Annual Report - 2023/24
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Pages 6 to 7
Pages 8 to 11
Pages 20 to 21 Pages 22 to 31
Throughout 2023/24, improving the services we offer to our customers has been our top priority. In this report, we’ll detail how we’ve improved our services and our achievements over the past year.
This year, we focused on continuing to support the communities we serve. We remained dedicated to serving our customers through the provision of good quality safe homes, excellent services and vibrant neighbourhoods.
Our tenants and customers* remain at the heart of everything we do. As part of this approach, we proudly invested in our people; created new employment opportunities, 20 apprenticeships and continued learning and development to ensure an enhanced customer experience.
We supported local initiatives and businesses making a positive impact on our communities, and making a significant contribution to the local economy.
We delivered on our mission of creating opportunities and changing lives by investing millions of pounds in developing new homes and improving existing properties for our customers, directly supporting our vision of a better future.
Our tenants and customers voice matters to us. The Customer Voice Group played a key role in
shaping our services, which is reflected in our tenant and customer satisfaction outcomes.
In 2023/24 alone, we successfully handled 240,367 customer enquiries; ranging from new build home interest to repairs requests.
Tenant Satisfaction Measures were introduced by the Regulator of Social Housing (RSH) in 2023/24, which assess matters important to tenants and customers.
This has provided us with an opportunity to further position tenant and customer views at the centre of service improvement and delivery.
In 2024/25 we will continue to work collaboratively with our tenants and customers, to ensure we understand what matters most to them and how we can work together to improve our services.
Collectively working with the wider members of The Sovini Group, we have driven service improvement through the use of data, gaining a deeper understanding of our the needs of our tenants and customers and the homes they live in. In addition to heightening colleague
*throughout the report, we refer to customers which includes our tenants and wider customer base.
awareness and understanding of equality, diversity and inclusion, to improve service and outcomes for our tenants and customers.
In 2023/24, we welcomed the recommendations outlined in the independent Better Social Housing Review to further drive the quality of our homes. The recommendations informed our improvement actions plan which continues to be implemented, driving performance and tenant and customer satisfaction.
Furthermore, the demand on our repairs and maintenance service peaked, with a 6.25% increase in jobs completed from the previous financial year. These include a wide range of works from reinvestment and fire safety, to responsive and decarbonisation as part of our net-zero carbon commitment.
In addition to improving existing properties, we built 162 new homes, addressing the growing demand for affordable and quality homes.
We remain committed to providing safe and secure communities, excellent customer services. We will continue to develop strategic partnerships in order to create a better future for our tenants, customers, communities and colleagues.
Lelir Yeung Chair of the Board
Ian Mitchell Managing Director of Housing
In 2023/24 we were proud to launch Discover our Purpose; spotlighting our people, communities, impact and partnerships.
To mark the launch of the campaign, we partnered with parent company, The Sovini Group to proudly sponsor Cash for Kids Mission Christmas 2023; which supports almost 500,000 children across the UK each Christmas.
We shared insightful information and stories that celebrated our purpose and recognised the pivotal role our colleagues and customers play in improving our services. We also highlighted the incredible contributions and impact made to the communities we work in along with the partnerships we proudly hold.
Through the innovative campaign, customers have been supported with meaningful advice and guidance; with tips on how to lower their bills, keep warm through winter and access much needed support. Our impact has supported 890* customers through our Financial Inclusion Service.
To support colleagues through these unprecedented times, we have focused on their physical, financial, mental and social wellbeing, recognising that they are integral to delivering high performing services and a positive customer experience.
Discover our Purpose continues, as we highlight the ongoing success of our people, impact, communities and partnership; helping inform customers on matters important to them.
£76m+
social value generated with £1.39 return on investment for every £1 spent*
*Data calculated using the Housing Association Charitable Trust (HACT) Social Value Tool Kit.
As part of The Sovini Group, we’re driven by a shared vision of creating a better future. We actively contribute to environmental, social and economic development; playing a key role in building thriving and inclusive communities throughout the North West.
Community safety, anti-social behaviour
We partnered with Merseyside police to address anti-social behaviour (ASB) across local hotspots. We focused on areas faced with high ASB rates and criminal activity.
The planned and effective Days of Action, which witnessed the removal of fly-tipping, environmental clean-ups, whilst listening and gaining feedback from customers.
We have welcomed new security measures throughout the year such as the installation of CCTV, funded by Merseyside Police, in identified communal areas and environmental adjustments, including the removal of overgrown vegetation that facilitated criminal activity.
Through collaboration and partnership working, we have recorded reduced ASB activity across a number of our communities; this work will continue to ensure customers are part of safe, welcoming and inclusive communities for all to thrive in.
Customer feedback was overwhelmingly positive, highlighting the decrease in anti-social behaviour and a stronger community spirit:
“The street is a lot quieter and safer than it has been in years.”
- Billy, Liverpool
“I feel safer knowing there are cameras in the area, and noticed the difference since they have been installed.”
- Stella, Liverpool
We are dedicated to creating a better future for communities across the North West. We achieve this by offering a variety of quality, affordable homes and commercial spaces. In 2023/24 we provided…
972 Independent Living homes
11,508 Social and Affordable Rent homes
291 Rent to Buy homes
365 Shared Ownership homes
Social and Affordable Rent homes
We understand the importance of affordable housing. That’s why we’re committed to setting rents that offer excellent value for money, both for our existing and prospective customers.
Social rents are set by a government formula that considers factors like location, property size, and local earnings to ensure they’re fair and accessible.
Our affordable rents are competitive, set at 80% of the typical market rent for the area and property size.
88 Market Rent homes
626 Leasehold homes
43 Commercial units
On average, our three-bedroom properties are over 40% cheaper than the market rate and 9.9% lower than the local housing allowance. That means customers benefit from accessible, affordable and quality housing.
This approach allows us to provide comfortable and affordable housing for a wider range of tenants, building inclusive and diverse communities.
Our Independent Living service goes beyond just providing a home. We offer a range of personalised services designed to help customers maintain their independence while having access to support when they need it. This includes:
We believe in creating opportunities for local people to get onto the property ladder, and in 2023/24, we helped hundreds of local people into home ownership.
At present 291 families and individuals are being supported into homeownership through Rent to Buy, enabling them to save towards a deposit and buy the home they live in.
Shared Ownership makes owning a new home more achievable which is something we’ve actively supported throughout the year. Customers can buy a new build home with a share, meaning a smaller mortgage and reduced deposit. Our customers can then gradually increase their ownership “staircasing” over time to eventually own their home outright, if they wish to do so.
In 2023/24, 14 of our customers staircased and are now fully-fledged homeowners after staircasing to 100%.
• Independent Living
• Safeguarding
• Furnished Tenancies
• Aids and Adaptations
We recognise the importance of offering a variety of housing options to meet the diverse needs of our communities. This includes Market Rent homes and Leasehold tenancies, which complement our affordable housing options. The income generated from these properties is then reinvested back into our communities.
We believe a strong community thrives on opportunity. That’s why we go beyond bricks and mortar. Our commercial units create jobs, support the local economy, and contribute to the overall wellbeing of the communities we’re proud to be a part of.
“My experience was very efficient and I was able to get my desired home efficiently. We would love to purchase our current Rent to Buy property in the future as we feel right at home!”
- Charlotte, Liverpool
“Thank you for all your help and support. The mortgage completion went through on Monday. It is much appreciated.”
- Pasture, Sefton
One Vision Housing were very helpful throughout the process of purchasing my home through Shared Ownership. My goal is to one day own 100% of the property.
– Julie, Sefton
Our people are integral to our success and the overall customer experience. Collaboratively they work together to achieve organisational goals and drive our vision of a better future.
In 2023/24, we created 24 exciting new employment opportunities within One Vision Housing, and 166 jobs across The Sovini Group, expanding and adding to our diverse and talented teams.
Our award-winning apprenticeship programme offers diverse career paths, from HR and customer experience to hands-on trades such as electrical and plumbing.
Combining on the job training in their chosen field, with classroom learning of further education partners we equip apprentices with careers for the future, and provide a strong foundation for the Group’s talent pool.
We’re dedicated to supporting our colleagues’ professional development. During this period, we’ve facilitated two new traditional apprenticeships, invested in 18 professional development qualifications, and our existing team members completed a total of 2,961 hours of training.
This commitment ensures they have the knowledge and skills to excel in their current roles and progress in fruitful careers, making a real impact in their field of work.
This year, we’re proud to report that we’ve supported thousands of customers across our communities. Our commitment to social value continues to drive positive change, some of our highlights include:
• Financial Stability - Over 890 customers received dedicated financial guidance from our Financial Inclusion service.
• Tackling homelessness - We provided homes for 66 individuals who were previously rough sleeping, and for an additional 404 who were living in temporary accommodation.
• Net-zero carbon commitment - 90.2% of our properties currently have a Standard Assessment Procedure (SAP) score, equivalent to an EPC Band C and above, saving residents money on energy bills and making their homes more comfortable and efficient.
We have a Community Development Fund with a total of £15,000 available for voluntary and community groups who want to deliver projects or services that benefit our customers. The fund enables community and voluntary organisations to contribute to our vision for a better future. Our Community Development Fund makes a real difference, and empowers a variety of initiatives such as:
• Sovini’s Big Community Christmas - Supporting over 10,000 beneficiaries, ensuring financial inclusion over the festive period.
• Neighbourhood Days of Action - Keeping our communities clean and safe.
• United Uniforms for ChildrenEnsuring local young people have access to new uniforms.
• Engaging Older Adults - Promoting social inclusion and wellbeing for our older customers.
In 2024/25, we will remain committed to creating opportunities and changing lives. We will continue to deliver positive impacts for our customers and communities, foster financial stability and wellbeing, offer support and resources for those in need, and partner with local organisations to help build a better future.
£76m+ social value generated*
890+ customers received dedicated financial guidance
66 homes improved EPC rating from D to C
470 secure homes provided to rough sleepers and those in temporary accomodation
*Data calculated using the Housing Association Charitable Trust (HACT) Social Value Tool Kit.
We prioritise providing safe, well-managed, and high-quality homes for our customers. This commitment aligns with the Government’s Decent Homes Standard.
£33.4m
invested into repairing and maintaining homes
£19.9m+
routine and planned works, completing over 160k jobs
£31.1m
invested into developing new homes
Improvement works
During 2023/24 we invested £13.3m making improvements to 1,700 homes.
£12.9m invested into major improvement projects
£1.4m invested into new kitchens
Aids and adaptations
During 2023/24 we invested over £782.9k in making aids and adaptations to 153 properties, ensuring customers are able to remain in their homes and maintain a good quality of life.
£469.2k invested into 94 wet rooms
£167.6k invested into 571 minor adaptations
£91.4k invested into 22 ramps
£54.7k invested into 12 stair lifts
£272k invested into new bathrooms
Thank you so very much, I can’t thank you enough as my life is going to change for the better now with the wet room installed.
- One Vision Housing customer
Through our ambitious new build development programme we are helping tackle the housing crisis with the delivery of circa 1,000 good quality, affordable homes over the coming years.
During 2023/24 we invested £31.1m delivering 162 new homes across several sites.
£11.3m invested into 72 new Affordable/Social Rent homes
£6.1m invested into 35 new Rent to Buy homes
£13.5 invested into 55 new Shared Ownership homes
Our commitment to providing high quality housing continues in 2024/25. In addition to building 162 homes, during 2023/24 our Development Team also broke ground on two new developments, which will see over 117 quality homes offered to the local community in the near future.
Moorside Place L23 2UF
homes
Barton Brook Green
68 homes
Morris Meadows L30 1QQ
149 homes
Holly Grange WA5 3T Z
15 homes
We are on a mission to create opportunities and change lives, but we can’t do it alone.
Our unique business model offers an integrated supply chain solution for the housing sector. A collaborative culture is embedded across The Sovini Group with all partners working towards a common goal. Through this partnering approach our customers benefit from high performing services. Through our unique Group model, we can ensure our customer voice is heard, with changes being implemented promptly to the benefit of our tenants.
The Group’s integrated supply chain supports us to build and maintain homes to the highest standard, supported by corporate services such as finance, HR and marketing, housing colleagues can devote their time to housing management and supporting communities.
£6.7m
social value generated by Pine Court Housing Association*
*Data calculated using the Housing Association Charitable Trust (HACT) Social Value Tool Kit.
We are committed to creating a positive impact that extends beyond just providing quality housing. One of our focuses for 2023/24 has been building and maintaining sustainable communities through strategic partnerships and collaborations.
We established forums across the North West, bringing together Registered Housing Providers to share best practice. These forums address key areas like customer communications, learning and development, and employee wellbeing, ultimately strengthening the housing sector.
£56m
social value generated by The Sovini Group’s commercial entities**.
**Measured using the national TOMs Framework guidelines
As a Group, we proudly employ over 850 talented colleagues, who sit at the heart of everything we achieve, with a total of 85 internal promotions over the past 12 months.
Investing in our existing talent is a priority. Through collaborating with Elevate EBP and Liverpool City Council, we have created impactful employment opportunities for our community.
This year, our commitment was recognised with Patron Status by Elevate EBP, reflecting our value in raising aspirations, providing career guidance, and shaping the future workforce.
We have also proudly supported the development of neurodiverse interns, providing an opportunity for handson work experience at our live new home development, experiencing a variety of trades and roles.
We are proud to share our Net-Zero Carbon Commitment. As part of this, we are supporting our suppliers in adopting more sustainable business practices.
In line with the Group’s Net-Zero Carbon Commitment and the Future Buildings Standard (2021), all projects and initiatives take a ‘fabric first’ decarbonisation approach aimed at reducing energy consumption and providing sustainable homes for customers. By working together, we can create a lasting positive impact on our environment.
These highlights on collaboration and community engagement reflects our mission of creating opportunities and changing lives.
At One Vision Housing, value for money is at the core of everything we do. This year, we’ve harnessed the combined talents of both our colleagues and customers to develop a comprehensive strategy that maximises the impact of every pound spent through the following objectives:
£145.3m saved through efficiencies since 2006
£532k earned through our Investment Policy
£4m saved in efficiencies across 2023/24 including £355k in procurement efficiencies
Every year we produce a self-assessment and statutory accounts that detail our approach to value for money, achievements and future plans.
Our annual income from 2023/24 was £80.4m
6.68% SALE OF ASSETS
1.34% MISCELLANEOUS 0.85% I NVESTMENT PROPERTY
Our annual expenditure from 2023/24 was £115.4m 82.16% DWELLING RENTAL 6.7% SERVICE CHARGE
37.07% DEVELOPMENT
11.14% INVESTMENT IN HOMES
17.77% ROUTINE PLANNED REPAIRS AND MAINTENANCE 12.43% SERVICING OF FINANCE AND LOANS
6.01% EMPLOYEE COSTS*
1.75% GRANTS
0.37% COMMERCIAL
0.09% GROUP SERVICE AGREEMENT
0.02% RECHARGEABLE REPAIRS
7.09% CENTRAL OVERHEADS
4.34% CORPORATE SERVICE AGREEMENTS
2.59% BUILDING COSTS
1.56% EXCEPTIONAL COSTS
We’re committed to continuous improvement, setting industry standards with constant innovation. We believe in transparency, keeping our customers informed about our performance as we work to enhance our services and overall customer experience.
Developed in partnership with our Customer Voice Group, our charter ensures we strive to:
1. Provide excellent customer care (as evidenced through our satisfaction surveys)
2. Respond to reports of ASB within one working day
3. Respond to your enquiry within target times (48 hours)
4. Keep your home safe by following all property compliance regulations
5. Complete emergency repair jobs within 24 hours
6. Aim to resolve calls within 1st point of contact
We regularly report on our performance in line with the charter, which is available to view on our website
*Data from transactional surveys
In addition to our charter, we also collate data on our performance across key service areas annually. We also benchmark some performance measures against top performing organisations in the industry.
Key increase in performance since 2022/23 maintained performance since 2022/23 decrease in performance since 2022/23
benchmarked against top performing organisations we are a top performer
Sometimes things don’t go to plan, and our services may fall below customer expectations. Feedback is invaluable and helps us to focus our efforts on things that matter most.
*2023/24 Housemark Benchmarking Information.
**The average amount of time taken to respond to a complaint is 9.4 days, which is within the 10day target. However, as of 2023/24 this is no longer benchmarked.
Key
N/A = not applicable
Upheld = maladministration or redress
Partially upheld = service failure
Redress = errors made and correctly redressed during the complaint
In 2023/24 we made the following improvements after receiving feedback through our complaints service:
We have employed an in-house Cleaning Team which has been welcomed with positive feedback from customers. Comments have included praise for the team’s punctuality, thorough cleaning, their friendly demeanour, and the overall cleanliness achieved.
We are reviewing the specification with customers and will be communicating to those in recption of our cleaning service.
In 2023/24, 16% of complaints stemmed from perceived poor communication or information, such as unclear instructions or difficulty reaching support. To address this, we implemented weekly complaints drop-in sessions for Investigating Officers. These sessions have improved our ability to manage complaints effectively by facilitating information sharing and collaboration between departments, leading to faster resolution time.
Following a recommendation from the Housing Ombudsman to review the tone of our electrical safety appointment letters, we collaborated with our Tenant Scrutiny Panel to ensure respectful communication.
As a result of tenant feedback, we were able to implement the following changes and improve the quality of communication for our customers:
• We consulted with our teams and removed legal information regarding no property access.
• We adjusted the tone of the letter to ensure our customers were aware of their responsibilities in a more appropriate manner.
• We included clarification around Saturday appointments.
We further strengthened procedures for void properties, ensuring thorough surveys were conducted, with all necessary works being completed whilst homes are empty. Properties are then signed off as clean upon completion, guaranteeing a safe and secure condition for our new customers.
The Housing Ombudsman is an independent complaints regulator, set up to impartially resolve complaint disputes between Registered Providers and their customers.
We are compliant and work in line with the ombudsman’s complaint handling code, which helps us to resolve complaints fairly, quickly, and effectively in line with best practice, whilst providing data to set industry benchmarks. OVH are compliant with the 2024 refreshed complaint code by making the following key changes:
• The removal of the designated filter.
• If legal action has commenced the complaints process will cease, however as a landlord we will continue to complete any work necessary.
• The reasonable adjustment section has been enhanced.
• The definition of a complaint has been updated.
• A stage 2 complaint now has 20 working days to be resolved, as opposed to the previous 10 working day target.
• Where a complaint is extended a letter will be sent to the customer, detailing the length of extension, their new due date, and the Ombudsman’s contact details.
We have also completed the refreshed selfassessment against the Housing Ombudsman Complaint Handling Code and are committed to completing it annually and report it to our Board – it is available to read on our website.
You can contact the Housing Ombudsman via:
Housing Ombudsman Service PO BOX 1484 Unit D Preston PR2 0ET
0300 111 3000 info@housing-ombudsman.org.uk
Governance criteria considers our internal practices and procedures, creates transparency and ensures we adhere to industry best practice with factors including:
• Leadership
• Board composition
• Executive compensation
• Internal controls
• Audit committee structure
• Shareholder rights
• Bribery and corruption
• Lobbying
• Political contributions
• Whistle-blower programmes
As a responsible landlord, we assess and monitor those threats (risks) which, if not managed effectively could have a negative impact upon the services that we provide to our customers and our resources.
Often, we cannot control these threats as we do not cause them. They include changes in government policy and legislation, such as building safety, planning permission and repair standards. Also, changes in the economy and/ or threats that are faced by all businesses e.g. higher interest costs and inflation etc and the potential of a cyber-attack.
This requires us to balance our priorities and resources and make choices in the short to medium-term, whilst planning for the future. These choices could include
deciding how much we can afford to spend building new homes, whilst ensuring that we continue to repair, improve and increase the energy efficiency of our existing homes. Also, ensuring that we protect the health and safety of our customers, staff and contractors. Listening to their views and using this feedback to improve our services.
For us to continue to achieve our purpose, our Board regularly test how effectively we can recover should a threat or multiple threats occur at the same time. This is called stress testing. In most cases the impact of a threat, is that we have less money to spend on our priorities. Should this happen we always have a plan, and this plan is designed to protect, where we can, any adverse impact on customer services.
Tenant Satisfaction Measures
From 1st April 2023, the Regulator of Social Housing introduced a new set of Tenant Satisfaction Measures (TSM’s), to assess how well social housing landlords are doing at providing good quality homes and services.
The measures are aimed at helping improve standards for people living in social housing, by:
• Providing visibility, letting tenants see how well their landlord is doing and enabling tenants to hold their landlords to account.
• Giving the Regulator insight into which landlords might need to improve things for their tenants.
To meet new regulatory requirements, we conducted a survey of 1,169 tenants to gauge satisfaction across five key areas:
1. Keeping properties in a good state of repair.
2. Maintaining building safety.
3. Respectful and helpful engagement.
4. Effective handling of complaints.
5. Responsible neighbourhood management.
This data has been submitted to the Regulator of Social Housing and has been shared with tenants on the One Vision Housing website to ensure transparency and accountability.
If you would like to become an involved customer and help shape our services, there are many ways in which you can do so, please visit the Get Involved section on our website for more information, or contact our Customer Service Centre for more information.
More information about our TSM performance can be found here
Our board consists of six non-executive and two executive members. Our members set the strategic direction of our business and monitor the achievements we make through our mission of creating opportunities and changing lives, as we create a better future for our communities.
The board scrutinises and evaluates our services to ensure we remain well governed and financially viable through effective leadership and quality services to customers.
We are governed within the National Housing Federation’s 2020 Code of Governance and the Board has certified compliance for 2023/24.
Board member Category
Lelir Yeung Non-Executive Director (Chair)
Mike Parkin Non-Executive Director (Chair of Risk and Assurance Committee)
Dawn Murray Non-Executive Director
Andrew Armstrong Non-Executive Director
Tracey Gore Non-Executive Director
Peter Crosby Non-Executive Director
Tracey Liggett Executive Director (Chief Finance Officer)
Roy Williams Executive Director (Group Chief Executive Officer)
One Vision Housing Limited Unit 1, Heysham Road, Bootle, Merseyside L30 6UR
One Vision Housing Limited is a charitable registered society under the Co-operative Community Benefit Societies Act 2014: 7072
Regulated by Regulator of Social Housing Reg No: 4804
VAT Reg No: 997330871
Beever and Struthers One Express, 1 George Leigh Street, Manchester, England
M4 5DL
BDO LLP 1 Tithebarn Street Liverpool L2 2NZ Bank
Royal Bank of Scotland 10th Floor, The Plaza, 100 Old Hall Street, Liverpool L3 9QJ
Weightmans Solicitors, 100 Old Hall Street, Liverpool L3 9QJ
*8am - 6pm, Monday to Friday excluding bank holidays. Emergency repairs, 24 hours, 7 days a week
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