly visit our neighbourhoods and
Our Objectives actively work with residents to ensure they
remain an attractive place to live.
The Association will continue to: • The Association will support tenants through
• Work closely with all our local authority partners the ‘Tenancy Plus’ scheme to help them sustain
in order to ensure the provision of much needed their tenancies, pay their rent and mitigate the
rural accommodation. effects of welfare reform.
• Ensure that our properties are managed and • We will facilitate a “working together” approach
maintained to high standard and seek to support with our customers by developing modern,
our tenants, where appropriate. efficient communication systems to enable
• Contribute to the work of the National Housing them to effectively and easily interact with the
Federation and the Rural Housing Alliance. Association.
• Take an active role in the political environment,
through lobbying and responding to Asset Management
consultations as and when appropriate. • The Association actively manages its stock to
• Continually review and develop our systems and ensure that the best return on investment is
procedures to ensure we are effective, efficient achieved.
and provide value for money. • We will provide an excellent repairs service
• Remain viable, continue to grow and continue to to our tenants which in turn ensures that our
provide a first class service to its tenants. assets maintain their value.
Community Involvement
• The Association will seek to play an active
part in the communities we serve to help them
remain sustainable and viable for the future.
Annual Review 2019/20 Page 5
Growing the Business
Building New Homes for the Future
The Association’s main strategic priority continues Such opportunities represent good value for
to focus on the provision of new, high quality, and money for the Association as each developer
affordable homes in rural communities. In January will provide good quality homes that meet our
2020, the Board reviewed our current growth specification, at a price that ensures its long term
plans and agreed to revise our already ambitious viability to the Association.
development target resulting in the Association
now aiming to provide a further 115 new homes by Current Situation:
2025 – representing a 31% increase in our total The Covid-19 outbreak, and subsequent lockdown,
stock. To fund this increased development activity has had an impact on the current development
the Board have also approved a new £6million programme. Many of our sites were closed for a
loan facility with Clydesdale Bank that can be number of months and only started to return to
drawn, as required, over a 5-year period. As a full working capacity in June this year. As a result,
result, the Association now has a development many of the schemes have been delayed and the
budget of almost £13,000,000 - funded by the new expected hand-over date put back.
Clydesdale Bank loan facility, an existing (and
undrawn) loan facility with Triodos Bank, capital Despite this, the Association has a total of 47
receipts from the sale of old, unviable homes new homes across 7 different village locations
and income from future shared ownership sales. that are currently ‘on-site’. All are s106 planning
The Association will also seek to supplement gain acquisitions. All the homes will be allocated
this income with Affordable Housing Grant to through the local authority Housing Register, with
help subsidise our own developments and those priority going to those in housing need who have a
developed in partnership with local Community strong local connection to the village in which they
Land Trusts. are located.
The Association will continue to look for new
development opportunities across its area of
operation and maintains close links with each
of its Local Authority partners. In particular, we
are always keen to assess s106 ‘planning gain’
opportunities where we are able to buy a number
of properties directly from the developer to rent or
sell on a shared ownership basis.
Current Development Programme - On-Site:
Scheme Name No of Homes Expected Completion
Arms Farm, Sutton Benger 6 homes January 2021
Cuckoo Hill, Bruton (2 phases) 12 homes November 2020/September 2021
Wheatley Farm, Ashton Keynes 8 homes November 2020
Manor Farm, Winterbourne Monkton 3 homes March 2021
Stag Hill, Chilton Foliat 6 homes January 2021
Somerbrook, Great Somerford (3 phases) 10 homes February 2020 - September 2021
Friars Lane, Urchfont 2 homes March 2021
Total of 47 new homes
Annual Review 2019/20 Page 6
Growing the Business
Building New Homes for the Future
Potential Developments (depending on planning permission, developer priorities, available
finance and Board approval):
Scheme Name No of Homes Type of Scheme
Seend Cleeve 10 homes CLT Scheme
Broad Chalke 6 homes CLT Scheme
Sixpenny Handley 11 homes CLT Scheme
Abbotts Ann 13 homes CLT Scheme
Kilmersdon (shared ownership) 2 homes Own Development
Pewsey 4 homes S106
Chapmanslade 12 homes S106
East Grafton 6 homes S106
Total of 64 new homes
Southside Farm, Corston (4 homes)
During the year the Association completed this scheme of 4 x 2 bed houses for shared ownership at
Corston, near Malmesbury. The properties were part of a larger site built by Hills Homes of Swindon.
Following a marketing campaign through the regional ‘Help to Buy’ website and local estate agents,
Strakers, a large number of people applied. As with all shared ownership applications, each applicant
underwent a rigorous assessment process to ensure they had sufficient savings and income to pay for
their share and could afford to live in the property longer term. We are delighted that all four properties
were sold and the new residents are delighted with their new homes.
Wheatley Farm, Ashton Keynes (8 homes) Arms Farm, Sutton Benger (6 homes)
3 x 1 bed apartments and 2 x 3 bed houses 3 x 2 bed and 1 x 4 bed houses for affordable rent
for affordable rent and 3 x 2 bed apartments and 2 x 2 bed houses for shared ownership at
for shared ownership. These 8 new homes, Sutton Benger, nr Chippenham. The developer,
developed by Chris James Construction, are on Stonewood Builders, started on site in July 2019
site and under construction. The completion date and, following a delay due to Covid-19, expect to
has been delayed until November 2020. complete the homes in January 2021.
Annual Review 2019/20 Page 7
Growing the Business
Building New Homes for the Future
Cuckoo Hill, Bruton (12 Homes)
8 x 1 bed and 2 x 2 bed apartments and 2 x 2 bed house for social rent in Bruton, South Somerset.
This exciting and very contemporary development of 12 new homes, built by Acorn Builders, is being
constructed in two phases. Phase One, consisting of 4 x 1 bed apartments and 2 x 2 bed houses are
now on site and under construction. They were due for completion in the Autumn of 2019. However, due
to unexpected delays, and the Covid-19 lockdown, the first phase will not be ready to hand over until
November 2020. The properties have been advertised through the Somerset Homefinder website and 6
suitable applicants have been provisionally offered the new homes. Phase Two, consisting of 4 x 1 bed
and 2 x 2 bed apartments will commence immediately Phase One is completed and are expected to be
ready for letting in the Autumn of 2021.
Manor Farm, Winterbourne Monkton (3 homes)
1 x 2 bed and 1 x 3 bed houses for affordable rent and 1 x 2 bed
house for shared ownership. This small scheme in the village of
Winterbourne Monkton near Avebury, is being developed by Rivar
Limited. The developer started on site in December 2019, and the
three new homes are expected to be completed in March 2021.
Stag Hill, Chilton Foliat (6 homes)
2 x 2 bed and 2 x 3 bed houses for affordable rent and 2 x 2 bed houses for shared ownership. This s106
scheme is located separately from the main development and provides a cluster of 6 homes specifically
for the Association on a small parcel of land next to Chilton Foliat primary school. The developer started
on site in the Autumn of 2019 and was able to maintain working through the lockdown period. The 6 new
homes are due to be completed in January 2021.
Annual Review 2019/20 Page 8
Growing the Business
Building New Homes for the Future
Somerbrook, Great Somerford (10 homes)
3 x 2 bed and 1 x 3 bed houses for affordable rent and 4 x 2 bed and 2 x 3 bed houses for shared
ownership. This exclusive development, located at the heart of the village of Great Somerford, is being
developed by the Stonewood Partnership. The development commenced in early 2020 and the 10
affordable homes are due to be handed over in 3 phases between February and September 2021.
Friars Lane, Urchfont (2 homes)
1 x 2 bed for affordable rent and 1 x
2 bed for shared ownership. Part of
a small scheme being developed by
QDOS Homes these 2 new properties
started on site in December 2019 and
are expected to be completed by March
2021.
Kilmersdon - Own Build (2 homes)
The Association has obtained planning
permission to build 2 x 2 bed houses for
shared ownership on a plot of land it owns
in the village of Kilmersdon, Somerset.
The highly innovative designs will provide
spacious accommodation for local
families and be built to high environmental
standards.
The Association is currently undertaking site
investigations and ecology surveys before
seeking tenders from suitable builders.
It is expected that the development will
commence in the Autumn.
Annual Review 2019/20 Page 9
Growing the Business
Community Land Trust Partnerships
The Association has been selected as the development partner by four separate Community Land Trusts
(CLT’s) - Broad Chalke and Seend CLT’s in Wiltshire, Sixpenny Handley CLT in East Dorset and Abbotts
Ann CLT in Hampshire.
Community Land Trusts are set up and run by ordinary people, mainly in rural communities, to develop
new homes, as well as other local assets such as village halls and community shops. CLTs ensure the
homes remain genuinely affordable, not just for now, but for every future occupier.
The Association has worked closely with all three CLT’s over the past year assisting them with the design
and layout of the their schemes, providing detailed costings, viability appraisals and looking at how each
scheme can be financed. Discussions have been held with Homes England to seek their support ‘in
principle’ and prepare them for future bids for Affordable Housing Grant. Additional finance has also been
secured through Wiltshire Council to ensure schemes are viable. All the CLT’s have secured grants to
help them pay for the appointment of Architects and other essential consultants required to move their
schemes forward.
Broad Chalke CLT have agreed an innovative deal with a local landowner to secure a suitable site
and are currently awaiting the completion of their local Neighbourhood Plan. If approved by residents
in a referendum in early 2021 the scheme will move ahead and a full planning application submitted. It
is expected that 6 homes will be built in the first phase (including 2 homes for shared ownership), with
potential for two more phases of 6 homes each in future years, as and when the need arises.
Seend CLT have identified a suitable site within the Parish and the Association has agreed acceptable
terms for its purchase with the landowner. Following extensive public consultation to discuss a range
of layout and design options, a formal planning application was submitted to Wiltshire Council in March
2020. The application sought permission to build 10 affordable homes and 1 self-build plot for a local
resident. The affordable homes are all designed to meet ‘Passive Haus’ principles, meaning they will be
highly efficient to keep warm. It is expected that a formal decision will be made by the Council during
August 2020. If approved, the land will be purchased by the Association and transferred into the
ownership of the CLT. It will then be ‘leased back’ to the Association to allow the development of the new
homes. This arrangement will ensure the homes remain affordable to local people ‘in perpetuity’.
Annual Review 2019/20 Page 10Growing the Business
Community Land Trust Partnerships
Sixpenny Handley CLT have spent a number years consulting their local community to find a scheme
that meets the whole village’s needs. The agree scheme will not only provide 11 new homes (including
2 for shared ownership) but also new car parking for local residents and staff from the local school.
However, due to the high cost of the scheme – mainly because of the need for extensive ground works
– funding is not currently available. However, the Association is working hard with the CLT, the Architect
and our Quantity Surveyor to find practical solutions to the problems and reduce overall costs. It is
hoped that the formal planning application will be submitted by the Autumn.
Abbotts Ann CLT, with the support of Test Valley Council, has not only identified a suitable development
site within their village, but have also engaged a developer partner and produced a fully integrated
‘mixed tenure’ scheme design. In May 2020, the Association submitted an ‘expression of interest’ to
become the CLT’s preferred development partner which, following a formal interview with the CLT’s
Directors, was successful. The planned development totals some 25 new homes, of which, 13 will be
either for affordable rent or shared ownership. The draft designs have been drawn to reflect a cluster of
local farm buildings and show all the homes within a farmyard type setting. The affordable homes are all
fully integrated within the scheme and the type, size and tenure of each home reflects the outcome of the
local housing needs survey.
The Association will now play an active role with the CLT and their developer to add further detail to the
outline scheme and submit a formal planning application.
Annual Review 2019/20 Page 11Resident Services
Providing Tailored Support - Tenancy Plus Services
“I’d like to take this opportunity to thank you and WHHA for all your help over the last 7 years. The team have
been great during our tenancy and my family and I are grateful for all your support during this time”.
This quote demonstrates the appreciation many of our tenants have when they engage with the Tenancy
Plus service. The service enables us to provide focused 1-2-1 support whenever a tenant needs help
to overcome a problem or sustain their tenancy. In 2019-20 we assisted 62 households through the
Tenancy Plus service, working with them to resolve 72 different problems.
The Operations Team have successfully
assisted residents to obtain discretionary
housing payments, make applications for
housing benefit and universal credit as well as
assisting older and vulnerable households with
property support. This means finding solutions
for clearing rubbish, cleaning, painting,
gardening, fencing, and heating. Some older
people needed assistance with external
lighting of pathways, researching stairlifts and
applying for Warm Home winter grants. Many
residents looking to downsize or move to more
suitable properties were assisted with bidding
through the local authority ‘choice based
lettings’ schemes. Staff also liaised with local
authorities to assist tenants with Council Tax
queries and debt. Many people have contacted “Very understandng & helpful staff, especially with regards
us for housing advice via the telephone. These to my current difficulties with my benefit situation.
are not just our own tenants but also the Thank you”.
general public looking for homes in the villages
where we have properties.
Our Tenancy Plus service continues to be in demand and the positive outcomes it
delivers not only raises the quality of life for our residents, but helps them sustain
their tenancy in the longer term.
Annual Review 2019/20 Page 12Resident Services
Neighbourhood Inspections
During the year, the Operations Team carried out numerous scheme
visits across Wiltshire, Swindon, Somerset and Bath. Neighbourhood
inspections are very important. They allow us to proactively look
for, and resolve, potential problems before they start to affect our
residents’ lives. Inspection routes are always planned in order to
‘group’ a number of neighbouring schemes together. On some
occasions, staff will cover five or more schemes in a day before
coming back to the office to complete any follow up work. This is an
efficient way of including schemes in rural parishes located close to
each other and limiting the amount of travelling required.
Whilst our schemes generally look well maintained and cared
for, there are a range of smaller issues identified during these
inspections that need to be addressed. These are many and varied.
They include overgrown front gardens, fly tipping, tree works,
broken utility meter covers, parking problems, dog barking/fouling,
boundary fencing, parking of caravans, trailers and camper vans,
litter, grounds maintenance issues and faulty street lighting to name
but a few!
A popular service to tenants over the year was the provision of
complimentary skips in order to give residents’ the opportunity to
clear out their homes and gardens of unwanted items or rubbish.
Many people have commented on how this ends up being a
recycling day, where one resident’s cast off is another’s new project
being retrieved from the skip!
Whilst on site, several pre-arranged home calls were made to
residents wishing to see a member of staff. Various queries
were successfully answered relating to housing advice, welfare
benefits, tenancy obligations, rent, service charges, requests for
improvements and grounds maintenance.
Some of our schemes have received money from the Estate
Management budget in order to make improvements to the
environment or neighbourhood. For example, signs indicating
parking areas or prohibiting dog fouling have been installed. Eleven
skips have been supplied, solar lighting installed, white line marking
to define parking bays, grit bins installed, assistance to those
struggling with gardens, communal TV aerial provision, assistance
with rubbish clearance, additional parking developed and prizes for
the garden photo competition. All expenditure has been well spent in
order to improve the look and feel of our schemes for residents and
ensure the neighbourhood remains a lovely place to live.
Annual Review 2019/20 Page 13Resident Services
Resident Feedback Group Meetings 2019
The 2019 resident meetings, held between May and September, were a great success. In total, 63
residents attended to take part in the five meetings held across Wiltshire and Somerset, representing
17% of all our households. We were delighted that those attending included families, single people and
young and old alike, giving a good representation of our resident profile.
This year we asked our contractors 3 Solutions to give a
demonstration on simple procedures in the home. These
covered where to find the stop cock and the difference between
hard wired and battery operated smoke alarms and how the
batteries can be changed. In addition, useful information on
the importance of using extractor fans was given and as our
Maintenance Manager, Darrel, will always advise “ a well
ventilated house is a happy house”. These demonstrations were
very popular and will be continued in future years.
What did we ask residents and what did they tell us?
The agenda for each meeting covered the range of services we
provide and followed the priorities residents highlighted in the
most recent satisfaction survey. We asked residents for their
feedback regarding the way we manage our homes and estates
and our repairs and maintenance service, how we allocate our
properties and if they thought they got value for money for their
rent. We also briefed residents on Universal Credit, our ambitious
development programme, and other strategic priorities.
Residents fed back that they were happy with the open spaces
around their homes and that they were generally happy
where they live. One resident said “it isn’t a house, it is our
home” One resident said that there was an issue with lack
of outside storage for gardening tools etc. and we promised
to look at possibilities to solve the problem. Some residents
were concerned about moss in the gutters and was advised
that an operative would come out to inspect. A programme of
gutter clearing has started to be introduced and this is likely to
be extended further. There were some comments regarding
overgrown trees and the Maintenance Manager explained that
he was looking at introducing a separate budget for tree works.
Residents suggested that if there was any money left in the
budget at the end of the year whether assistance could be given
to some residents with fencing, gardens, hanging baskets or
skip hire. Our response was that we would indeed look at this
and, as a result, in March 2020, a number of skips were hired
for various schemes and residents were very happy with this
outcome.
Meet the White Horse Housing Scrutiny Panel
The Scrutiny Panel, made up of tenants met in October 2019 to discuss how they would operate, what
topics they would like to look at and the approach that they will favour in scrutinising the Association’s
policies and procedures.
Annual Review 2019/20 Page 14Resident Services
Cont’d
Development was high upon the panel’s agenda with members wishing to explore further how the
Association carries out its development in terms of funding, design, construction procedures and also the
difference between building homes itself and purchasing S106 homes from private developers.
In March a visit to a S106 site in Ashton Keynes was arranged and members had a tour of the site to
see the three shared ownership homes and five rented homes currently under construction. Following
the site visit members took part in an interactive session in order to learn more about the comprehensive
processes involved when undertaking a development or acquiring affordable homes.
Responding to Welfare Reform and Covid 19
Universal Credit (UC) has become very familiar to many of our residents over the last few years and staff
had been dealing with a steady stream of people contacting them for assistance with applications and
support, through to the first payment being received. Up to the end of March 2020 there were 82 house-
holds in receipt of UC.
The country was then hit by Covid 19 and the Government’s lockdown closed many businesses,
furloughed many people and limited residents to the confines of their own homes.
Almost immediately we noticed the effect of lockdown on our residents due to increased contact seeking
advice on what they could do to pay their rent. For our residents who are self-employed, many found
themselves without an income at all and this was a very worrying time. Some residents were self-
isolating and others shielding so were not able to go to work even if there was still “work” to go to.
Staff assisted residents by giving advice tailored to individual circumstances and as a result, throughout
lockdown, a further 31 households claimed Universal Credit. We have now increased to 113 households
in receipt of UC, representing 31% of all WHHA households. The dedication of the Operations Team has
meant we have managed to avert a major crisis in rent recovery rates and although arrears have risen
through the initial stages of lockdown the rate of increase has now slowed.
Working so closely with residents during this
difficult time and guiding them through the
process of claiming UC has ensured that
many have paid their rent and not put their
tenancies at risk. This work has also ensured
that rent arrears targets have continued to be
met.
The two graphs show rent arrears over the previous
year and also the impact of Covid 19 on tenant rent
arrears between March and June 2020.
Annual Review 2019/20 Page 15Improving our Digital Services
Last year, the Association completed a The successful system chosen was Home
comprehensive review of its overall IT Strategy Master, supplied by Designer Software. This
and, in particular, our housing management modern, internet based system was chosen
and financial software package. The project because it was not only easy to use, but met all
team worked closely with our independent IT the functionality criteria we had set. The company
Consultants, 3C, to look at current best practice, also demonstrated an in-depth knowledge of
how the world of customer services was changing the housing sector’s IT requirements and how
in the digital age and what were the best systems technology would drive customer service in the
currently available across the housing sector. The future. The software’s ability to respond to these
aim of the review was to ensure our IT systems future challenges played a significant part in the
provide fast, dynamic and interactive services for project team’s decision.
customers that could be accessed 24 hours a day
on a range of mobile devices. After many months of work, the new software
went ‘live’ on the 1st July 2020. Already it is
Following the review a total of five software providing staff and customers with a greater level
companies were invited to demonstrate their of interaction and automatically keep customers
products to the project team and set out their informed of progress on their repair requests, rent
strategy for responding to future customer accounts and other important services.
demands. Each was assessed against a detailed
specification to ensure the successful system Further enhancements to the system will be made
achieved the level of capability we required. in the coming months that will continue to improve
Software and implementation costs were also the service we provide to all our customers.
included in the overall assessment.
Of course the new system should not only benefit
our tenants with its new front end services. It
should also help streamline our back-office
systems too, thereby improving overall efficiency
and helping to reduce the amount of time staff
spend on simple admin tasks.
Annual Review 2019/20 Page 16Repairs and Maintenance
The repairs and maintenance service is regarded 98% of all repair work was completed by
by our tenants as the most important. How we appointment, giving tenants greater certainty
deal with repair requests, how quickly the work of when the contractor will arrive. 96.5% of
is done, the quality of the workmanship, and appointments were kept, with just a few having to
how well we respond to any complaints are all be re-arranged due to other work pressures, such
important factors. These priorities are confirmed by as emergencies. Tenants were also satisfied with
the comments we receive from tenants attending the quality of the repair (100%), the conduct of
our regular Feedback Groups or through our the contractors operatives (100%) and the fact the
satisfaction survey responses. As a result, the operative left their home clean and tidy (100%).
Association continues to work with its contractor, 3
Solutions, to review the service provided and make Whilst performance and satisfaction results remain
improvements where practical. excellent, and among the best when compared
to similar organisations, the cost of the service
During the year the Association completed a total is higher. This year, responsive repair and void
of 1170 responsive repairs, a decrease of 2.6% on costs increased by 2% compared to the previous
the previous year. year and still remain above the average for the
sector. This is partly due to the quality of the
This equates to an average of 3.2 repairs per service we provide, the range of repairs we agree
property – around the average for the sector. to undertake that others may not and the standard
of the fixtures and fittings we use. However, we
Overall satisfaction with the repairs service was will continue to work with our contractors to find
99%. This is an excellent result, and demonstrates ways of reducing costs wherever possible, without
how both our staff, and all our contractors, are impacting on the quality of the service.
determined to provide the best service possible.
More significantly, in terms of service provided,
What we have spent this year on our properties
Investing in our homes
£277,366
Responsive Repairs:
During the year the Association spent a total of £405,363
£971,426 repairing and maintaining our homes, Major Repairs
£59,847
representing 45% of our total turnover. This figure
Void Repairs:
was split as indicated in the diagram: £71,959
£156,891
Cyclical Repairs:
Our investment of £405,363 on capital Capital Improvements:
improvements to our homes continues our on-
going commitment to ensure all homes are
modern, warm and comfortable and meet, or
exceed, current standards. Decisions on which During 2019/20 the Association completed the
properties require modernisation or replacement following work:
components during each year are based on our
• 24 new bathrooms.
stock condition survey and historic repairs data.
• 6 new kitchens.
Inspections are undertaken to determine overall • 17 properties had new doors & windows
condition and agree a detailed programme of work • 16 existing gas and oil boilers were replaced
for each year. We always seek to renew those • 25 complete new heating systems were installed
components that have either reached the end of • 47 properties were completed in the painting
the useful life or are beyond viable repair. programme
Annual Review 2019/20 Page 17Financial Report
The Association has continued to perform well financially and has a robust 30-year Business Plan in
place to underpin our activities and ensure the Association remains financially strong into the future.
At the end of March 2020 the Association had achieved a total surplus of £651,341. This included a net
gain in capital receipts from the sale of shared ownership properties to the value of £117,904. Once
these receipts are deducted from the total the Association made a surplus of £533,437.
The surplus this year was increased by a total of £225,000 as a result of a reduction in the Association’s
pensions liability, in line with the latest actuarial forecasts.
The Association’s turnover decreased slightly from £2,134,903 in 2018/19 to £2,121,869 this year, a de-
crease of 0.61%. This was mainly due to implementing the final year of the Government’s rent reduction
plan. Operating expenditure increased by 5.3%, from £1,447,317, to £1,524,429, mainly as a result of an
increase in the repair and maintenance budgets and the implementation of our new IT system.
The accounts show the value of our assets at over £24 million and these are supported by long term
loans of £7.48 million. The Association has also received Social Housing Grant of a further £7.70million.
During the year the Association completed a comprehensive review of its existing loan portfolio. The
main objective of the review was to reduce our overall loan costs whilst increasing the percentage of our
portfolio that was secured at a ‘fixed rate’. Following the review, the Association entered into negotiations
with its main funder, Triodos Bank, and agreed a new consolidated loan package that will provide lower
margins and favourable fixed rate costs. The new facility includes the existing undrawn £3million loan,
approved in 2018, that will fund the Association’s current development programme.
With the assistance of our financial advisors, the Association also secured a new £6million loan facility
with Clydesdale Bank that can be drawn over the next 5 years. This new loan facility will enable our
ambitious development programme to continue until at least 2025.
© HAPTICITY ARCHITECTS & INTERIORS.
ALL DIMENSIONS TO BE CHECKED ON SITE
BEFORE WORK COMMENCES. ANY
1 2 3 4 DISCREPANCIES TO BE REPORTED TO THE
The Association has now completed the final year of reducing rents by 1%, in line with the Government’s
B A ARCHITECT. DO NOT SCALE
4510 4810 4810
8050
RIDGE = GF +9350mm RIDGE = GF +9350mm Movement Joints
prescribed formula. In total, the Association has seen a real-terms reduction in its income of around 14% Movement Joints shown as indicative.
Contractors responsibility to ensure they are in
accordance with NHBC standards and technical
guidance.
over the past 4 years. This equates to an on-going loss of around £80,000 per annum. Thankfully, the Wall ties within 225mm of movement joints
44
@ 300mm vertical centres.
efficiencies generated by the acquisition of the former Kilmersdon Rural Housing Association, and other Reproduction stone slate roof
(of diminishing courses)
cost saving activities such as the re-procurement of the repairs and maintenance contracts, mean the
Weep vents holes
EAVES = GF +5050mm
B/E SVP B/E SVP B/E SVP
Monocouche cream render
EAVES = GF +5050mm
Association has continued to deal with these lower rent levels without effecting services to tenants. The
U/S LINTOL = GF +4620mm
Timber casement windows
-for details please refer to
Association supports the Governments new policy to allow rents to increase by CPI+1% for the next five
drawings 129-201, 209 & 210 Reconstructed stone quoins
-see manufacturers details
2445
Rubble stone walls
2445
MJ
U/S CILL = GF +3340mm
WF/01 WF/02 MJ WF/01 WF/02 MJ WF/01 WF/02
MJ
years. This will increase our income and support further spending on building new homes and modernis-
FF FFL = GF + 2640 FF FFL = GF + 2640
Reconstructed stone lintols
Bathroom & cooker extract vents
U/S LINTOL = GF +2100mm
ing existing ones.
Reconstructed stone quoins
-see manufacturers details
Timber part glazed doors
-for details please refer to drawings
129-202 & 129-203
2390
2390
U/S CILL = GF +770mm 125
125
WG/01 WG/02 WG/01 WG/02 WG/01 WG/02 400
300
300
Electricity meters GF FFL +57.600 Rubble stone plinth
GF FFL +57.600
White Horse Housing has a sound financial plan which shows that future development is sustainable.
675 DG/01 DG/01 DG/01
DG/01 400
Plastic beam and block floor void vents
- cream to match stone colour
PLOT 9 PLOT 10 PLOT 11
The Board believes this further growth will continue to strengthen the Association while helping to meet
SOUTH (FRONT) ELEVATION WEST (SIDE) ELEVATION
the shortage of affordable housing in rural communities. A B
4 3 2 1
4510 4810 4810
8050
RIDGE = GF +9350mm
RIDGE = GF +9350mm
BUILDING
ridge tiles
REGULATIONS
44
Rev B - Expansion Joints Added 17.01.2019
Reproduction stone slate Revision Date
roof (of diminishing
courses)
Powder coated aluminium 130mm
Monocouche cream render 1/2 round guttering & 75mm round
down pipes
HAPTICITY
EAVES = GF +5050mm
EAVES = GF +5050mm
ARCHITECTS & INTERIORS
U/S LINTOL = GF +4620mm
Timber casement windows
-for details please refer to drawings 129-201, 209 & 210 THE LOFT, 6 KINGSDOWN VIEW,
Reconstructed stone quoins
-see manufacturers details MJ Monocouche cream render
MJ MJ
BATH BA1 6HU
2445
2445
info@hapticity.co.uk
MJ
U/S CILL = GF +3340mm
Tel: 07494 901 999
Reconstructed stone quoins
-see manufacturers details
WF/03 WF/03 WF/03 Windows OLE Object
Hapticity Architects Ltd: 10621680
FF FFL = GF + 2640
Reconstructed stone lintols FF FFL = GF + 2640 Client
Castle Combe Homes
Weep vents holes
U/S LINTOL = GF +2100mm
Project
New Build Houes
2390
2400
125 -for details please see drawing 129-2014
Arms Farm, High St
1800
125
Sutton Benger, SN15 4RE
300
Rubble stone plinth Rubble stone plinth
GF FFL +57.600 GF FFL +57.600
300
400
DG/02 DG/02 DG/02
Plastic beam and block floor 400 Drawing Title
void vents 675
- cream to match stone colour PLOT 11 PLOT 10 PLOT 9
House Type - Affordables
Plot 9,10 & 11
EAST (SIDE) ELEVATION NORTH (REAR) ELEVATION Annual Review GA Elevations
2019/20 Page 18
0m 1m 2m 3m 4m 5m
Scale @ A1 Drawn By Date
Scale: 1:50
1:50 TM/HC Jan 2019
Job Number Drawing Number Revision
129 304 BPerformance Information
3 Year Comparisons
Section Indicator 2017/18 2018/19 2019/20 Target On
Target?
Lettings Total number of properties 364 363 367
Total number of lettings 18 21 18
of which - new lets: 4 0 4
Number of mutual exchanges 8 3 7
Average re-let times (in days) 13.5 11.19 14.14 15 days
Percentage of rent lost through vacant homes 0.17% 0.05% 0.40% 0.50%
Rents Average weekly rent £105.78 £105.25 £104.92
Average weekly rent - 1 bed £87.44 £84.20 £83.17
Average weekly rent - 2 bed £103.09 £102.07 £99.46
Average weekly rent - 3 bed £109.67 £107.04 £105.67
Average weekly rent - 4 bed £137.74 £137.47 £135.00
Percentage of rent collected 104.02% 102.30% 100.39% >100%
Rent arrears (including Housing Benefit) 1.46% 1.52% 1.65% 95%
Appointments kept as a % of appointments 97% 100% 97% >95%
made
Tenant satisfaction with the last repair 98% 97% 99% >96%
Average end-to-end time for all repairs (days) 8.5 8.5 10.5Performance
Audited Accounts
Income and Expenditure Account 2019/20 2018/19 2017/18 2016/17
Net Property Income Received 1,986,151 1,972,904 1,989,734 1,978,936
Operating Costs 1,302,429 1,649,417 1,473,388 1,529,116
Interest Received & Other Income 266,346 303,605 1,558,262 717,730
Interest Paid on Loans 301,728 304,904 261,996 274,081
Surplus on Ordinary Activities for year 648,341 322,188 1,812,612 893,470
Transfer of Kilmersdon Rural H.A. 0 0 0 0
Bad debt provision 3,000 -2,900 -200 24,265
Retained Surplus for year 651,341 319,288 1,812,412 917,735
Opening Accumulated Surplus 9,570,059 9,250,771 7,438,359 6,520,623
Closing Accumulated Surpluses 10,221,399 9,570,059 9,250,771 7,438,359
Balance Sheet
Assets
Housing Properties (cost less depreciation) 24,034,807 22,866,062 22,623,587 22,528,642
Other Assets (cost less depreciation) 32,263 14,913 20,035 10,709
Net Current Assets 1,279,502 2,457,987 2,220,783 835,164
25,346,572 25,338,962 24,864,405 23,374,515
Financed By:
Share Capital 32 28 28 26
Restricted Reserves 0 0 0 0
Designated Reserves 0 0 0 27,000
General Revenue Reserves 10,221,399 9,570,059 9,250,771 7,411,359
Association’s Capital & Reserves 10,221,431 9,570,087 9,250,799 7,438,385
Social Housing Grant 7,820,563 7,911,218 7,998,851 8,019,165
Long Term Loans 7,304,578 7,857,657 7,614,755 7,916,966
25,346,572 25,338,962 24,864,405 23,374,516
Movement in Assets in the year 7,611 474,557 1,489,889 856,264
The above figures are taken from the full financial statements of White Horse Housing Association for the year ended 31 March 2020 which have been approved by the Board and will be sub-
mitted to the Regulator for Social Housing. The auditors Beever & Struthers, whose opinion was unqualified, have confirmed that this summary is consistent with the full financial statements,
which are available on request.
Annual Review 2019/20 Page 20Good Governance
The Association has adopted a comprehensive ‘Governance Framework’ containing a range of policies
and procedures setting out how the Board will be constituted, the roles and responsibilities of its
members, a Code of Conduct and how the Association’s business will be conducted. The document
ensures our on-going compliance with the national Regulatory Framework.
The Board’s Role Remuneration
The Board’s role is to promote the success of the organisation by The Remuneration and Governance Committee
providing strategic leadership, values and standards, and oversee will oversee arrangements for carrying out the
management and financial affairs. annual review of pay for staff and the Chair. They
will also oversee and monitor the implementation
• The Board currently comprises of 11 members and
meets 6 times a year.
of the Governance Framework and ensure the
Association maintains compliance with current
• The Audit and Risk Committee comprises of 4 regulations. The Chief Executives Remuneration
members and meets not less than 4 times a year. Committee undertakes the annual review of pay for
the Chief Executive.
• The Remuneration and Governance Committee
comprises of 4 members and meets not less than
twice a year.
To discharge its responsibilities for the direction of the Shareholding Policy
organisation, the Board as a whole needs to have a diverse range The Association recognises the important role share-
of skills, competencies, experience and knowledge. holders play in the governance of the organisation.
However, to ensure membership remains manageable
the Board has agreed a limit of between 25-30 share-
The Board will continue to review its membership in relation to holding members at any one time. The Association is
composition, experience and skills and a formal assessment of governed by a Board which is drawn from, and elected
the effectiveness of the Board and individual members will also by, the shareholding members. The Board is also able
be undertaken. to co-opt members where necessary.
Operation Application for membership is open to:
The rules do not impose maximum terms of office on its members
but do state that two-thirds of members appointed for the coming • Any resident of the Association
• Any individual over the age of 18
year must have served for 9 years or less. Any Board member
• Corporate and un-incorporated bodies
continuing on the Board after serving nine or more years will be
subject to annual re-election. When considering applications for membership the
Board will have regard to:
Board Member’s Obligations • The Rules of the Association
All Board Members share equal responsibility for its decisions. • Potential conflicts of interest
Each should act only in the interests of the organisation and • Whether applicants are paid staff or board mem-
not on behalf of any constituency or interest group. Board bers of other housing providers.
Members must put the interests of the organisation before their
own personal interests. Each Board Member has entered into a And will consider each application on its merits.
formal ‘Agreement for Services’ and a new Person Specification
and Role Profile has been agreed outlining all their obligations. Membership fee is £1.
To become a member, an application should be made
Board Members’ Interests in writing to the Association’s registered office, and
The Association maintains a register of Board Members interests should be accompanied by the £1 required to purchase
which is available for inspection upon request. a share.
Applications will be considered by the Board at the
Audit and Risk next available meeting. If the application is approved
The Audit and Risk Committee reports to the Board on internal the applicant will be issued with a share. If the
controls and risks and alert them to any emerging issues. In application is not approved the applicant will be advised
addition, the Committee oversees the annual internal audit, accordingly and their money returned.
external audit and management as required, in its review of
internal controls. A copy of the Shareholding Membership Policy is
available on request.
The Committee also provides advice on the effectiveness of the
Association’s system for managing risk and risk appetite.
Annual Review 2019/20 Page 21Staff Members
The Association employs 10
members of staff, 2 of which work
part-time.
In total the Association employs 8
‘full-time equivalents’ to manage its
business.
Steve Warran
Chief Executive
OPERATIONS MAINTENANCE FINANCE
Belinda Eastland Darrel Smith Tania Prince Dawn Bowker
Operations Manager Maintenance Manager Finance Officer Office Manager
The Operations Team is responsible The Maintenance Manager has overall The Finance Team includes the Office
for all the daily housing management responsibility for all day to day repairs Manager and the Finance Officer. These
functions and will be the first point of servicing, cyclical maintenance and the two posts ensure the Association’s
contact for tenants. successful completion of the capital finances are regularly monitored, and
programme each year.
our viability maintained, whilst ensuring
invoices are paid on time.
Ashley Thornton Tracy Crook Sarah Occleshaw Lily Karagiannopoulos
Housing Officer Housing Assistant Housing Apprentice Customer Services
Advisor
Cherry Gilham
Caretaker at Coles Gardens
Annual Review 2019/20 Page 22Board Members
Helen Hodgkinson, FCIPD
Chair - Joined the Board in 2013. Became Vice Chair 2014 & Chair 2019. Fellow of
the Chartered Institute of Personnel and Development. Member of the Remuneration
and Governance Committee. Resident of Calne.
David Tretheway
Vice Chair in 2019. Joined the Board in 2017. Strategic Director at Bath and North
East Somerset Council. Member of the Audit & Risk Committee. Resident of
Trowbridge.
John Brace
Chair of Audit & Risk - Joined the Board in 2015. Chartered Accountant. Member
of NHF’s Regional Committee in the South West. Resident of Great Cheverall.
Kate Knight, MSc
Chair of Remuneration and Governance - Joined the Board in 2017. Fellow of the
Chartered Institute of Housing. Former Housing Consultant and Managing Director.
Resident of Westbury.
Mike Ash, CBE
Joined the Board in 2010. Became Vice Chair 2011 & Chair 2014. Member of
the Royal Town Planning Institute. Vice President of the Town & Country Planning
Association. Resident of Bishopstone nr. Salisbury.
Richard Kitson, OBE
Joined the Board in 1991. Chair 2009-2014. Member of the Audit & Risk
Committee. Former President Chartered Institute of Housing. Chartered Governance
Professional and Fellow Royal Society for the Arts. Resident of Monkton Deverill.
Mark Saddleton
Joined the Board in 2019. Associate member of both the Chartered Institute of
Bankers and the Chartered Institute of Personnel and Development. Member of the
Remuneration and Governance Committee. Resident of Highworth.
David Moreland
Joined the Board in 2018. Consultant since 2015 and worked voluntary in the
housing sector for over 30 years. Member of the Chartered Institute of Housing.
Resident of Southhampton.
Jon Brown
Joined the Board 2019. Chartered Accountant and an audit partner. Vice Chair of the
West of England Institute of Chartered Accountants in England and Wales. Member
of the Audit & Risk Committee. Resident of Dulcote, Wells.
Kevin Fairman
Joined the Board 2019. Qualified Accountant. Finance & Commerical Director &
Trustee of several charities. Resident of Bratton.
Steve Warran, CIHCM
Chief Executive of White Horse Housing. Joined the Board following his appointment
in February 2015. Corporate member of the Chartered Institute of Housing. Resident
of Holt. Annual Review 2019/20 Page 23White Horse Housing Association Ltd
Lowbourne House
Lowbourne Road
Melksham
Wiltshire
SN12 7DZ
www.whitehorsehousing.co.uk 01380 850916
info@whitehorsehousing.co.uk
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