7575 - SW9 - AR 201819 v8 - Page 13



SW9 Community Housing
Annual Report 2018/19
Our 2018/19 objective
Make SW9 a great place to work by valuing our staff through
recognition, training, development, coaching and leadership.
Adedayo Ajakaiye, Head of Finance:
“What makes an organisation work? Is it an office?
Is it the services we provide? Is it our policies and
procedures? While all of these are important factors,
at the heart of all housing providers are the staff.
“We put our customers at the heart of everything we
do as we continue to build a reputation for customer
service.
How do we compare?
Total number of permanent staff leaving voluntarily
Staff voluntary turnover
25
20
16.88%
15
Up 2% from 2017/18 (75%)
“Whether their knowledge and skills lie within
Housing Management, Customer Services, Income
Management, Repairs or Business Support, we
support the professional development of our staff.
In addition, our Wellbeing and Social activities
ensure that we also address their personal needs
and interests.”
Into the future: right
people, right place
During this financial year we have been busy
carrying out a restructure of our teams and staff.
This has led to quite a lot of internal change
at SW9, with new people coming on board to
improve our already excellent team while others
have moved on to join other organisations.
This has been incredibly important as we need to
make sure that we have the right people in the right
places, delivering to a high level for our residents.
10
5
0
12
22.6%
Housemark
Peer Group
(2018/19)
SW9
Employee
satisfaction
with teams
77%
“As a resident-led housing management organisation,
people are at the centre of SW9 Community Housing.
Our team of skilled and dedicated individuals are
committed to delivering high-quality services for our
customers.
“We have set ourselves some ambitious targets for
the coming years as we seek to maximise growth
within our property portfolio, increase our financial
strength and provide first class customer service. To
achieve our goals, we are committed to developing
our staff and recruiting people who share our vision.
In numbers
2019/20 will see us complete this restructure. It may
mean you see some new faces in the office and
on our estate. It may also mean that staff you’ve
known for some time now have slightly different
roles. Ultimately it’s all about making sure that
SW9 is fit for the future for you, our residents.
External award
recognitions
Working days lost due
to sickness absence
4
3.16%
Up 1 from 2017/18 (3)
Up 0.49% from 2017/18
(2.67%)
Festivals and beyond!
At SW9 we believe in offering our community
something more than just the delivery of core housing
services.
This is why we offer a range of activities every year to
our residents including the SW9 Festival (a fortnight
of summer fun including coach trips, activities such
as the annual BBQ and opportunities for personal
development), art classes, gardening clubs and
supporting our volunteers to deliver hampers at
Christmas and Easter for vulnerable members of the
community.
This is only possible because our staff are willing to
go the extra mile to help deliver these activities. As
such we allow every member of our team one day a
year to take part in what is called CSR activity. This
stands for ‘Corporate Social Responsibility’. Although
the title may seem rather stuffy, what it means is that
we actively encourage our staff to get out of the office
and into our community, mixing with residents and
helping you to put a face to the name.
www.sw9.org.uk
@sw9housing
SW9 Community Housing
13

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