At Great Places we never take our eye off the ball when it comes to performance. We keep a close eye on this data at all times, so we’ve got a clear picture of how we’re doing and to ensure we are staying on track to deliver on our corporate objectives.
We measure and compare our performance in a number of ways including against our Critical Success Factors (which are set by the Board), considering value for money and through our internal audit programme.
Our Critical Success Factors (CSFs) monitor progress and performance against our key business priorities and Corporate Plan objectives. They help us measure our success, see what we’re doing well and look at where we may need to improve.
We provide focused, flexible, frequent and appropriate performance data to meet the demands of the business, which is shared regularly with colleagues and Board members.
We continuously use benchmarking to compare our performance, including HouseMark, the North West Employee Engagement Group and data provided by the Regulator of Social Housing and the Sector Scorecard.
Despite the continuing challenges of the pandemic, we achieved six out of 11 CSFs in 2021-22, with three exceeding their stretch target.
We helped 845 households in to work, training and volunteering, meaning we exceeded the stretch target of 825 – an excellent result in extremely difficult circumstances.
We completed 557 new affordable homes during 2021-22, an average of 10.7 homes handed over each week. Despite missing our CSF target by 188 homes, this is the most homes completed in recent years.
The table below shows our key performance metrics in more detail for the past 12 months..
In July 2021, following an In-Depth Assessment (IDA), Great Places received a top rating of G1/V1 from the Regulator of Social Housing (RSH); and this result was reconfirmed following our annual stability check in December.
The Regulator looks at the work of housing associations in England to make sure they are governed properly and that they are financially viable, including its approach to value for money, on a sliding scale from 1 to 4, with G1 and V1 being the top ratings.
The wide-ranging IDA process was carried out entirely virtually and during the assessment the IDA considered the excellent integration progress, alongside the ongoing provision of high-quality services for our customers, and the continuing delivery of our operating principles of financial strength and good governance.
The hard work and dedication of our 800 colleagues was instrumental in helping us to build upon our values, and achieve our vision of Great Homes, Great Communities, Great People.
As we look to the future, our governance and viability ratings of G1/V1 give us the assurance that we are managing our risks effectively, despite the ongoing and challenging operating conditions.
Following the publication of the Social Housing White Paper in 2020, we have been working with our colleagues, customers and stakeholders to ensure that we are delivering services that meet the needs of our diverse customer groups, and that we are offering a variety of opportunities for customers have a real say on the services we provide, and to hold us to account in terms of our decision making and performance.
We are focusing resources on ensuring that our existing homes are safe and well maintained in line with the expectations in the White Paper. We will continue to build high quality and affordable homes to meet housing need and to offer customers a first step into home ownership.
Over the next 12 months we will continue to develop our approach in line with the new regulatory and legislative environment, and are keen to see continued customer involvement as we progress our plans.
We are investing in training for all roles in the organisation so we can ensure the continued delivery of high levels of professionalism and competence to our customers and partners, while also to ensuring the ongoing growth and development of colleagues.
