CROSBY HOUSING ASSOCIATION
Value for Money Self-Assessment 2014-2015
Our Values We operate proudly as a values-based organisation with a set of defined values under the headings of: • • • •1
Tangible Tolerant Practical Permanent
Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Contents page Introduction
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CHA Approach to Value for Money
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Delivering VfM
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Business objectives and performance
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Supporting tenants
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Making best use of our assets
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Lettings
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Systems and processes
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CHA Charity Shop
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CHA as an employer
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The value of CHART
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Training and development
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CHA contribution to the local economy
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Governance
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Partnering, Collaboration & Involvement
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Planned works programme
Strong viable organisation
Value for money
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Introduction The Board recognises that achieving Value for Money is a fundamental part of the Association’s business. It is a key strategic aim that underpins the whole business and this is clearly illustrated in the Association’s One Page Business Plan. This self-assessment details CHA’s VfM journey, it does not, however, reflect the changes recently announced in the July 2015 Budget and the impact that this will have on CHA’s current business model. It provides assurance that the business plan objectives are being achieved and that the Association meets the regulatory requirements. It has been reviewed and approved by the Board and Tenant Services Panel and it is designed to be read and understood by a variety of audiences, including tenants, staff, board members, stakeholders, funders and regulators. Over the next 12 months and in view of the budget announcements of July 2015, CHA will be:
Reviewing its service standards against the HCA consumer standard, with a view to introducing a service standard that reflects the budget reductions; Reviewing a number of business critical services to ensure that they are delivering the most competitive prices for the level and quality of services that they are providing.
CHA’s approach to value for money Key business aims set out to ensure that the Association is: Focussing on the right activities and using resources effectively to deliver our objectives in accordance with our values. Investing in tenants’ homes in a manner that supports their needs and demonstrates the economic benefit of their home as a business asset Strengthening the viability of our organisation in order to protect capital investment and the provision of high quality services that are tailored to a wide range of needs Playing an important role in contributing to sustainable neighbourhoods Providing quality homes at subsidised rent levels to reduce the cost of housing benefit and in turn the burden on the taxpayer Contributing to the local authorities’ priorities by meeting the housing and other support needs of their residents Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Working in partnership in our neighbourhoods to deliver wider regeneration benefits that contribute to the employment prospects and health and wellbeing of our customers and the wider community Being an employer that recognises and develops staff to provide the best service possible
Delivering VfM VFM has to be understood and accepted throughout the organisation if the approach and desired outcomes are to be achieved. It has to be integral to, and part of, normal business. Each part of the organisation has a role to play. Board Exercising appropriate challenge to ensure that good Governance practice can be demonstrated and compliance is maintained. Developing strategies that deliver the objectives of the Association Reviewing and setting an effective operating model for the organisation; Challenging and approving the VfM self-assessment; ensuring that it is reflective of what the organisation actually delivers; Championing performance management and scrutiny functions which are effective at driving and delivering improved efficiency and effectiveness Executive Demonstrating a robust approach to efficiency through spending, policy/system review and development and time management Ensuring that expected outcomes are achieved and promises are met Delivering the strategies approved by Board Ensuring that the key business objectives are carried through into operational plans, appraisals and one to ones with staff Making best use of benchmarking information to compare performance, challenge how things are done and to make changes that deliver improvements in performance Collaborating with Community Housing Associations North West Group (CHANW) and other informal groups to jointly fund initiatives at reduced costs whilst maintaining excellent quality Understanding the cost base and drivers of their service area to strive for additional efficiencies or increased quality at the same price Completing internal service reviews in a way that challenges services, questioning if service could be outsourced Encouraging invest to save initiatives; so as to avoid “pay cheap, pay twice” situations;
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Staff Putting customers at the heart of the Association, aiming to deliver the right service at the right cost and quality Ensuring focus encompasses sustainability in the round, tenants, homes, neighbourhoods Understanding and being committed to CHA VfM principles; Providing a right first time service; Spotting waste and avoiding duplication; Taking part in a suggestion scheme; Discussing VfM at team meetings and 1:1’s and recording quantifiable efficiency gains in a way that can be accessed and shared Understanding the use of benchmarking and using it to look for ways to improve performance; Tenants
Services Panel having VfM as part of their methodology; Services Panel o carrying out tenant led service reviews to check that CHA does what it says it will do o to influence the services provided, and make recommendations that will improve quality of customer services Being involved o in setting standards for contractors o in cost/quality trade off decisions where these need to be made o in the procurement of services that they receive directly Taking part in feedback to provide CHA with satisfaction data; Encouraged to o accompany staff on estate inspections o report issues and provide feedback about the areas they live in and the quality of the services they receive. Service & Business Process Reviews In addition to VfM being part of everyone’s role we regularly assess the services we provide to see if we are getting value for the cost paid. We do this by talking and listening to tenants and residents and by comparing ourselves to other housing providers.
Business Objectives and Performance CHA remains committed to delivering value for money in the provision of services to tenants and continuously strives to improve performance in terms of both cost and quality. The aim is to be in the top quartile when compared with other housing associations (i.e. in the top 25% for having low costs or good performance). Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ The business plan shows clearly that Value for Money runs throughout the three key priorities. Supporting tenants
Making best use of our assets Delivering Value for Money
Strong viable organisation
Weekly operating costs per unit for 2014/15 are in the top quartile relative to figures for other local and national housing associations (HouseMark). Weekly Operating Cost per unit Family HA Crosby WMHA Ashton Pioneer Pierhead ECBHA Arcon Median Arawak Walton Warrington SPBM
2011/12
2012/13
2013/14
2014/15
52.2 70.31 58.66
46.1 64.69 58.64
47.09 48.31 59.34
53.88 54.52 62.16
57.55
57.44
58.74
62.31
64 58.18 57.55
55.05 58.66 55.4
67.02 56.9 56 58.74
62.95 67.87
52.26
55.74
60.98
50.88 74.66
53 74.34
63.15 74.49
Supporting Tenants Significant improvements to profiling data have enabled the Association to focus resources on those tenants most likely to be affected by Universal Credit. With limited numbers of staff, the need to work with partners to achieve the best outcomes for our customers is well recognised. New and existing relationships have been developed with Sefton’s Housing Benefit department, Job Centre Plus and Sefton’s welfare reform group and these relationships now go beyond signposting and enable tenants to access up to date information, support and training where available. Greater choice has been provided to tenants in the methods available to make rent payments with the introduction of AllPay in April 2014. There has been good take-up, with tenants choosing to use the new AllPay facilities for 41% (2,366) of rent payment transactions throughout the year. Further use of AllPay for rent payments, especially Direct Debits, will be promoted to tenants during 2015/16. The planned works programme has been developed and discussed at an open meeting attended by over 40 tenants. In terms of the Value for Money priority it was encouraging that tenants supported the approach to prioritise works that help to keep down fuel costs. Updates on programme delivery confirming that performance is in line with priorities is Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ communicated at meetings and in newsletters. The Association offers a range of mechanisms to involve tenants through the Business Planning process, TAP (Tenants Advisory Panel) meetings, newsletter contributions and an annual tenant conference. The conference, which is free to NWCHA members, provides an opportunity for tenants to understand more about the sector and the business of their landlord and also to meet and compare experiences with their peers from across the North West. Such conferences are only deliverable due to the collaborative approach to training adopted by NWCHA. The Tenant Services Panel has been much more active this year, new members have joined the Panel and this has prompted a review of the purpose and work of the group. The Panel has signed up to a new support framework that provides structure and training and it has also met tenants with the same role in another housing association. The panel aims to provide assurance around the implementation of the VFM strategy. There has been a review of communal services and following a series of tenders, new contracts have been awarded for window cleaning, gardening and the cleaning of communal areas. Costs were competitive and service charges for general needs tenants will be decreased on average by 6.5% in 2015-16. Tenants have free access to Home Swapper - a national scheme to facilitate home exchanges.
Making best use of our assets Providing accommodation at rents that are affordable to those on low incomes has long been a fundamental driver for the Association and a principle aim of the government’s capital grant programmes associated with many of the Association’s homes. If housing benefit was needed to pay housing costs in the unregulated private sector it would be paid at the rate of the Local Housing Allowance (LHA.) The table below demonstrates the difference in rents applied by the Housing Association to the rent levels eligible for housing benefit (HB) in the private sector.
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ When comparing the Association’s rents alongside the LHA it is clear that the economic investment made by the government is delivering the long term gain that was anticipated. Sefton Local Housing Allowance Rates Effective for 2014/15 (source RLA website LHA rates 2014/15) CHA average rents 2014/15 (general needs) (source Accuity benchmarking)
1 bedroom self/c 2 bedrooms 3 bedrooms 4 bedrooms
LHA Broad Rental Market Area (BRMA) Greater Liverpool (including Sth Sefton) Weekly (£) 91.38
CHA Difference No of Saving average £ per CHA pw rent week homes
Saving per annum (x52.2)
74.15
17.23
148
2550.04
£133,112
103.85 121.15 150.00
80.98 94.73 96.44
22.87 26.42 53.56
99 81 21
2264.13 2140.02 1124.76
£118,188 £111,709 £58,712 £421,721
In its broadest sense if the Association’s general needs stock was used solely for those in receipt of HB the savings to the taxpayer would be in excess of £420k. In actual terms approximately 59% of general needs stock is occupied by tenants in receipt of HB. This demonstrates that in the current year CHA delivered a direct saving to the taxpayer of £249k Planned works programme During 2014–15 CHA Technical Services Manager completed stock condition surveys through internal and visual external inspections to around 95% of homes. The data has fed into the planned maintenance system and been used to develop spend profiles for the 2015-16 budget and beyond. The new planned maintenance system enables works to be programmed at component level. This year the Association has been able to consider a two year works programme that has been discussed with tenants and prioritised towards components that aim to address fuel poverty; an issue faced by many of its vulnerable customers. Detailed information has been shared, tenders prepared and some have reached contract stage and are in the process of delivery.
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________
Due to the timing of the window replacement tender, the cyclical painting programme was delayed and it was not possible to facilitate delivery in the final quarter of the year. Work with NWCHA during this period has led to an agreed approach to painting in partnership with Crown paints. This resulted in a better deal with enhanced guarantees and will enable the programme to resume during 2015/16.
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ There was significant investment to property structure during the year and this impacted on routine repair expenditure. To improve planning for structural repairs and inform decisions on future investment/disinvestment a number of structural surveys will be commissioned during 2015-16. Average Weekly Cost per dwelling of responsive repairs Forum People First WMHA Family HA ECBHA Ashton Pioneer Pierhead Crosby SPBM Median Warrington Arawak Walton
2012/13
2013/14
2014/15
7.80 10.53 11.22 14.88
4.60 10.51 11.26 11.42 24.45
15.24 11.34 13.06 12.34 16.34
5.40 13.15 11.36 11.42 12.64 16.99
6.20 7.44 10.96 12.42 12.65 13.99 16.06 16.22
The investment in the planned work programme is expected, in time, to reduce expenditure on everyday current maintenance. Lettings The Association continues to work with peers on new asset management tools. This will include a review of demand information through discussions with the local authority and feed into the approach to lettings and the suitability of stock against local housing needs. The Association uses the choice based lettings system, Property Pool Plus (PPP), to advertise the majority of its vacancies. This year has seen some properties vacant for longer periods and matches through PPP have not delivered results. This year for the first time, some vacant properties have been advertised through a commercial agent. This has been necessary only when our traditional lettings options have been exhausted. This route has proved effective and relatively inexpensive and will be explored further going forward. Systems and processes Progress in developing and streamlining systems continues. There is greater knowledge and involvement of staff at all levels and this develops new and relevant skills to the workforce. Works to continue system development are ongoing with improved data interrogation tools having a stronger focus. CHA Charity Shop The Charity Shop has seen a 3.3% fall (ÂŁ1,589) in takings over the last year and the Board dedicated a special meeting to review this in the light of increasing costs and Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ decreasing surplus (2014/15 = £3,562; 2013/14 = £8,482). It wanted to be clear that the shop contributes to the strategic aims and objectives of CHA in terms of its asset value financial and non-financial. The conclusion was that the shop remains an asset to CHA, providing secure employment to local people delivering a small surplus that can be utilised to support communities and provides a friendly place to go for some of our vulnerable residents who are less welcome in other shops on the high street. The shop will be monitored over the next year and the position reviewed in the light of actual performance. CHA as an employer Staff are an important asset and they have demonstrated that they are flexible with a range of skills necessary to support the work of a small independent housing association. Permanent staff CHA services CHART Charity Shop Total
2012/13 11.8 5.6 2.0 19.4 fte
2013/14 11.6 3.6 2.6 17.8 fte
2014/15 11.6 3.6 2.0 17.2 fte
The new staffing structure is in place with two main teams delivering the core business function. The Technical Services Manager and the Technical Services Assistant work across both teams to deliver the Association’s asset management function. During this year as part of the review on voids, the Technical Services Assistant has undertaken minor repairs to vacant properties and this has proved effective in terms of reducing costs and turnaround times. We are expecting the impact of these changes to show fully in 15-16 and budgets reflect this. The CEO works across all functions and takes the lead for business planning and delivery, the majority of external partner work and new initiatives. She is also Company Secretary and leads on matters of governance and compliance. The value of CHART CHART is funded through the LA and CCG and each year’s funding needs to be agreed by commissioners. The team has been hosted by the Association since 2001 and whilst a range of scenarios have been considered as part of the business plan it is anticipated that funding will remain and the team’s work will continue. CHART works at a strategic level supporting commissioners as well as the mental health trust to secure appropriate accommodation for people with a severe and enduring mental illness. The Team deals with some of the most difficult and vulnerable people in society. It has developed a multi-agency approach, working closely with police, housing, probation, drug and alcohol agencies and support agencies to detect and address problems early. This year the team produced an analysis of its impact in terms of savings to healthcare budgets. When compared to the funding provided the return on the investment in the period is running at over 400%. Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________
Cost savings (For the 6 month period under analysis) saving £415,829
£68,208£121,800 £8,775 £17,732 £3,900 £58,500 £13,962£115,992 £6,960
Training and development Staff training and development continues to underpin strong performance and the delivery of quality services. This year a total expenditure of £7,812 delivered training to all 19 staff and 9 Board members, an average of £279 per head at a cost of less than £50 per day. This was achieved by best use of in-house training, cost-sharing and “free” consultancy and seminars.
CHA contribution to the local economy During 2014/15 CHA’s direct expenditure on property maintenance, development and services was just under £1,000,000. The 16 companies used by CHA for regular maintenance work and services provide employment for 111 residents of the local region, 28 of these being in the immediate locality of South Sefton. If work relating to development programmes is also included, the figure increases to 400+ total staff employed by companies engaged by CHA.
Strong viable organisation A key priority of the CHA 3 year business plan is to strengthen its financial position in order to improve viability and to facilitate the consideration of growth opportunities. This year is the 3rd year of the plan and improvements to financial strength are clearly evidenced through the accounts with increased surplus and improved liquidity. Surplus for Year Budget Target
2011/12 £64,032 £252,152
2012/13 2012/13 £181,739 £110,600
2012/13 2013/14 2013/14 £344,367 £146,793
2012/13 2013/14 2014/15 £493,153 £174,794
2013/14 2012/13 2014/15
Financial ratios are strong but there is room for further improvement in relation to void and arrears management when performance is compared against peers.
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2013/14 2014/15
Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ The Association’s financial strength demonstrates that it has sufficient resources to meet existing commitments, including the long term planned maintenance programme; adequate headroom to face an unforeseen event; and confidence to begin to consider growth through new development. The Association is actively pursuing growth opportunities with one project assessed in some depth by the board. CHA will lease the property and oversee its refurbishment to provide 12 units of accommodation together with communal and staffing areas. The project is being developed in conjunction with NHS England, National Offender Management services and a mental health specialist team. CHA performance for 2014/15 voids rent loss was in the 3 rd quartile relative to figures for other local and national housing associations (HouseMark). Expenditure and turnaround times against void properties was higher than expected during the year and this has led to a review of the void process. This is now more integrated and involves finance housing services and maintenance in a more streamlined and cost efficient process. Cost savings associated with the new approach were in evidence in the later part of the year.
Percentage of rent lost through dwellings being vacant - GN only Warrington ECBHA People First Ashton Pioneer SPBM Arawak Walton HouseMark Median Crosby Arcon Family HA WMHA Pierhead
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2013/14
2014/15
0.54 0.3 0.49 0.42 0.51 0.74 0.71 0.54 0.51 1.29 0.81 1.16 3
0.22 0.36 0.4 0.42 0.48 0.84 0.88 0.92 1.00 1.02 1.2 1.3 2.2
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ CHA performance for void turnaround was in the lowest quartile. Average re-let time (calendar days) - GN only
2013/14
2014/15
1 11.35 26 15.6 29 22.75 23.75 23.14 28 20.28 32 20.1 76
2 11.83 15 17.4 20 22.5 23.64 24 24 25.03 35 40 63.7
PNW Ashton Pioneer People First Arcon ECBHA SPBM HouseMark Median Arawak Walton Family HA WMHA Crosby Pierhead
Governance The regulatory framework introduces a code from April 2015, which includes new requirements in terms of an asset register and places greater emphasis on risk assessment and stress testing. Compliance against the code has been tested against 2014-15 performance and although there is more work to do in respect of the asset register the results were promising. The Business planning and budget process is robust and inclusive. This year all Board members have been provided with an easy reference pack of key business documents. The pack includes the business plan and associated reports, the approved budget and the risk map. A similar reference pack for key governance documents has also been provided. Ongoing renewal and refreshment of the Board seeks to ensure that member skills meet the changing needs of the business. The three new members appointed at the AGM are delivering change. They bring skills from the civil service, education sector, financial services and the voluntary sector and have already driven reviews in relation to our non-core activity, namely CHART and the Charity Shop. Board members are not remunerated. The board adds greater value to the Association with some members playing an active role in helping to deliver wider neighbourhood and regeneration activity. Members are knowledgeable and passionate about the organisation, they are local and well connected with community partners. The Chair is involved with many community groups and initiatives, he shares meetings with the CEO, and his ambassadorial role is enhanced by the amount of time he is prepared to contribute to promoting CHA and delivering on its behalf. The time he gives is over and above the normal requirements of any board member or Chair.
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Partnering, Collaboration and Involvement The Association has a strong reputation and this helps to attract quality partnership arrangements such as the new supported housing project currently being developed in partnership with Health commissioners. It has a high profile at local and national level and recognises that it is important that this is maintained and where possible enhanced. Its passion to remain independent and a key player making a significant contribution to its local area is evident through its partnership and collaboration work. Working with the local authority, the Association is particularly proud of the results it achieved in delivering a new community protocol with the LA. The “New Realities� document sets out a new relationship between the LA and the community, voluntary and faith sectors. The CEO was instrumental in the creation of the document and remains involved in a steering group to monitor its application and impact. Staff from the NHF praised the Association for the work it does to engage small housing associations nationally and for the work it is doing regionally, with North West Community Housing association (NWCHA) around collaboration. CHA Chief Executive chairs the National Housing Federation’s small housing association forum. The group, recently changed its title to Community Housing Associations. It is working on three priorities that aim to support and strengthen associations in its peer group: Collaboration Improved performance - Development and Growth. These priorities have been taken forward by NWCHA group and they are currently conducting an exercise to assess opportunities for greater collaboration when procuring services. In addition the CEO chairs the Waterloo Town Team. The team has made great progress in overseeing its commission to develop a brand for the town. A new website commissioned by the Town Team to promote Waterloo has recently been launched. This year has seen increased cooperation from partners as they commemorate the 200th anniversary of the famous battle after which the town is named. The Association is active in the community supporting its tenants and local residents to improve their quality of live in terms of health and employment. Each year it demonstrates its ability to develop new relationships and it is trusted to lead and to deliver. It will continue to take the lead in community initiatives and to work strategically with partners. By building effective connections it can demonstrate support for tenants and the wider community and at the same time build the strength and reputation of the Association
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Value for money The following shows how each £1 of rent was spent for each of the past 4 years. 2014-15
2013-14
Property Depreciation 20.0p
Surplus 31.1p
Property Mgmnt & Tenant Support 15.8p
Property Depreciation 19.7p Property Mgmnt & Tenant Support 16.4p
Repairs & Maintenance 31.1p
Loan Interest 2.0p
Repairs & Maintenance 38.7p
Loan Interest 2.3p
2012-13 Property Depreciation 25.9p
Surplus 22.9p
2011-12 Surplus 11.3p
Property Mgmnt & Tenant Support 17.8p Loan Interest 2.7p
Property Depreciation 21.6p
Surplus 3.3p
Property Mgmnt & Tenant Support 19.1p Repairs & Maintenance 42.3p
Repairs & Maintenance 52.9p
Loan Interest 3.1p
Each year operating improvements can be evidenced. There are two key areas of spending for the Association that can be targeted for efficiency gains. The first relates to staffing costs. Permanent staff Total Total Staff Costs
2012/13 19.4 fte £625,149
2013/14 17.8 fte 601,814
2014/15 17.2 fte £580,588
This year the business restructure was delivered at previous years costs. This has enabled the “apprentice post” to be extended to the end of the new financial year. This recognises the skills that she has developed during her apprenticeship and the increased workload faced by the team. In the new financial year the Association will explore the possibility of a maintenance apprentice. This will not only serve as a development opportunity for a young person but will support value for money objectives as it is anticipated that minor repairs request will be met sooner and at less cost. Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Direct cost savings are also in train for the company telephone system and this aims to free up resources to improve communication through the website. The second key area for potential efficiency gains is property repair and investment. The work completed in relation to the asset management system together with the survey work completed by the Technical Services Manager is delivering the anticipated gains. The association has developed robust data from which to plan a two year work programme. There has been clear communication with tenants who have endorsed the approach to target window and boiler replacements as a measure to support the alleviation of fuel poverty. The exercise of tendering larger works contracts has delivered a positive impact on the Association’s budgets. Savings achieved have already been reinvested as they were used to introduce additional properties into the programme. These additions are intended to improve the street scene where a number of homes are owned by the Association The tender exercise has led to new contractors taking over services. Housing staff will work closely with the Tenant Services Panel to determine a method to monitor performance and satisfaction in these areas. This will involve details of how information is communicated to tenants. The review of the void process has resulted in a more streamlined and cost efficient process. Cost savings associated with the new approach were in evidence in the later part of the year. The approach to health and safety adopted by the Associations routine maintenance contractors has been standardised and improved. No additional costs have been incurred but consultancy relationship with Citation has been maximised and services have been strengthened. A programme of health and safety improvements to the fire protection systems has been completed and longer product guarantees for components have been negotiated. These are expected to have a positive impact on product performance and the repairs budget going forward. Tenant’s service contracts were retendered during the year resulting in service charge reductions of 6.5%. For almost two thirds of these tenants reductions averaged 16%. In some cases charges did increase but these generally reflected a new service for example the new fire detection system. The outcome of the review and tendering exercise for communal services is beginning to receive positive feedback. Partnership working continues to develop and new partnerships with Crown Paints and British gas have delivered improved services. Other working arrangements with CAB, DWP and the LA have strengthened the support provided to tenants these new partnerships will continue to improve the Associations performance at no additional cost. The momentum for collaborative working with NWCHA is building and this could possibly result in a different way of working and commissioning products and services. Version: final
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Crosby Housing Association Value for Money Self-Assessment 2015 _________________________________________________________________ Benchmarking across the peer group provides a useful tool not only to measure and compare performance but to meet and discuss new ideas and working practices that lead to improved consistency in the data and internal operating arrangements. There is still scope to improve the information shared with tenants and stakeholders in order to demonstrate that value for money is delivered across all of the strategic aims. Training to improve content and how it is presented has been undertaken with peers and a review of all statements produced by the Association’s peer group has been completed.
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