How we've made a difference

Re-investment of savings
The re-investment of savings is determined by the Board using a combination of methods:

  • Through seeking and listening to feedback from residents;
  • Through targeted Board discussions to determine key corporate objectives and how we should continue to invest in these, e.g. in the development of new homes, reduction of fuel poverty;
  • Through the use of the annual budget process which enables us to reflect and acknowledge agreed priorities and targets;
  •  By responding to the government’s expectations of the housing sector.

Re-investment choices from 2015/16 onwards form part of an on-going programme addressing all our corporate goals, as follows:

Operational performance
After feedback from the HCA on the sector’s response to the VFM standard for 2014/15, we have reviewed our operational performance benchmarking group this year. The HCA was concerned that the groups used for comparison were often too large and no specific enough to geographical locations of operation. Our new benchmarking group is now revised to all England of between 2,500- 10,000 units in the North East and/or the North West, which we have chosen as we believe these will include associations who have a development programme, as we do.
The table below shows our operational performance for the three most recently benchmarked years, with our performance for 2015/16 highlighted in dark lilac; as yet no data for 2015/16 is available from our peers. 

Click on Table to see full screen version

We are pleased to note that out of all available benchmarked figures, 42 out of 63 are above the median. There are, however, a number of areas in which, during the last three years, we have performed below the median of our peer group, in particular:

  • Average relet time is below our peer group average. This KPI has been of concern to the Board and was one of the principal drivers for carrying out a fundamental review of housing services. This review resulted in a new department ‘Lettings and Neighbourhoods’ being created out of the old staffing structure. The new department commenced operations towards the end of the first quarter 2016/17 with one of its principal tasks being to drive down the average number of letting days.
  • A further concern to the Board was that levels of sickness were higher than desired. Again, initiatives were introduced during 2016/17 to reduce the rate of absenteeism, and these have shown a reduction.
  • Some ratios, noteably value, are within acceptable limits but are at the lower end of what we would like to see. We will consider how to ensure that these do not deteriorate.

For more information, click here to read our full Value for Money statement

Further information


VFM Self Assessment Statement 2015-16

VFM Self Assessment Statement 2015-16

File type: PDF document
File size: 1 MB

TCHA Annual Report and Financial Statements to 31st March 2016 web version

TCHA Annual Report and Financial Statements to 31st March 2016 web version

File type: PDF document
File size: 608 KB