2008 Annual Report

Supporting

VIBRANT

sustainable

Communities

REPORT 07/08

Accent on Customers

6

26

Our: L commitments

Our:

L services L standards L investments

Accent on Innovation

14

Our: L homes

Our: L people L projects L support

30

L partners L community support L lasting effects

Accent on People

Our: L customer efficiencies

L development L technology L community regeneration

Accent on Local Communities

Accent on Partnerships

L diversity L innovation

20

Our

Vision To support the creation of vibrant and sustainable communities by being a catalyst that enables people to improve the quality of their lives.

Our Vision is underpinned by five key strategic objectives which are at the heart of everything we do.

These four practical key strategic objectives to: L Create a positive, shared, organisational culture.

L Achieve service and business excellence in everything we do.

L Increase and improve our housing stock.

L Get the most out of technology and innovation for our communities and ourselves.

Enable us to achieve the fifth: L Support the transformation of priority communities.

Challenges & Beginnings

Chairman’s statement

In my first year as Group Chairman, I have been proud to see how the Accent team rises to meet challenges.

We faced the challenge that our business needed to change, we had the ever present challenge of balancing funding against costs, we had the challenge to meet our customers’ increasing expectations and complex needs, we had the challenge to keep hold of our high performing and dedicated staff, and we had the challenge to remain innovative and open to fresh ideas. In order to meet and embrace those challenges, we made some business transforming decisions.

While making sure our services were ever more efficient and cost effective, we created new teams and structures to get closer to our customers. We worked on new and existing partnerships to help our customers find a solution to their needs, be it housing, training, employment or enterprise. We re-structured our support services and enhanced our operations and, in our continuing efforts to control cost while giving value for money, we streamlined and simplified our management boards and associated companies. This new way of working provides a solid foundation on which we can begin to build our new vision, ‘to support the creation of vibrant and sustainable communities by being a catalyst that enables people to improve the quality of their lives’ and gives us a promising future, full of potential.

This year was a new beginning for me as Group Chairman but, more importantly, it was a new beginning for the Group. It was also a year of great achievements: our successful bid to the Housing Corporation which resulted in the biggest grant allocation of the year worth £65 million to the Accent Group Consortium and the completion of 704 new homes – a figure greater than our target of 610. We were also pleased to be chosen

5

as Craven District Council’s preferred partner in its £70 million redevelopment plans for Skipton, and we were delighted to win a Housing Corporation Gold Award for ‘Tackling Worklessness.’

As the way we work changes to meet our challenges, so does the way we present ourselves. This year, our annual report isn’t just a summary of our activity during the year, it is a report that demonstrates how we are helping people to improve their lives; both as an individual, and as a trusted partner. It doesn’t just talk about what we’ve done, but the impact that it has had and how everything we do helps to ‘support the transformation of priority communities’.

Our ability to adapt to changing demands has always been one of our great strengths. Our new structure will create a sustainable business which delivers service excellence, and continues to be relevant in our communities, focussing on understanding and meeting their needs. Supporting our structure are the advanced technical changes, introduced to ‘get the most out of technology and innovation for our communities and ourselves’.

Our allocation from the Housing Corporation and our partner status in Skipton will help us provide more quality affordable housing, to meet our objective of ‘increasing and improving our housing stock’, and support community services that address the challenges we face around community cohesion,

sustainability, worklessness, homelessness and environmental responsibilities. It is this ability that keeps our business strong and financially sound, positions us as a provider of products that offer quality, value for money and a consistent good service, and ensures our continued community relevance in an increasingly diverse and complex marketplace.

Our business will continue to change over the next 10 years but our priority, first and foremost, will be the needs of our communities. With our local and specialist partners, we will work to deliver the highest quality of customer services in a way that empowers people, and help them to improve their wellbeing and quality of their lives. We will help them live where and how they want to, in an environment they have helped to shape, and we will help them to decide and make what changes they want to see. This commitment helps us to meet our objective of ‘achieving service and business excellence in everything we do’.

Accent means so many things to so many people: from the residents that ‘love their homes’ to our YouthBuild trainees who can now look forward to a promising future. From the charities and good causes that have benefited from our financial and specialist support, to our community partners who look to us to help them develop further innovations and improved services. From the family that couldn’t find a home until they came

to us, to the young people who could now be our future entertainers because of a talent show we were simply pleased to support. By working with, and supporting our people and partners, and providing a variety of tailored and flexible services, we can transform our priority communities and improve the way they live their lives.

We have an ambitious agenda and we can only successfully work through it by taking sure steps to know, listen to and satisfy our customers and stakeholders. Only when we have gained their trust, can we truly meet our objective to become excellent in everything we do.

It was a privilege for me to succeed Tony Gadie as Chairman. Tony has been a driving force in the development of our strategic direction, and we are very fortunate he has stayed with us as a board member. I would like to thank him, all my board colleagues and our staff for their support and dedication.

It is down to all of them that we are firmly on course to achieve our objective to ‘create a positive, shared, organisational culture’ and have such a strong foundation today on which to build a future focussed on our customers.

Allan Smith, Chairman

Accent on

s r e m o t s Cu

“

We love it here.We love the community and the fact that we can mix with other people.We really wanted to keep our independence, but when the scheme manager told us about this flat and we came to see it, we ‘fell in love’ with it.

We’re settled now.

”

Mr & Mrs Wilkes, Barrow-in-Furness residents.

7

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

8 Operating with 53 partner local authorities to deliver quality homes and services in our communities

Gordon Perry with a resident at the Residents’ Panel roadshow.

Mr & Mrs Wilkes, Barrow-in-Furness residents.

We aim to be a ‘3 star’ organisation – we are firmly focussed on getting closer to our customers and delivering continually improving services which meet their needs.

“

The major benefits of our re-structure developed over the spring and summer, as our neighbourhood teams got to know their customers.

It’s this new relationship which I feel has been our biggest achievement. It has enabled us to be more personal and responsive, and provide customers with an excellent and efficient service which they, and our staff, help to drive.

Gordon Perry, Director of Operations.

”

A new approach to neighbourhood management Our new neighbourhood management approach has helped us get closer to customers and improve service delivery.

By establishing dedicated customer service teams to provide the complete housing management service, we are getting more involved with residents’ daily lives and reacting much quicker to local issues and individual needs. Our customers feel valued, listened to and appreciated – a feeling which is creating improved customer relations.

Our new structure enables customer services managers to spend more time out on site, meeting customers and providing a personal service, face-to-face.

Back at our centres, our teams of dedicated customer services advisors ensure our callers receive a prompt and quality service.

Involving residents in everything we do Understanding the needs and aspirations of our customers is key to providing the high quality of service they have a right to expect.

Our key aims are to: L Provide the services our customers want.

L Meet the needs of our diverse communities.

L Involve our customers in everything we do.

Our commitment is to: L Tell customers how they can get involved and regularly review how we involve them.

L Get feedback on our services through postal and telephone surveys.

L Ensure we tell customers what we have done.

L Aim to increase satisfaction levels.

L Keep customers informed.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

9 STOCK OWNED & MANAGED Social rented (owned) 16,260 Non-social (managed) 5,487 Social rented (managed) 94

Wayne McKenzie at the Residents’ Panel roadshow.

The residents’ editorial panel.

By introducing initiatives like residents’ training, we can signpost customers to new opportunities in employment, development, learning, healthy living and involvement, and help to tackle worklessness and social exclusion.

We have: L Developed a repairs appointment system so residents can arrange when contractors call.

L Established scheme walkabouts to include residents in scheme inspections and identify priorities.

L Created Residents’ Panel ‘champions’ to look at priority service areas identified by residents.

L Developed an editorial panel so residents can influence the wording of our literature.

By working with QHS (Quality Housing Services), we can identify our strengths and weaknesses and work towards continuous improvement of our services. A clear set of assessment standards are provided across a number of service areas, including mystery shopping, telephone accessibility, customer polling and on-site audits.

The results from these assessments identify strengths and weaknesses in these areas, and help us to develop plans for continuous improvement.

After a self-assessment request, HQN (Housing Quality Network), awarded Accent Nene two stars for the income management part of a new rent arrears recovery procedure.

The aim of the Accent Peerless ‘Bring a Resident to Work Day’ was to engage with as many residents as possible as part of a corporate planning process to give them the chance to shape services at the highest level.

Residents took part in facilitated workshops to identify which services worked well, and which needed improvement. The event turned out to be an excellent learning exercise for everyone involved. Staff gained a better understanding of what residents really expected, while residents acknowledged what it takes to deliver good quality housing services. A number of residents agreed to get involved with future activities.

The results have been used to direct the Accent Peerless corporate and service improvement plans. Both have clear objectives to strengthen business over the next three years, and will enable the development of stronger relationships with customers and our communities.

“

Most residents simply want a good standard of service from Accent.

They want to live in a nice property, free from anti-social behaviour, with an affordable rent and an easy way of making contact.They want a good repairs service, and any complaints dealt with quickly. I will ensure the Residents’ Panel continues to influence the services Accent provides.

”

Wayne McKenzie, Chair of the Accent Residents’ Panel.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

10 Investing over £6 million in our stock to give our customers what they want.

Funding of £7,766 from the Community Dividend Reserve has transformed an unused space at Ramsey Park, Barrow-in-Furness, into a mobility scooter park.

The 2008 Residents’ Panel roadshow.

We are confident that our new neighbourhood structure is the right way to deliver the highest quality of customer service.

“

I have been on two scheme walkabouts which have given me the opportunity to voice both my concerns, and those of my fellow residents.

We feel that the walkabouts are productive and we would suggest all residents consider their own involvement in these joint activities with Accent.

Peter Dixon, Teesside resident.

”

How our customers influence our services

Good progress at the Repairs Service Centre

Our customer surveys contribute to Best Value requirements, collect information on levels of satisfaction with key services and identify areas for improvement.

They also benchmark our performance against other providers and compare the views of different sub-groups. They help us to improve customer relations by gathering demographics about our customers, which enables us to tailor services to meet their needs.

By making changes to our repairs service and introducing a new call monitoring system, we can deal with customer calls quickly and effectively. Customers have also benefitted from added resources and staff support, and the launch of a repairs appointment system.

Accent Nene has retained its accreditation for the centre for sheltered housing services. In commenting, the assessor said: “The service is tenant centred throughout and the focus is firmly on enabling people to retain their independence and links with the local community. In my view, the service delivery is excellent.”

Over the last 12 months, we have invested over £6 million into our stock – not only to meet our obligations as a landlord, but to give residents the things they actually want: L 542 kitchens refurbished – £2.3 million.

L 320 gas heating systems renewed – £1.1 million.

L Making sure gas appliances are tested for safety every year – just under £1 million.

L Home adaptations for the disabled – £200,000.

L Fitting new windows – £1.5 million.

By producing local maintenance investment schedules for each of our neighbourhood team areas, we can give residents more detailed information about the work planned to their homes and estates.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

11

Investing over £4 million on major refurbishments.

Customer Services Manager Lisa Bancroft inside the recently improved courtyard at The Martindales, Chorley.

Our contractors replacing guttering at properties in Primrose Hill, Stockton.

For the third year in succession, Accent Nene retained the QHS accreditation for providing high quality customer services.

Investment programme highlights The Martindales, Lancashire – £2.1 million After consulting with residents, we invested £2.1 million into this scheme for a comprehensive refurbishment, inside and out. Over two years, we modernised outdated accommodation and addressed inappropriate layouts by introducing modern fixtures and fittings, internal improvements – such as new bathrooms, kitchens and central heating – improved landscapes, extra car parking, enclosed staircases, renewed floor finishes, improved external lighting and new flat entrance doors with ‘Secure by Design’ standards.

Our final adaptation was a built-in, dedicated office for our local neighbourhood team, which is now ideally based to not only serve residents living on the scheme, but all our local customers.

Primrose Hill, Stockton & Brackenfield Court, Middlesbrough – £2 million Brackenfield Court was suffering from age related defects, and crime and antisocial behaviour. Its design accelerated

the problems, with insecure boundaries and difficult to maintain landscapes.

With litter also a major problem, the result was a high tenancy turnover with a lack of demand. Primrose Hill also had similar issues, exacerbated due to the scheme’s size.

In consultation with residents, we invested £2 million to deal with the issues of stock condition and design shortcomings. Combined with a more intensive approach to housing management, our investment has transformed both schemes, and the local community’s perception of them.

By establishing an investment planning team to gather and analyse stock condition data, we can plan our investment programme in a more objective and systematic way. Initially, we will develop a five year investment programme, with a following ten year outline programme where essential works are identified and budgeted for well ahead. Residents’ priorities will have a big impact on our future investment plans.

“ ”

When I had a leak under my sink repaired, the contractor took his shoes off at the door, was pleasant and polite and did a really good job.

By working closely with our contractors, we can ensure we deliver a quality service to our customers.

Susan Scarth, Stockton-on-Tees resident.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

12 Conducting 215 visits to victims, witnesses and perpetrators of anti-social behaviour.

PCSO Maria Flanagan talks to one of our residents during the ‘Streets Ahead’ campaign in Allerton, Bradford.

Annette Smith, Anti-Social Behaviour Officer.

How we tackle and prevent anti-social behaviour is high on the list of our customers’ priorities.

“

Our local lettings policy on one problem estate enables us to refuse housing to anyone with a history of committing anti-social behaviour in the past five years, and grant any new tenancies on a short-hold, review basis for 12 months.

We have high hopes for the future relations on this estate, and that our residents will live together in harmony.

Annette Smith, Anti-Social Behaviour Officer.

”

Community Safety Unit Our new community safety unit investigates serious and complicated reports of anti-social behaviour. Team members, who are skilled in investigation, enforcement and surveillance, work with the neighbourhood teams and the legal services department to help prevent anti-social behaviour and take action against it.

We are working closely with West Yorkshire Police to support Respect, the Home Office campaign to encourage communities and agencies to take a stand against anti-social behaviour.

Sharon Heels, our in-house Senior Housing Management Solicitor, is a deputy district judge and a nationally recognised expert on anti-social behaviour.

She is also a leading author on anti-social behaviour orders and obtained the first local authority housing injunction with a power of arrest in the country.

“

Our achievements in Horden have shown me the huge difference that can be made when we’re working with a landlord that is concerned, rather than one that isn’t.

”

Local police community support officer.

13

The Residents’ Panel roadshow enables residents to meet informally with staff, Board and Panel members.

The most recent event in Burnley attracted over 100 residents. Although most lived locally, some travelled from as far as Barrow and Stafford to take part.

Accent on

n o i t a v Inno

“ ”

The allocation to the Accent Group Consortium is the largest in our history and the second largest of all the 2008-2011 allocations.

It establishes us as a major provider of affordable homes and demonstrates the Housing Corporation’s confidence in our ability to deliver.

Andy Gamble, Head of Residential Development.

15

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

16

We will develop 500 new homes in the next two years.

Funded with £50K from the BIG Lottery, £20K from us and the remainder from Peterborough Council, the finishing touches are put to a play area in front of 48 new homes in Paston.

Recently completed properties at The Spinners, Century Square, Peterborough.

The size of our allocation means we can make a real impact in our communities by developing new homes that are affordable, energy efficient and have reduced running costs.

£65 million grant allocation from the Housing Corporation in the 2008-11 National Affordable Housing Programme The allocation covers not only the Group, but the consortia we lead: Accent Foundation, Accent Nene, Accent Peerless, Network Housing Group, NLG Housing Ltd and Firebird JVC. It demonstrates how we can meet our objectives by successfully working in partnership with other organisations, and comes in response to the excellent performance of the Group’s development team, and the quality and speed of delivery the Housing Corporation expects being constantly exceeded. The new allocation is in addition to the £44 million of grant received in 2006-2008.

We will focus on delivering larger transformational multi-tenure schemes and providing new homes in core areas to address the needs and demands of local people. We will also continue to work with our local authority partners to provide new affordable homes through the planning system.

Over the next two years, Accent Foundation, Accent Peerless and Accent Nene will develop around 500 new affordable homes in addition to existing commitments. 60% will be affordable rented, with the remaining 40% affordable New Build Homebuy and shared ownership aimed at first time buyers.

All affordable new homes developed under the allocation will be built to a minimum of Level 3 of the Code for Sustainable Homes and, wherever possible, exceeded. The Code sets rigorous standards for developments that address the key areas of our homes’ environmental impacts; including energy efficiency, use of water and sustainable materials, and waste and recycling.

In addition, all our affordable developments will meet high standards of interior and external space, design and layout, and we will aim to build in future adaptability wherever we can.

Brownfield sites – Leeds Strategic Partnership Leeds City Council and the Housing Corporation have chosen us for the first phase re-development of six of the city’s brownfield sites. Around 175 new homes for rent and shared ownership will be created over the next two years.

Northern Challenge – Fairfield Estate, Leeds We will deliver the regeneration of the Fairfield Estate as part of the Leeds/Bradford Corridor Northern Challenge initiative. The initiative, which concentrates on cross-boundary schemes with a particular focus on worklessness, sees us working with Leeds City Council, Bradford Metropolitan District Council and In Communities. Fairfield will produce around 140 new homes for rent and shared ownership. It will be delivered in partnership with the local community and the Arms Length Management Organisation.

The regeneration of an estate isn’t just about new homes – creating an inclusive and sustainable community is a key project objective.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

17 Our transformational proposals for the market town of Skipton are worth £70 million.

Artist’s impression of the new Craven Museum entrance looking towards the retail courtyard, Skipton.

Local primary school children check the progress of ‘The Swifts’ development, Fulbourn.

Our customers will benefit from well designed homes and developments that are not only pleasant places to live, but also contribute significantly to environmental sustainability and reduced running costs.

Working in partnership – Station Road, Haworth

Skipton Developments Project

Our opportunities to re-develop this site came as a result of our partner status in the Bradford and Airedale NHS LIFT. The GP surgeries based here have now relocated to a new health centre, developed as part of the project. The site will provide 12 new apartments.

We are Craven District Council’s preferred partner to deliver the Skipton Developments project. Our proposals are transformational and, while they are centred on providing over 360 homes, there is much more to our strategy for the town’s renaissance. The £70 million project embraces canalside works, public realm, the creation of a new cultural quarter, high street retail and town centre living, environmental improvements, improved road access, pathways, improvements to mobility, signage and connectivity of spaces, leisure, artworks, amenities and education and training.

Housing will meet with local needs and aspirations, as well as local authority objectives for affordable housing, (rent and shared ownership), as set out in the existing local plan and the emerging local development framework.

Innovative technology – the Accent Home Having completed two pilot schemes, we will develop a further nine, threebed homes for rent in Bradford. The homes will utilise modern methods of construction and sustainable materials, and be designed to meet level 4 of the Code for Sustainable Homes.

Regenerating Fulbourn Fulbourn’s Windmill Estate in Cambridge is a 1960s estate in need of extensive investment. Many of the properties suffer from a range of defects synonymous with the decade’s system built design.

Following extensive consultation with the local community, our plan is to create up to 273 new homes for rent, shared ownership and open sale within a high quality environment. We are also planning to develop a new village community hall to provide both community space and a new home for the local volunteer library service.

As well as addressing the housing needs of our local communities, we will also address issues of worklessness through YouthBuild and economic regeneration initiatives.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

18

The Gold Award was presented by the Minister for Housing, Caroline Flint. We also received £50,000 in prize money to help repeat and share our good work.

Mariam Arshad being interviewed by BBC Radio Lancashire.

The success of our training and skills projects earned us a Housing Corporation Gold Award for Tackling Worklessness.

“

Congratulations to Accent for securing this coveted national award for tackling worklessness.Their brilliant success in training people from local communities to work in local construction projects in Bradford has made them a worthy Gold Award winner.

” “

Sir Duncan Michael, judging panel Chairman.

Derek Long, National Housing Federation.

Established locally, making a difference nationally – Bradford YouthBuild We developed the YouthBuild project model with the aim of reducing the social and economic exclusion experienced by people living in our neighbourhoods.

The outcomes highlight a proven approach that can raise the aspirations and achievements of traditionally excluded groups, helping to build and contribute to more cohesive and sustainable communities.

A key factor in the success of YouthBuild stems from its innovative approach – a design that meets the needs of both employers and the unemployed, especially those suffering from extreme disadvantage.

Bradford YouthBuild is delivered in a partnership between local housing associations, Construction Skills (Yorkshire & Humberside) and construction companies.

The project celebrated its 10th anniversary in 2007. In ten years it has: L Delivered YouthBuild training opportunities to 1,500 young people.

L Helped participants achieve 1,280 recognised qualifications.

L Helped 20 new businesses set up.

L Provided participants with the skills to obtain 445 jobs.

L Levered in over £4 million additional finance.

L Worked with 80 different partners.

At the National Women in Construction Awards, YouthBuild apprentice Mariam Arshad was named as Best Apprentice/New Starter of the Year. Mariam, a Community Liaison Officer for Emanuel Whittaker Ltd, was recruited and supported through the Elevate YouthBuild programme in East Lancashire.

The Bradford YouthBuild project has been a true success story.

It has helped hundreds of young people into training and employment, making a huge difference to individual lives and the wider community. Accent’s Gold Award exemplifies the massive impact housing associations make.This award is in recognition of the hard work and of everyone involved.

”

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

19 Over 18,000 ft of storage and office space for local businesses to rent and local people to train in at the new Accent Business Centre in Bradford.

2

Alisha Ditta with project worker Tahira Naheem, inside the new Accent Business Centre.

Imran Rashid working on our properties in Bradford.

As a result of the approach pioneered in Bradford, the experience and lessons learned have enabled us to help develop other successful YouthBuilding projects in East Lancashire and Middlesbrough.

“

Supporting vibrant and sustainable communities within successful and connected neighbourhoods

Accent’s resident training programme has given me a chance to motivate myself, learn skills and do the training I need to get a job. I’m so pleased to have joined.

” “

Alisha Ditta, work experience.

Through neighbourhood renewal, learning, training and employment, enterprise and business consultancy and research, we will deliver investment programmes worth £2.6 million in the communities of our three main housing centres in the north, the east midlands and the south.

L Developing our enterprise and business support service for new business through the Local Enterprise Growth Initiative (LEGI).

L Developing detailed assessments of our effectiveness, based on customer and stakeholder perceptions.

Other key priorities, which will help us deliver the overall programme, include: L Neighbourhood profiling and mapping of up to five key priority areas.

L Developing a prospectus of learning, skills development and other services to offer customers, (after working with them to ensure the services are relevant).

Working with Bradford YouthBuild Trust, we helped to secure over half a million in funding to develop the Accent Business Centre. The centre provides a range of numeracy, literacy, ICT and vocational training for up to 100 learners and trainees every day, and has 14 new industrial units with over 18,000 ft2 of office and business space available for rent aimed at local starter businesses.

YouthBuild has greatly impacted on my life. From a position of having no career prospects and being uncertain about my future, I have gone on to achieve 2nd place in the 2007 National YouthBuild Awards and found employment that will enable me to develop my skills and gain qualifications.

”

Imran Rashid, Apprentice Joiner, Milnerbuild.

Accent on

s e i t i n u m m o C l Loca

“

I’m very pleased to be a part of Paston Area Community Trust and I enjoy my job very much.

Every day brings something different. It feels good to help people, see them develop and become more confident when they take our courses.

Kayleigh Peters, PACT trainee.

”

21

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

22 £95,000 granted to local projects which benefit our residents and their communities.

The ‘GO PEEL!’ sports event encouraged kids to join clubs and helped to combat problems with anti-social behaviour in Accrington.

Sue Mellen and Residents’ Panel member Charles Wright discussing the plans for the Marsh Street Arches and Gardens, Barrow.

Working with credit unions in East Lancashire, Bradford and Barrow to deliver low cost resident loans.

“

The new neighbourhood team structure has definitely improved our housing management service. Because we are all trained to deal with all queries, we can provide a more effective and proactive customer service, and it’s a more interesting job for us.

We are clear on our targets, direction, and where we want to be in the future.

Sue Mellen, Area Manager, Barrow.

”

Since the introduction of our new neighbourhood team structure in Barrow, our office has extra resources and extended opening hours. Combined with a move to a city centre position, which has made the office more accessible for customers, our investment has demonstrated to the local authority that we remain committed to the area, which was recently identified as one of the 25 most deprived wards in the country.

Other benefits for Barrow residents include: L Citizens’ Advice Bureau – a bespoke local surgery to mainly deal with new tenancy start-ups and issues on housing benefit claims. The surgery has received £6,000 in funding from Accent Foundation.

L Marsh Street Arches and Gardens Committee – a local residents’ association working to transform a piece of derelict land traditionally associated with anti-social behaviour problems, which overlooks one of our schemes. The committee has extended its constitution to include some of our residents in its meetings.

L New extra care scheme – despite a reducing population, Barrow’s community is growing in terms of age and life expectancy. Developing an extra care scheme was one of the local authority’s top priorities and we will soon be on site in this new partnership development.

Through our community dividend reserve, our Residents’ Panel donated community grants worth over £95,000 to benefit residents living in our communities. Some of the grants included: L £2,415 for the Community Gardens, Barrow-in-Furness.

L £5,000 for the Cybercentre project, Burnley.

L £35,000 for WomenBuild Phase 2, Bradford.

L £10,000 for Focus on Grangetown, Teesside.

Our grants are not just short-term solutions – our support continues to benefit the community long after the funding is given.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

23 £560,000 granted to support community projects from Accent on Giving.

Staff, Residents’ Panel members and Board members take a tour of the Neighbourhood Management office, Accrington.

Residents enjoy a weekend residential at the National Communities Resource Centre in celebration of our 40th anniversary.

Foundation funds have hugely benefited the local community, by enabling Oasis OneLife to provide over 470 sessions of counselling, debt advice and skills training.

Helping local community projects with Accent Foundation grants From the Group’s charitable foundation (Accent on Giving), grants worth over £560,000 were awarded to community projects and good causes in our communities.

Some of these include: L £10,000 to Blackburn YMCA towards the employment and salary costs of a housing development manager to oversee a supported housing scheme.

L £20,000 to Sussex Oakleaf Housing Association towards the salary and related costs of a service user co-ordinator and volunteer costs.

L £35,000 to the Hyndburn Management Project towards the salary costs of a co-ordinator to manage and develop service delivery at a neighbourhood office.

L £84,000 to the Old Dean Advice Centre in Camberley to fund the rental costs of the premises and the salary costs of a community development worker.

L £27,400 to the Old Dean Parents’ Support Group to purchase, install and maintain play equipment for the under 5s.

Registered Charity the National Communities Resource Centre (based at Trafford Hall near Chester), offers diverse training and support to families, young people and adults living and working in low-income areas to help them develop the skills, confidence and capacity to tackle problems and reverse poor conditions.

Our past investment of £100,000 contributed towards the refurbishment costs of the extended training facilities and accommodation, and has created a lasting legacy, as residents make full use of the environmentally friendly and sustainable facilities. We celebrated our 40th anniversary at Trafford Hall with an activity weekend for staff and residents.

Oasis OneLife provides debt management, counselling and life skills courses in Hyndburn, Lancashire.

In 2007, it successfully applied for funding for a project worker so it could more effectively organise and deliver counselling, debt advice and training.

The funding would also help with the cost of modernising and adapting the building where the project was based.

“

It felt like a weight had been lifted off my shoulders after I came to Oasis OneLife.

My debts were slowly killing me and I couldn’t work out how I was ever going to repay them.The bailiffs were threatening me and it seemed that I might lose everything.

It’s a lovely, warm, caring place and they gave me hope that I can sort things out.

”

Oasis One-Life beneficiary.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

24

In keeping with PACT’s bees and honey theme, Cheryl Bradley and her sons Gordon and Henry, helped to make bees and decorate planters around the Honeyhill Centre, Paston.

Paston resident and volunteer Kelly Murray with PACT trainee Kayleigh Peters outside The Honeypot Café, Paston.

Winner of the ‘What are we Proud of’ category of the

“

I live in Paston and I’ve been working as a volunteer in the Honeypot Café for just over three years. Since then, along with PACT, my life has changed. I have taken courses that have made me feel more confident and built up my self esteem.

I have also made a lot of new friends along the way.

PACT has made a big change to the community and my life.

Kelly Murray, Paston resident.

”

Paston Area Community Trust (PACT) This disadvantaged ward of Peterborough has an innovative community regeneration programme, led by Accent Nene working with local residents, the local authority and national and local agencies.

Three year funding from the Group will help to establish Paston Area Community Trust, (PACT), a trust run by local residents, for local residents.

The intended outcomes are sustainable, self-financing social enterprises which create job opportunities for local people, and community interest companies that delivers services the community needs.

There are strong links to the local area agreement and an emphasis on issues identified by local people – adult education, crime and vandalism, community cohesion and empowerment.

“

We are very proud that PACT has won this award.

The initiative has been a huge achievement, greatly exceeding its aspirations.

With our community partners, we are delivering on our primary objective of transforming communities.

”

Christina Malle, Community Regeneration Manager.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

25

Housing Advocacy Officer Steve Fanshawe with Jodie Iveson, her daughter Dee and Scheme Manager Deborah Lane outside the Threshold Housing Project, Tameside.

The 2008 BRADFACTOR talent contest.

National Housing Federation Eastern Region Awards.

“

The BRADFACTOR Talent Contest has been made possible because of the support of local sponsors like Accent.Thanks to continuing support and belief that our competition is something that can make a real difference to the young people in Bradford, our second, bigger event this year attracted a whole new wave of local talent inspired by the success of its predecessor.We couldn’t have done it without our sponsors’ continuing help.

Zanib Thackray, BRADFACTOR Organiser and community support worker.

”

Tameside Housing Register In 2005, Tameside Metropolitan Borough Council awarded us a three year contract to deliver an independent service to re-house its priority homeless.

So far, the register has: L Increased the number of households being re-housed by registered social landlords from 15% to 35%.

L Reduced the number of households on the register by 75%.

L Moved 10% of households into permanent accommodation within 30 days, 15% within 60 days and 17% within 90 days.

The register has also: L Met the local authority’s responsibility to find suitable alternative accommodation for customers within clearance areas.

L Developed and implemented an adapted property register to consistently allocate disabled and adapted properties.

L Implemented a process for preparing homeless families for re-housing.

The register has recently been recognised as a positive practice during a recent audit commission inspection.

“

Accent’s pro-active and professional handling of the supported housing register has certainly had many positive effects on my scheme and the service users.

”

Deborah Lane, Scheme Manager, Threshold Housing Project.

Accent on

s p i h s r e Partn

27

“ �

The benefit of working with Accent is that we receive YouthBuild trainees who have gone through a rigorous screening process, are job ready and who also have some site awareness training. Accent also provides ongoing support through its mentoring scheme and employer forums.

Emma King, Human Resources, Richardson Projects.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

28 Providing individually tailored services for over 430 people in special need in 256 supported housing properties.

We invited our partners and supporters to help us celebrate winning a Housing Corporation Gold Award for Tackling Worklessness.

Bridging the generation gap with local young mums at Thornfield Hall, Bradford.

We have engaged with residents, partner agencies and local service providers to devise long term strategies to keep our communities safe, clean and somewhere people are proud to live.

“

Social exclusion is not unique to people living alone.

We can often see it appearing quite dramatically when older people leave their family home to live in sheltered, residential and nursing home accommodation. Events like these can really help with the generation gap and prove that no matter what your age and circumstances, you can all get on and learn from one another.

Carol Hartshorne, Scheme Manager.

”

Residents help to bridge social exclusion Residents of Bradford sheltered scheme Thornfield Hall joined with local older person’s project ‘Standard Raisers’, to help bridge the generation gap with local young mums by knitting and presenting gifts.

GO PEEL! In partnership with the police, Hyndburn Council and other local agencies, we organised professional coaching for football, adapted bikes, archery, cricket, rugby and athletics, for the ‘GO PEEL!’ event in Accrington.

Its aim was to encourage 8-16 year olds into some kind of sporting club or regular activity. As the area has had problems with anti social behaviour and under age drinking, the event was felt to be something that could really make a difference.

Supported Housing We enable vulnerable people who may need support, or be in crisis, to live safely and comfortably in the community through our supported housing schemes.

We work in partnership with statutory and voluntary partner and support agencies to provide vulnerable client groups with supported housing services.

Our role includes providing the housing, the management services, (in partnership with the agency concerned where needed), accessing capital funding, property development and maintenance, and finance support.

We continue to liaise with the agencies involved throughout the client’s stay, to ensure the best and most appropriate level of care is provided, and to give help and assistance wherever needed.

Some of our key and most vulnerable clients are women fleeing from domestic violence, abuse or harassment, and we have a long and successful history of partnership working with the Women’s Aid Sector. We currently have six refuges in the north, offering 37 bed-spaces for single women and women with families.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

29

Kickstart has created 53 new businesses, 144 new jobs, assisted 195 existing businesses and secured over £351,000 worth of public sector contracts for businesses it has supported.

Nadeem Shair outside the new Accent Business Centre. Our Bradford Kickstart team helped him set up his construction business and secure public sector contract work.

Bradford’s cleanest street – in partnership with local agencies, children were encouraged to feel proud of their community and take an active role in tidying up the streets of Girlington.

2,927 applications have been received to join the Good Tenants’ register.

Bradford Kickstart – helping to develop social enterprise and self-employment In 2006, Bradford bid successfully for £21.4 million of funding to foster business growth under the Government’s Local Enterprise Growth Initiative, (LEGI).

The programme, run in Bradford under the Kickstart banner, aims to help create 1,000 new sustainable businesses over a ten year period.

Working with four other housing associations, we play a lead role in providing information, advice and training to help people develop their business skills and ideas, and actively engage with them to ensure they are encouraged to seek support and move (in some cases), from longterm unemployment into successful self-employment.

Kickstart is still the best performing programme within the Bradford District.

Burnley Good Tenants’ Scheme The scheme is delivered in partnership with the police and the local authority’s anti social behaviour team. It promotes tenant accreditation in the area by providing reference checks to establish a good tenants’ register and good tenants’ ‘passport.’ Landlords can be confident that when accepting a member of the good tenants’ register, they are taking on a person with a proven track record not only for paying their rent on time, but for also getting on with their neighbours.

As a temporary initiative, funding for the scheme was due to end in March this year. However, due to its success and continuing public support, the local authority approved the scheme to run for another three years.

“

In Bradford’s Girlington district, our summer holiday street clean up campaign helped to improve the local environment, and keep kids occupied. In partnership with local residents and community services, we got the kids picking litter, weeding and cleaning.

It was a great success and the kids have become proud of where they live, their community, and of how they’ve improved their environment.

”

Michael Buck, Neighbourhood Manager.

Accennt o

People

31

Allocating a specific 0845 number to each neighbourhood team gives our customers one single point of contact for all enquiries, while advanced call monitoring software gives us an accurate picture of our service and helps us to ensure we get it right.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

32 Our new repairs customer service call centre has improved call handling by 35%.

Head of Repairs & Maintenance Mike Gilsenan giving a presentation on the new repairs call centre to staff and resident board members, Burnley.

Our e-learning scheme.

For a more efficient and customer focussed front-line service, we created a neighbourhood structure made up of 24 teams.

“

I have been working with the Accent Nene staff forum to help improve and motivate staff performance.

The forum has been looking at how both major changes and smaller dayto-day issues affect our staff morale, and it has given staff the opportunity to voice their views and concerns in a constructive way.The forum makes us feel listened to, involved with what’s really going on and that our opinions really count for something.

Lindsey Bratton, staff forum.

”

Making it easier for customers to contact us In just four months and with only minimal disruption, we: L installed 155 new handsets; L re-programmed 320 extensions; L launched 24 new 0845 numbers; L upgraded 10 offices; and L launched our new repairs customer service call centre which answers 95% of all calls.

To maximise our operational efficiencies, we relocated our head office functions to modern and refurbished premises early this year. A project team was set up to phase the move, ensure disruption was kept to minimum and engage staff views on a number of issues such as layouts, décor, fixtures and fittings, some of which staff have directly influenced.

‘The Business’, our new staff newsletter, is helping to improve our internal communications by promoting business successes and the roles staff play in our achievements. We also revamped our core briefing notes and made key results and performance figures more readily available.

e-learning Through e-learning, we are providing staff with flexible, stimulating and costeffective training where they need it, when they need it. Training modules can be devised or redeveloped to help with effective knowledge management, sharing of best practice, and the rapid recycling of learning points and experience. By extension, future e-learning will enable us to deliver economical training opportunities to customers and contractors.

SUPPORTING VIBRANT & SUSTAINABLE COMMUNITIES

33

Natalie Lyon and her daughter Megan, Nelson, Lancashire.

Diverse needs We know that some groups are harder to meet with or speak to than others. People with disabilities are often among these.

As part of our commitment to the Disability Discrimination Act 2005, we want to make sure that there are no barriers that stop anyone accessing our services.

We are finding out what customers think about how: L we develop new homes; L we maintain and improve our existing homes; L easy it is to access our services; and L well we involve them in running our business.

“

The Guardian Public Services Awards 2007 Diversity and Equality Award.

Guardian Public Service Awards 2007 We won the ‘Innovation and Progress, Diversity and Equality’ category of the Guardian’s Public Service Awards 2007, in recognition of our success in targeting groups which are usually under-represented in the construction industry, and offering training to help them find work.

Scholarships for residents’ learning Residents and their dependents can apply for an Accent Scholarship of up to £1,500. Applicants must be over 16, and planning to start a course leading to a nationally accredited qualification at NVQ level 3 or above.

Following her successful completion of level one, we have since awarded Natalie Lyon a further scholarship for British Sign Language level two.

I’m disabled and I feel Accent Nene’s Disability Group is important, as it gives me an opportunity to influence – hopefully for the better – the way disability issues are dealt with. It is also an important chance to educate people about our needs and aspirations, as residents who want our special requirements to be understood and catered for in an appropriate way.

Diana Smith, Huntingdon.

“

I found out about Accent’s scholarships last year. I am hard of hearing and had always been interested in learning sign language.

This was more so when I discovered my daughter was also hard of hearing. I have every intention to go as far as possible and become a fully qualified interpreter.

I am already gaining confidence and can communicate and hold conversations with deaf people. I hope to continue working in schools in Lancashire promoting the use of sign.

”

Natalie Lyon, receiver of Accent Scholarship.

“

Getting a Gold Award shows our vision in action and the difference tackling worklessness can make on the stability and sustainability of our communities. Being in work gives people the opportunity to make choices on how and where they live and this work demonstrates our commitment to helping them improve their lives through training and employment initiatives.

�

Martin Kelly, Chief Executive.

We are meeting the challenge of changing our business and we are working towards a new vision and a new future. As the way we work changes, so does how we present ourselves.

This publication celebrates our achievements over the past year and how they are helping to support the transformation of priority communities.

Our business will continue to change over the next ten years but our priority, first and foremost, will always be the needs of our customers and communities.

Accent Group Limited Charlestown House L Acorn Park Industrial Estate L Charlestown L Shipley L West Yorkshire L BD17 7SW www.accentgroup.org Written and designed by Accent Group’s Marketing Team