We have seen a lot of change in the Association during the last year, and with this we have seen new opportunities develop that will benefit all those residents living in saha homes.
This report celebrates the achievements that have been taking place across the whole of saha in the last year. From residents moving on independently to their own homes, to the learning taking place in the discovery colleges, we have had a truly amazing year.
We hope you enjoy reading the report!
saha is a diverse specialist provider of supported housing and support services across England.
We provide a range of General Needs, Directly Managed Supported and Agency Managed Supported housing. Our principal focus is upon providing services to rough sleepers, young homeless people, young mothers, families and ex-offenders.
Our mission of ‘Transforming Lives by providing solutions to homelessness and enabling residents to develop their own potential’ runs through every aspect of the work that we do.
The way that we work, our culture, the decisions that we make and putting the needs and wellbeing of the people that we serve first are guided by our mission and our values:
Our organisation has a Christian faith basis which includes welcoming and involving those of other faiths and backgrounds and those of none. Caring for other people and putting their needs first is the rock on which our organisation is built. Our style of leadership is participative and collaborative. As servant leaders we encourage, support and enable each other to achieve our full potential and abilities.
We have a strong affinity for our organisation’s purpose and a compelling desire to see those whom society classes as vulnerable develop and flourish. This engages and motivates us to give the best of ourselves in our respective areas of work in the knowledge that we are contributing towards the fulfilment of people’s lives and our mission.
We understand the richness that diversity brings and that a healthy community, whether that is our group structure, our residents, a scheme, estate, team or office, is one in which people feel they belong. Having a sense of belonging – feeling respected, valued for who you are, the talents you have, feeling a level of supportive energy and commitment from others – is when we work at our best and this is how we strive to work at saha. In the modern world, this also necessarily extends to being digitally included.
We believe that everyone should have a positive feeling of esteem and that we should show consideration for people whether they are our residents, colleagues, partners or others, by the way we conduct ourselves through our language and our actions.
We believe in being solutions orientated, achieving our objectives successfully and performing over the long term. In an environment of finite resources, we work with agility and efficiency and we are advantaged and innovative in our thinking.
At saha we are committed to continually improving our services across all the areas of our business and we do this by working alongside our residents and stakeholders to gather feedback on areas for improvement.
Our focus going through to 2021 will be to continue to Transform Lives by providing opportunities for our residents in our housing services.
We would like to thank our residents who continue to give their time and feedback to us to help shape our services.
saha is regulated by the Regulator of Social Housing who set out the regulatory standards that we have to measure ourselves against to demonstrate that we are meeting the needs of our stakeholders.
saha’s governance framework helps to ensure excellent leadership from the Board and accountability to our stakeholders.
The framework helps to provide for:
Effective financial management, risk management and control to secure continued viability and growth.
Effective intra-group relationship with The Salvation Army that helps to deliver added-value services both to saha and its residents.
Our principal activities are the development and management of social housing, primarily for single people.
This includes Lifehouses for homeless people, Foyers offering support and training, housing with appropriate support services for vulnerable people, special housing for the elderly as well as self-contained rented homes at rents affordable to those on low incomes.
We operate nationally in 85 local authorities across England and have five main areas of operation:
We manage over 855 residential properties on behalf of The Salvation Army, providing a housing management service throughout the country.
We manage 267 units of accommodation with our parent organisation The Salvation Army, providing a number of homelessness services
We have 159 units of student accommodation in London.
At saha we set ourselves performance targets against the services that we offer. We use this information to drive our services, analysing the data to see what is going well and where we need to make improvements.
We have a balanced scorecard of key performance indicators grouped into the four key areas of; People, Residents, Homes and Business. A summary of the main indicators is set out below.
We operate a colour coding for measuring our key performance indicators.
Green colour code
A green colour code indicates a good level of performance that is within, or better than, target.
Amber colour code
An amber colour code indicates that whilst performance was not at the target level expected, it was better than performance at the previous year end.
Red colour code
A red colour code indicates performance which has not met expected levels of performance and for which targeted plans are put into place to improve standards
*saha would like to confirm that the Fire Risk Assessment KPI did not achieve 100% at year end because of the cumulative effect on performance of one property having been inspected slightly outside its review cycle. Board were given assurance, however, that this property was inspected in the following month and all assessments were up to date at year end.
saha strives to provide the highest quality service to each and every one of our residents. We carry out a number of surveys each year with our residents to find out how satisfied our residents are with our services.
This year you told us:
Overall satisfaction with neighbourhoods
Satisfaction with opportunities to be involved
Responsive Maintenance and Compliance
Average cost of each handyman repair
Repairs completed by Handymen at our Lifehouses
We have introduced Citrus Energy who are a Social Enterprise to clear off debt from gas and electric meters quickly and ensure our empty homes are ready for new tenants as soon as possible.
We have also reviewed our Void Policy and Procedure to improve performance time of voids to minimise the time properties are empty between tenancies.
We have made many internal changes to improve service delivery:
96% of people were satisfied with the last repair completed in their home and 96% were satisfied with the Repairs and Maintenance service overall.
Repairs and maintenance spend
Major repairs spend
saha has an on-going stock condition survey programme across its entire property portfolio, which enables it to maintain a fully up to date condition database to monitor and review the performance of the assets in terms of major repair programmes, decent homes standards compliance, energy efficiency and the Housing Health and Safety Rating System (HHSRS).
In 2018/19 we conducted 1,818 Stock Condition Surveys across our housing stock to maintain up to date information on the condition of our properties.
T4R is made up of residents from across saha’s homes, who work together to help shape and improve our services.
Members bring a variety of different skills and perspectives to the group and focus on a particular service or issue.
T4R work together to carry out in-depth reviews of what is working and what might need improving in the services that saha deliver and produce reports of their findings to share with saha’s Board.
T4R members have also visited saha schemes and met with others at residents’ meetings, taken part in Get Involved roadshows and have helped to present saha’s resident and volunteer awards across the year.
We use all of the feedback that we receive during these sessions to help make positive changes to our services.
Our resident T4R scrutiny panel met this year to review service areas of Get Involved, Key to Key (voids and allocations) and Right First Time. They also looked at Resident Surveys, Feeling Safe and planning of the Get Involved roadshows.
Some of the recommendations that have come out of the scrutiny meetings were:
Hi my name is Caroline and I live in the Brindle Heath scheme in Salford.
Getting involved with T4R is a good way of meeting other residents who live in different schemes within saha and getting to know their opinions on services.
T4R meet 4 times a year to scrutinise the different services that saha offers us – its residents.
Being a member of T4R is very interesting and seeing recommendations being implemented and the positive changes this brings is rewarding.
One thing I will leave you with is: you can Get Involved in many ways as your opinion counts. It is a good way to build up your confidence and make a difference where you live.
At saha we are committed to listening to our residents and involving them in decision making regarding the services that we provide. We will evolve our ways to be involved to suit our residents, to include as many people and opinions as possible.
Over the last year we have held over 1,000 Get Involved activities ranging from:
This year has seen a number of resident activities that have taken place at our services across the country. A few examples are:
In Leeds, the concept which saha had envisaged for our new flagship development at Copper Beech and Broad Lane has continued to flourish. Our unique 3 way partnership with The Salvation Army (TSA) and residents is working together to make a difference within the community.
Overall saha has found the whole process very engaging and informative and helps our understanding of how The Salvation Army contribute to having such a positive impact in the community.
Going forward this work is contributing to creating a more balanced community with both residents and staff at the heart of it. It's been a fantastic opportunity for saha to work side by side with The Salvation Army in delivering services that transform lives.
The Copper Beech Hub partnered with a local church group to hold a family fun day at the local Hollybush primary school which saw the local residents and community invited to join together to enjoy a day of crafts, face painting, circus tricks and wrestling!
The therapeutic gardens at Roseberry have continued to be transformed into spaces of opportunity, helping to recognise the health benefits of nature on emotional and physical wellbeing.
Christine a resident at the service said:
“The garden is an extension of my home. It is a place I can reflect, be alone or be in the company of others”.
Anthony came to Abbott Lodge in 2018 after his latest release from prison. Anthony has had a colourful life which has led him to spend 30 years of his life in prison.
He was facing a Judge who offered him a final chance to change or he would spend the rest of his life in prison. Anthony says:
“I had to find something else to do, I started to do building work and was winging plastering until I was found out!”
Luckily for Anthony the customer sought another option and put him in touch with his brother who taught him how to plaster, he went on to do this for 8 years, until he had a heart attack followed by another one 3 weeks later, this stopped him working but he soon grew bored.
Anthony started to retreat to his shed where he had been locally sourcing bits of scrap metal from scrap yards and Shed Art was born.
Over the last 18 months he has been using talents he developed from his building work and a passion of art to create his masterpieces.
Each piece that is created is unique and holds a history of Manchester in them. The more interesting a bit of metal the better!
Anthony finds that creating Shed Art helps him with his mental health and allows him to escape and occupy his mind.” I get lost in the work”.
Si Mitchell, a successful graffiti artist who has worked with the likes of boyband McFly and drinks manufacturer Pepsi, teamed up with service users at Kings Ripton Court to brighten up the Lifehouse.
Si turned the young people’s creative ideas into reality by helping them to design and spray-paint a mural which depicts their own personal experience of issues including homelessness, substance misuse and mental health conditions.
A resident at Kings Ripton Court said:
“The world with supporting hands represents that people at Kings Ripton Court are here to support each other. The stars represent when we first move in and are in a dark place and we’ve been in bad situations, and then the sun represents that it’s all changed, the environment’s got a lot better and there’s security and safety for us.”
The last year in numbers:
Increase in Twitter followers
Increase in Facebook followers
Visitors to the saha website
“The new structure will help us to be more efficient in terms of costs and services”.
We asked some of our staff and residents what ‘Transforming Lives’ means to them:
Transforming Lives can mean a variety of different things to our residents, from a recent saha Rewards survey, our residents told us what Transforming Lives means to them:
I think it's a great idea and to me it means everyone gets the chance to be supported through many different transitions in their lives.
Transforming Lives is about giving people with multiple disadvantages the support they need to turn their lives around.
Transforming lives saha helps people who have had problems in their lives, offers people a safe home to live in and support where necessary.
saha’s strategic focus is on transforming lives. The organisation tries to do this through meeting, amongst other things, the physical and mental needs of individuals. In my case this means that, as an older single person, I am able to reside in an affordable home where I feel safe and valued. In addition, I am encouraged to get involved in activities that enable me to 'have a say' in issues that affect me and other residents. Being part of the saha family has certainly transformed my life.
Our mission is ‘Transforming Lives by providing solutions to homelessness and enabling customers to develop their own potential’. We continue to work with our residents, staff, community partners and support service commissioners to develop and provide supported housing options to a variety of different client groups across the country.
A key objective in our Corporate Strategy is to effectively evaluate the impact and value of our Mission of Transforming Lives. To do this saha use the ‘Passport to Independence’ model which utilises defined social purpose areas from which to monitor our progress toward ‘Transforming Lives’.
Included within the Passport to Independence module saha provide a Tenancy Sustainment Offer to residents which covers a further four units:
In conjunction with the Passport to Independence, residents also have the opportunity to gain accredited AQA qualifications in each of the units and those of their own choice. Over the last financial year, saha can report the following progress:
In addition to the social metrics mentioned previously, saha also measure the results of the recorded support outcomes of residents that have left our services. A total of 549 directly managed residents passed through our services and their achievements are set out below
residents successfully moved on from our support in a planned way resulting in greater independence.
residents were supported to maximise their income by claiming the correct benefits and reducing debts.
residents were found to have established meaningful contact with family or friends.
residents were better managing their physical health.
residents participated in their desired training or education.
residents were found to have better managed self-harm.
residents gained a form of qualification.
residents were better managing their mental health.
were supported to avoid eviction and maintain their property, resulting in 245 remaining in their tenancy.
residents secured/obtained settled accommodation.