Rent collection
| 22/23 | 23/24 | 24/25 | |
|---|---|---|---|
| % of rent collected (for all rent due) | 99.29% | 100.41% | 99.83% |
| Rent lost from empty properties (void loss %) | 1.49% (£464,006) | 1.53% (£457,578) | 1.55% (£504,133) |
Repairs
| 22/23 | 23/24 | 24/25 | |
|---|---|---|---|
| % Repairs fixed right first time | 90.2% | 87.1% | 89.7% |
New homes
| 22/23 | 23/24 | 24/25 | |
|---|---|---|---|
| New home starts | 0 | 158 | 29 |
| New home completions | 67 | 26 | 60 |
How we track our performance
We use key indicators to monitor how individual parts of our organisation are performing against our expectations. This lets us see what is going well, whilst also being able to spot when we need to improve.
We have a mix of indicators that analyse performance from a customer experience point of view, a colleague experience point of view and in respect of financial and operational stability.
Performance is reported to our Board, Committees and Challenge Group. They scrutinise actual performance against targets and check how we’re doing delivering on the objectives of our Corporate Plan.
2024/25 Evictions
The financial year 2024-25 has been quite an unusual one in that no evictions were carried out. During the financial year prior to this (2023-24) there were four evictions and in 2022-23 there were seven.
- 22 possession hearings took place
What is a possession hearing?
A possession hearing is a court hearing where a judge decides whether a landlord can legally regain possession of a property from a tenant. If a customer makes positive moves to clear arrears, it may be that the judge will agree to suspend the possession order and halt further eviction proceedings.
When a customer fails to abide by the court order, the Trust can go back to court to ask that the possession warrant is re-instated and eviction proceedings begin again.
- 6 restored warrant hearings took place.
So, what did we do differently to achieve a zero-eviction outcome?
We followed the arrears process and court protocol as usual and in addition to this we:
- Worked closely with external agencies – for example, we developed strong relationships with the homeless prevention department at Cheshire East Council, providing financial support to those customers facing homelessness.
- When appropriate, we worked with family members who were keen to offer support.
- The team used training they had received to better understand and support more vulnerable customers, or those in need of additional support. Our approach to customers with protected characteristics has improved considerably and we now adapt our language and communication styles to suit each individual.
- We increased the frequency of contact with customers approaching court procedures – communicating effectively on how we could work together to avoid eviction.
- Members of the team would often be calling customers daily if needed and making home visits to try and find solutions.
- We linked in with the Trust’s Sustainment Team to ensure benefits were maximised and all avenues of additional support such as food banks and energy vouchers were explored.
Regular performance updates
For regular performance updates head over to our main website.