Annual Report
2015/16

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Welcome

Over the last twelve months, Wandle has taken great strides forward; transforming the way we work and laying the foundations for future success.

Our new Road to 2020 Corporate Plan sets a clear path for us to improve services, invest in our homes and grow. Alongside this, we have renewed our focus on providing value for money, ensuring we can continue building the homes south London needs in an increasingly challenging environment.

This year we set out an ambitious plan to build 1,000 much-needed new homes by 2021. As part of the New Homes Strategy we not only focus on quantity, but also an improved approach to quality and a smarter mixture homes for sale and rent, helping generation rent become generation buy.

In 2016, Wandle’s regulator, the Homes and Communities Agency, carried out an in-depth assessment. As part of this we were able to demonstrate significant improvements in the way we’re run.

Through our new vision, purpose and values, we are more clearly focused than ever on supporting south Londoners who need a home. We’re investing more than ever before in modernising our homes and enhancing services, whilst continuing to be committed to the communities in which we work, providing training and volunteering opportunities.

We hope you enjoy reading more about our progress and the positive steps forward we have achieved during 2015/16.

Richard  Raeburn Tracey Lees

Tracey Lees, Chief Executive

Richard Raeburn, Chair

Our purpose, vision and values

Through the creation of our new purpose, vision and values in 2015/16, we have re-defined who we are and what we do. We worked with staff, residents and other stakeholders to explain what it is we do every day and why we do it, and better understand where we want to be in the future.

Staff in planning meeting
Staff from across Wandle meeting to discuss early ideas in July 2015
Staff in planning meeting
Staff from across Wandle meeting to discuss early ideas in July 2015

Our Vision

Map

Homes to be proud of and services you can trust

Our Purpose

Map

Supporting people, across south London, who need a home

  • Reliable customer service
  • Building and managing good quality, affordable homes
  • Investing in local communities
  • Attracting and nurturing the best people

Our Values

Customer Image

Think customer

We believe the experience of our customers is everything, and that will always be at the forefront of our minds

Customer Image

Build relationships

We recognise that every person is unique, and reflect this in the relationships we build

Customer Image

Work together

We share insight, knowledge and experience to improve the way we work

Customer Image

Aim High

We are ambitious for ourselves and each other, and celebrate and share in success

Customer Image

Own it

We take individual and collective responsibility for our actions, and are honest when things don’t go right

Our Homes

We manage over 7,000 homes across nine south London boroughs.

Grange Walk
Our Grange Walk development in Southwark, part of our New Homes Strategy
Grange Walk
Our Grange Walk development in Southwark, part of our New Homes Strategy
Bromley

91

Croydon

1,351

Kingston upon Thames

113

Lambeth

598

Lewisham

598

Merton

1,429

Southwark

1,328

Sutton

260

Wandsworth

1,685

Other Boroughs

7

2015/2016 In Numbers

 

Total Cost Per Social Home:
£3,760

2014/15: £3,588

More Information
 

Operating Margin: 24%

Increased operating costs and additional investment in our existing homes reduced our operating margin this year.

More Information
 

Turnover:
£56.7 million

This is £2.6 million more than last year, largely down to increased rental income, affordable rent conversions and sales.

More Information
 

Overall Surplus: £5.6 million

This is £2.5m less than last year, due partly to higher operating costs.

More Information

Road to 2020

2015/16 has been a year of laying foundations for future success and growth, and preparing Wandle for the challenges ahead.

Our new Road to 2020 Corporate Plan responds to the ever-changing economic and political environment in which the sector operates, while also meeting the expectation of quality, responsive and efficient services for all our stakeholder groups.

Road Illustration

Value For Money

Providing Value for Money through everything we do is essential to us fulfilling our purpose and achieving our vision. Greater efficiency enables us to accomplish more and better results with fewer resources, freeing up savings which we can reinvest. We have delivered over savings that equate to £3.37m and additional income of £13.3m.

Wandle Staff looking at plans
Better insights and planning have delivered more efficient services.
Wandle Staff looking at plans
Better insights and planning have delivered more efficient services.

Improving Customer Experience

Despite some small improvements in customer satisfaction, we know we can do better. We carried out a review of the way we deliver customer services to residents and found whilst our costs are high, our performance remained static and didn’t compare well to other similar housing associations.

During 2015/16 we set in motion plans to radically transform the way we deliver services to residents.

Customer unlocking front door
Preparing for change was the primary focus during 2015/16. The new look Customer Services team went live in April 2016.
Customer unlocking front door
Preparing for change was the primary focus during 2015/16. The new look Customer Services team went live in April 2016.

Tenant Satisfaction: 66%

(2014/15: 61%)

Leaseholder satisfaction: 40%

(2014/15: 37%)

Building New Homes

Wandle helps south Londoners who need a home and as a developing housing association we’re helping to tackle the shortage of good quality affordable housing in the capital. Our development programme is providing new homes both for the people most in need of housing, and those who would otherwise not be able to afford to own their own home.

Board room going over plans
We set out our vision to build 1,000 new homes by 2021 and transform the way we work.
Board room going over plans
We set out our vision to build 1,000 new homes by 2021 and transform the way we work.

1,000 New Homes

The Board approved Wandle's ambitious New Homes Strategy, setting out our plans to build 1,000 much-needed homes by 2021.

Homes people want to own

As part of our new strategy, and in response to government priorities, we have shifted our focus to building more shared ownership homes – helping generation rent become generation buy.

Setting the bar

We started work on our New Homes Design Brief, desfining the quality, design and specification all of our new homes will be built to. This document will give our partners clarity and help us avoid poor design, which ultimately costs more and negatively affects residents' lives.

Investing In Communities

Supporting people, across south London, who need a home takes more than providing just bricks and mortar. We’re investing in communities to provide opportunities for residents who want to achieve goals and reach their potential.

Our Community Investment projects cover six core themes: Neighbourhoods, volunteering, young people, training, getting online and employment.

Wandle staff assisting customer
Getting our customers online connects them to services, their community and the world.
Wandle staff assisting customer
Getting our customers online connects them to services, their community and the world.

More than 17 residents were connected with volunteering opportunities which provide training and employment skills.

We engaged with 775 young people, with 30 of them taking part in our Young Leaders programmes to shape positive change in their neighbourhoods.

31 residents learned digital skills which help with paying rent and accessing support online by taking part in our 12 week IT training courses.

Investing In Homes

We invest in our properties to ensure they are well managed, good quality homes that residents want to live in. Through maintenance work and by making improvements we provide our customers with homes that are modern, warm and safe.

In 2015/16, we invested £9.2 million on our properties:

Builder installing tiles on a roof
We trialled a new approach to planned works at Brunswick Mews, Wandsworth. We carried out gas safety checks at 99.9% of our properties.
Builder installing tiles on a roof
We trialled a new approach to planned works at Brunswick Mews, Wandsworth. We carried out gas safety checks at 99.9% of our properties.

We achieved our target to carry out cyclical decorations on 427 homes.

By renegotiating our gas servicing contract we generated savings of £12,000.

We installed 100% of the kitchens and bathrooms on our 2015/16 replacement programme, putting in 361 new kitchens and 276 new bathrooms.

New communal doors and entry systems were fitted at 29 properties.

We carried out gas safety checks at 99.9% of our properties.

Investing In Repairs

This has been our first full year operating an in-house repairs service. We’ve made good progress but have also faced some big challenges along the way. We have a clear idea of what has or hasn't been working well and where we need to make improvements.

Repairing a hinge
Repairs are the number one driver for customer satisfaction.
Repairing a hinge
Repairs are the number one driver for customer satisfaction.

Health Check

Heart Pulse

We carried out a Health Check of our repairs service to see how it's performing and where we can improve.

Rebooting Repairs

Workman

We know repairs drives customer satisfaction and we also know we could do better. Using insights from the Health Check and resident feedback we implemented a number of changes.

Our People

We aim to create an organisation our people can be proud to work for. Ensuring we can attract and retain the best staff and support them to be the best they can.

Programme graduates holding their certificates
Our staff receive a wide range of benefits and training opportunities.
Programme graduates holding their certificates
Our staff receive a wide range of benefits and training opportunities.

Rewarding benefits

We want to make sure our staff receive rewards that make them happy. Our new salary sacrifice scheme for pension contributions increases employees take-home pay through tax efficiencies delivers greater value for money.

Developing our people

This year we’ve taken a fresh approach to training, focusing more on the day-to-day skills our staff tell us they need.

Managing our performance

We ran planning workshops for all staff, involved employees in developing their team plans and created a new performance appraisal system designed to ensure there was a clear link between what the business is trying to achieve and what the individuals does.

Strengthening Our Governance

During 2015/16 we looked at the way we are run and strengthened our governance in a number of ways.

The Homes and Communities Agency awarded Wandle a top governance rating in recognistion of the improvements we had made during 2015/16.

Tour of a development model
Having the right skills on board is crucial to our success.
Tour of a development model
Having the right skills on board is crucial to our success.

In-Depth Assessment

Under a new regulatory approach adopted by the Homes and Communities Agency (HCA), it now undertakes periodic In-Depth Assessments (IDAs) of social housing providers. For Wandle this assessment came in spring 2016.

Skills on Board

Having the right mix of skills and experience on the Board is an important element of good governance. During the year we reviewed our succession plan to ensure that the Board make-up reflects the needs of the business, now and in the future.

Assets & Liabilities Register

Part of the Homes and Communities Agency Regulatory Framework that came into effect on 1 April 2015 required Wandle to have in place an Assets and Liabilities Register.

People & Governance Committee

We expanded the scope of the Remuneration Committee, a Board sub-committee, to now include broader HR and governance issues.