Annual report 2022
Chair’s Introduction:
Demonstrating Agility & Resilience
Freya Lees discusses Kingdom Housing Association’s work during the coronavirus pandemic
Enhancing flexibility in the way we deliver our services allowed us to improve our systems and processes and ensure our customers and staff were well supported during extremely challenging times.
By embracing change and remaining focused on the big picture, we have been able to achieve our objectives and have another successful year.
Key Indicators and Timeline
Highlights from another successful year
APRIL 2021
Conversion work completes on Kingdom’s vacant office building in Cowdenbeath, returning the property to its original residential use
MAY 2021
Kingdom Housing Association named as best housing association to work for in Scotland by Best Companies
JUNE 2021
Work begins on £3.1m Mid Market Rent development in Leven
JULY 2021
Kingdom’s Tenancy Sustainment Team deliver over £50,000 worth of direct financial support to tackle fuel poverty
AUGUST 2021
Kingdom’s Tenant and Customer Participation Strategy launched at the tenants’ virtual Summer Gathering
SEPTEMBER 2021
Scottish Housing Day is celebrated with a family-focused roadshow event at Kirkland Farm, Ballingry
OCTOBER 2021
Kingdom Housing Association elects Linda Leslie as new Chair
NOVEMBER 2021
Kingdom celebrates a double win at the Chartered Institute of Housing (CIH) Awards
DECEMBER 2021
Transfer of Engagements from Fairfield Housing Association to Kingdom completes
JANUARY 2022
Kingdom publishes Health & Wellbeing support booklets for staff and customers in partnership with North Queensferry Primary School
FEBRUARY 2022
Kingdom’s Health & Safety Trainee named RoSPA COVID Workplace Champion
MARCH 2022
Kingdom secures £25m private placement funding to support ongoing development programme
Governance and Organisational Support
Our commitment to ensuring good governance, business continuity and managing risk has never been more important to demonstrate agility and resilience as we emerge from the coronavirus pan
On 1 December 2021, we completed a Transfer of Engagements from Fairfield Housing Association to Kingdom. More details on the transfer is covered later in the annual report.
The main objective of the transfer was to create a thriving future for all of Fairfield’s tenants, staff and other stakeholders. We have added a Local Area Committee for the Perth and Kinross area to our Governance structure. The main purpose of the Local Area Committee is to provide Kingdom Housing Association’s Perth and Kinross tenants and other customers who receive services from KHA, with a strong voice in developing, shaping and monitoring the services that we deliver locally. For the first three years, the Committee will focus on ensuring the Fairfield transfer commitments are delivered. The Local Committee will meet regularly with the Kingdom Board to review progress.
As the restrictions of the pandemic have eased we have adopted a hybrid approach to Board meetings with some Board members attending in-person and others virtually. This has allowed us to have a diverse range of volunteers with different skills from different geographical locations.
We have maintained our compliant rating from the Scottish Housing Regulator in regards to our legal and regulatory compliance requirements.
During the year the Board members have participated in a regular and comprehensive briefing programme to aid and inform their role as a Governing Board member. Between November 2021 and February 2022 the Board and Management Team participated in the business planning process to formulate and agree the 2022 Corporate Plan.
Our communications, both internally and externally, have never been more important, we have had positive feedback from staff on our staff briefings and our Intranet. Our website and social media channels have kept our customers fully updated and engaged with our activities throughout the year.
0
%
Full compliance with our compliance calendar
0
Kingdom Initiatives Board
members
0
%
Average attendance at Board meetings across the Group
0
Kingdom Support & CareBoard members
0
Kingdom Housing Association Board members
0
Policies reviewed
COMMUNITY INITIATIVES
We donated £15,072 to community projects through our Community Initiatives Fund.
The funds supported 33 projects, all of which make a positive difference to the peopleliving in our communities. Our donations were particularly important during the yearas many community groups struggled for funding due to the pandemic.Recipients of funding include various sports groups, a community wellbeing cafe, galaday events, Army Cadets, baby clothes bank, LGBT+ Centre, and the Happy To ChatBench project.
“On behalf of everyone at Cotlands Park junior parkrun we are so thankful for your generous donation towards the set up costs for our event. It has been really exciting to bring the event to Kennoway and Levenmouth and to see children and parents having such fun on a Sunday morning as they run, jog or walk round the park. The smiling faces we see confirm the benefits of hosting the event and we know from what we are told that those attending feel positive benefit to their physical and mental health. We look forward to continuing to grow thanks to your support.”
Andrew Aird, Parkrun UK Ambassador
“We are incredibly grateful for this generous donation which helped us buy audio equipment for our new studio space at The Hive. We know how isolating and lonely it can be for some lesbian, gay, bisexual and transgender people, especially in rural areas, so having our voices heard can be a real lifeline for many. We thank Kingdom Housing Association for stepping forward as one of the first organisations to support Fife’s first dedicated LGBT+ safe space.”
Stuart Duffy, founder of LGBT+ charity Pink Saltire who are behind the first phase of The Hive’s development
“On behalf of everyone at On Pointe we are so thankful for your generous donation towards our World Championship 2022
journey. We’re so thankful you supported us as we are so excited to perform at this prestigious event and hope we can bring
some silverware home to Scotland. Thank you so much for helping make some talented girls’ dreams come true!”
Syrian McKenna, Principal Teacher, On Pointe Performing Arts, Dunfermline
Digital
Providing and maintaining the technical infrastructure that allowed us to deliver continuity of service during the pandemic
During the year, we completed a comprehensive procurement process to identify a new housing system and commenced the implementation in January, this will improve our effectiveness and deliver future efficiencies whilst improving customer experience.
The new system will improve customer self-service and provide additional services to access account information and data.
During the year, Digital supported staff to access services from home, offices and remotely. We provided additional chrome devices to ensure quick and secure access to data and services.
Additional security controls were added with simulated email phishing training for staff and advanced artificial intelligence software to intercept potentially malicious emails.
Digital continued to support Kingdom’s full cloud infrastructure and ensure compliance with international computing standard.
My Kingdom is our online service for customers which provides access to check a rent account balance, make payments, log a permission request, record a complaint or compliment and message Kingdom staff. Customer registrations to our My Kingdom portal continue to increase and we have reviewed how we can improve our online services.
0
+
Chrome devices in use
0
+
Mobile phones
0
+
registered users of My Kingdom
99.8% System Uptime vs 99.5% Target
Demonstrating innovation across all our services is a key objective of our Digital strategy. With the majority of our services being cloud based, staff were easily able to transition to working from home, maintaining business continuity while adhering to Government guidance.
HR Services
Providing support to our people at every level, delivering a range of learning, development and training initiatives
Recent years have been extremely challenging but we recognised that adapting to more change as we come out of the pandemic would further test our people’s resilience and they would need to be equipped with the skills and knowledge to adapt to emerging challenges.
We worked with our staff to develop a framework for flexible working which aligned with the constantly changing covid landscape and implemented a number of wellbeing supports for our people. Those included a ‘self-help’ leaflet on maintaining resilience based on a presentation developed for us by the pupils at North Queensferry Primary School.
We developed our ‘Kingdom Academy’ which brings all our Learning & Development activities together in a structured portal.
Our payroll team continued to adapt to a wide variety of challenges, both internal and external, and developed the support they provide to our staff. This was recognised when they won the CIPP In-house Team of the Year award.
Whilst our Health & Safety team’s focus has continued to be on covid, they also delivered on their other ‘normal’ objectives. We achieved the Silver RoSPA Award and RoSPA also nominated our Health & Safety Trainee as a Covid Workplace Champion.
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Kingdom Housing Association
0
Kingdom Support & Care
0
Kingdom Group
0
%
Staff Satisfaction Level
HR Services supports the whole employee life cycle for our people to make the employee experience at Kingdom as positive as it can be whilst maximising the performance of staff which, in turn, improves services to our customers. Supporting our people so they can support our customers has never been more important than it has been during the pandemic.
Customer Services
Reducing customer effort, increasing customer satisfaction and delivering customer service excellence.
The newly centralised Customer Service team has seen a huge amount of activity taking place. We have a clear plan and some ambitious targets set to deliver improved services to all our customers through our Kingdom CARES programme.
In centralising our Customer Service team we have put delivery of excellent customer services at the heart of the organisation. Our new Customer Service Manager and Customer Service Team Leader are working with the core team and with colleagues throughout the organisation to identify areas for improvement so our customers can expect the same standard of service no matter who they are in contact with within Kingdom.
We have reviewed our complaints handling process, begun work on a new set of Customer Service Standards, established a Customer Service Champions group and we are working on a new customer engagement project using an online survey tool.
We plan to carry out a full review of our factoring services to make sure the service that factored owners receive reflects the high standard of customer service that we are setting for ourselves with our new Customer Service Standards.
We want to build on our achievements which saw us winning the 2021 CIH Excellence Award in Customer Services for our Kingdom CARES programme and next year we will be able to report some key performance indicators based on the targets we are setting ourselves as below:
| Key Performance Indicator | 21/22 Result | 22/23 Target |
|---|---|---|
| % customers satisfied with overall service provided | 88.6% | 93% |
| % customers who feel landlord keeps them informed about services and decisions | 89.6% | 94% |
| % customers satisfied with participation opportunities | 85.2% | 89% |
| % factored owners satisfied with the factoring service they receive | 47.76% | 50% |
| Complaints: Average time for full response at Stage 1 | 3 days | 2.5 days |
| Complaints: Average time for full response at Stage 2 | 14.3 days | 12 days |
Development Services
Capital Investment
Our aim is to enhance our local communities through customer focused provision of more high-quality affordable homes and wider role activities that help deliver the vision, values and strategic objectives of the Group.
Our outcomes, exceeding all our performance targets for Capital Investment and Employability, rely on strong partnerships and demonstrate our resilience in mitigating the direct impact of the fallout from the Global Pandemic, including steeply rising build costs, badly disrupted supply chains and skill shortages across all key areas.
We have an exceptional track record in providing high quality, energy efficient affordable homes to meet a range of housing needs, help tackle climate change and sustain our local communities.
Taking forward significant strategic acquisition opportunities within exceptionally tight timescales this year has helped us achieve record levels of spend and support our local authority and More Homes Division partners to deliver on their priorities.
We are committed to tackling climate change and driving forward sustainability practices within our service. With a focus on good insulation standards and the use of renewable technologies we continue to further reduce our carbon footprint and help our customers reduce their energy requirements.
Some examples of our strong track record on delivering innovation and continuous improvement are noted below:
- Our Building Performance Study in partnership with Gannochy Trust will report on as-built performance versus design, plus performance testing of breathing wall technology.
- Construction works have started on site to deliver 2 innovative projects being built to Passivhaus standards and using off site construction methods to help deliver on our Net Zero ambitions and inform our future newbuild design specification.
- We have extended the use of alternative low carbon heating sources, including air source heat pumps and local district heating networks and we have prioritised on-site implementation of our Electrical Vehicle Charging Strategy as part of our New Build Programme to support the Scottish Government’s vision of removing petrol and diesel vehicles on Scotland’s roads by 2032.
Capital Investment Key Indicators
as at end of March 2021
0
New home starts
0
New home completions
0
New affordable homes under construction
0
%
Satisfied with new home
£
0
m
Total investment
Kingdom Works
Kingdom Works is Kingdom Housing Association’s employability project providing a link between employers and people looking for a job.
We provided a full range of training, employer engagement and employability services and through linking directly with our Capital Investment team.
We delivered community benefits into our contracts, with targets exceeded in all areas on our completed projects.
Kingdom Works Key Indicators
as at end of March 2021
0
People supported with employability services
0
People undertook accredited training courses
0
People moved into employment
0
%
Client satisfaction with the service
0
%
Partner satisfaction with the service
Care & Repair
Kingdom Works is Kingdom Housing Association’s employability project providing a link between employers and people looking for a job.
We provided a full range of training, employer engagement and employability services and through linking directly with our Capital Investment team.
We delivered community benefits into our contracts, with targets exceeded in all areas on our completed projects.
Care & Repair Key Indicators
as at end of March 2021
0
Adaptions completed
0
Small repairs carried out
0
%
Customer satisfaction
Scott Kirkpatrick
Director of Development
At Kingdom we are proud of our track record of providing high quality, energy efficient affordable homes that meet a range of housing needs while helping to tackle climate change and sustain our local communities. We are equally proud of our collaborative partnership working and our strategic objectives recognise these goals.
Julie Watson
Interim Head of Capital Investment
Housing
Maintaining our core housing services, increasing tenant engagement and delivering customer service excellence
We continue to be a major provider of housing across our area of operation. During the year we provided 542 households with a new tenancy and a new home. This included 397 homes for Social Rent, 145 homes for Mid Market Rent, and helped 131 homeless households to find a new permanent, warm, secure home.
During the year we were proud to launch Fife Voices in partnership with other social housing providers in Fife. The project is financially supported through grant funding from the Scottish Government and provides support to social housing tenants who may be at risk of homelessness.
In the first year of operation the project supported 107 customers to sustain their homes.
We have continued to develop the scale and scope of our Tenancy Support Services team in order to support our customers and the communities in which we operate. The team provides a wide range of support, in particular through providing money advice, energy advice and supporting customers to maximise their income through accessing any eligible benefits and funding.
In 2021-22 our team provided direct assistance to 725 customers and delivered estimated financial gains for those customers of around £840,891.
£
0
secured of external grant money to fund delivery of additional support projects
0
homes provided to Homeless households
£
0
of direct grant payments to assist customers financially impacted by the pandemic
0
welfare calls to support tenants
0
digital devices provided to get vulnerable customers connected on-line
0
money and or energy advice appointments
During a year of significant challenges we adapted how we worked to continue to deliver core housing services, making the most of digital platforms where possible to reduce feelings of isolation and increase engagement. The delivery of excellent customer focused services is reflected in our strategic objectives.
Asset Management
Maintaining our homes to the highest standards delivering an extensive planned works programme in addition to a comprehensive repairs service
Ensuring we maintain our homes to the highest standards is reflected in our strategic objectives. This year started with a lockdown restricting our service to essential work only. Although no further lockdowns, coronavirus continued to impact our services, with the backlog from the lockdown and impacts on our resources through illness or self-isolating.
Even with these difficulties we maintained 24/7 service and achieved our target response times for all emergency work, although there was an inevitable impact on our routine repairs.
Routine Repairs Service
During the year we introduced our new repairs system to help improve the management of our service. As with all new systems, the initial implementation caused some disruption, however, we now have a more effective system which we can use to improve our service delivery.
The new system has new features including automated text messaging for appointments, improving tenant communications.
We also obtained a high level of customer satisfaction with the repair service over the year.
Energy Efficiency
Last year all of our properties had to meet the new energy standard EESSH, which they did. A new higher standard has been introduced which we must meet by 2032, EESSH2. We have carried out a desktop survey of our existing properties which confirms that 41% already meet this new standard.
We are now identifying improvements and creating a programme which will be introduced over the next 10 years to the remaining properties to bring them towards the standard by 2032.
Planned Component Replacement Work
The restrictions and lockdowns during 2020 made it challenging to carry out our planned component replacement programmes for the year.
This year we have carried out an extended programme of work and, in most cases, we have caught up with the work missed in 2020 and completed the 2021 programme.
Next year we aim to complete the catch-up work and also complete the 2022 programme along with year one of the Perth area improvement programme of the former Fairfield stock.
Response Times Emergency Repairs
0
%
Emergency Out of Hours
Repairs completed within
target timescale
0
%
Emergency Office Hours
Repairs completed within
target timescale
0
%
Overall performance, within
timescales, for Emergency
Repairs
0
%
Overall performance, within
timescales, for Emergency
Repairs (target 97%)
Response Times Non-Emergency Repairs
0
%
Urgent Repairs completed within
target timescale
0
%
Routine Repairs completed within target timescale
0
%
Overall performance, within target timescale, for Non-Emergency Repairs
Ensuring we maintain our homes to the highest standards is reflected in our strategic objectives. While locked down, we were not allowed to carry out any routine repair work, only essential or emergency repairs. During both lockdowns our teams maintained a full 24/7 emergency service and continued to meet our target response times, despite a reduced staff team with many furloughed.
Fairfield Transfer
Maintaining our homes to the highest standards delivering an extensive planned works programme in addition to a comprehensive repairs service
Kingdom Housing Assocation and Fairfield Housing Association have had a close working relationship for over 15 years and in March 2020 we started providing shared services to Fairfield covering Chief Executive, Governance, Finance and Digital Services. This was set up as a preliminary collaboration which, subject to a strategic options appraisal, could lead to a closer constitutional arrangement between the two associations and strengthen both organisations making them better able to address the challenges in the future.
The options appraisal was completed early in 2021, which determined that the preferred solution, for the Fairfield tenants and both organisations would be a Transfer of Engagements.
The transfer business plan was developed following extensive consultation with tenants and the vote took place in August 2021. Tenants voted overwhelmingly in favour of the transfer, with 95.4% of tenants who voted in the ballot voting ‘Yes’.
The Transfer Commitments
- Provide A High-Quality Responsive Repairs Service, ensuring better value for money with local job opportunities.
- More Investment In Homes, through spending £5.12 million improving homes and the local area.
- Introducing New Support Services For Tenants, such as access to energy and money advice, employability and digital support.
- Affordable Rents, with a rent freeze until April 2023 and rent increases in years 2 and 3 to CPI inflation only.
- Keep The Local Office to make sure services stay local, and improved customer service is provided.
- Retain The Local Staff ensuring terms and conditions are protected.
- Financial Viability in the long term.
- Good Governance to ensure compliance with legal and regulatory requirements.
- Creation Of A Local Area Committee to ensure the transfer commitments are delivered and to oversee local investment and community budgets.
- Greater Housing Choice and support to tenants so they have more housing options and choices.
As part of the transfer commitments we agreed to invest in property improvements, ensure rents remain affordable, improve and expand customer services and provide a local committee to ensure the tenants and community views continue to be recognised.
The business plan was finalised based on the transfer commitments, Scottish Housing Regulator consent was obtained, along with other statutory approvals and the Transfer of Engagements took place on 1 December 2021.
The investment programme was initiated in the final quarter of 2021/22 and will be delivered over a 3 year period.
Ensuring we maintain our homes to the highest standards is reflected in our strategic objectives. While locked down, we were not allowed to carry out any routine repair work, only essential or emergency repairs. During both lockdowns our teams maintained a full 24/7 emergency service and continued to meet our target response times, despite a reduced staff team with many furloughed.
FINANCE
Ensuring financial stability and compliance across the Kingdom Group
The main priorities for the finance team during the year continued to be management of cash flow, producing accurate and timely information for management and Board and ensuring all regulatory and compliance requirements continued to be met.
Early in the year a new system of handling repair invoicing was introduced which required collaborative working with our Asset Management colleagues to ensure invoices were appropriately processed and paid. We also brought in the Pleo system to replace both credit card and cash payments and reduce administrative processes to enable teams to procure smaller items quickly.
We had a successful audit of the previous year’s accounts with no areas of control weakness raised, and began investigating upgrading the finance software system which has been in place for over a decade.
Finally, processes continued to be refined to work as efficiently as possible whilst maintaining robust internal financial controls.
| How each £ of rent was spent | |
|---|---|
| Management expenses | £0.28 |
| Repairs | £0.35 |
| Provision for future component replacement | £0.26 |
| Interest on loans | £0.11 |
| TOTAL | £1.00 |
| SUMMARY INCOME AND EXPENDITURE TO 31 MARCH 2021 | £,000 |
|---|---|
| Income | |
|---|---|
| Rents & Services | 22,366 |
| Developments for other RSLs | 6,372 |
| Other | 9,443 |
| TOTAL INCOME | 38,181 |
| EXPENDITURE | |
|---|---|
| Management costs | 6,293 |
| Repairs & Service Charges | 7,906 |
| Developments for other RSLs | 6,223 |
| Housing Depreciation | 6,347 |
| Other | 2,430 |
| TOTAL EXPENDITURE | 29,199 |
| Other | |
|---|---|
| (Loss)/Gain on sale of housing properties | (83) |
| Operating surplus | 8,899 |
| Excess of fair value on business combination | 13,770 |
| Gain on sale of other fixed assets | 1 |
| Net interest payable | (4,049) |
| SURPLUS FOR YEAR | 18,621 |
| Pension liability adjustment | 1,906 |
| TOTAL RETAINED INCOME | 20,527 |
Having robust financial plans in place allowed the Kingdom Group to remain financially secure during the coronavirus pandemic. Even in unprecedented times we were able to meet this strategic objective.
Kingdom Support & Care
Providing uninterrupted care throughout the coronavirus pandemic
The main priority for Kingdom Support & Care (KSC) this year has been to deliver all support effectively whilst continuing to battle Covid and recruitment challenges. Staff have been resilient and bounced back time after time, to make sure that the people we support are kept safe and well, but also to help them achieve their outcomes and move forward with their plans.
We have had to think out of the box to find ways to support people differently to meet our aim of providing great support which leads to great lives and our Facebook posts demonstrate just how well staff have done this, also demonstrating the resilience of those who use our services.
We have managed to assist people to move from long stay placements to their own homes, improving their independence and quality of life and have established new services to connect with people experiencing repeat homelessness, ensuring they have flexible and responsive support as well as a safe and stable home.
We have developed agile work practices, whether working from home or, for most staff, working in people’s homes and communities in a different way.
We have reviewed our training methods and moved learning online with the development of e-learning packs which can be accessed more easily by staff.
We have sourced technology for those we support and helped them to use it to stay connected to friends and family when meeting in person has not been an option.
The learning over the past year has been significant and the positives we have created will be carried forward to the future.
0
People supported
0
Staff (FTE)
£
0
m
Turnover
0
Hours of support provided
As a relatively new Chair of the KSC Board of Directors, I have been impressed by the way in which staff have performed in the last year.
They have shown resilience in the face of many significant challenges, been agile in finding new ways to work, and this has led to good outcomes for individuals and the organisation.
I look forward to the coming year and to what can be achieved together.
Kingdom Initiatives
Enhancing tenure choice, developing partnership strategies and contributing to Kingdom’s objectives
During the year, Kingdom Initiatives increased its portfolio of Mid Market Rent properties whilst developing business cases for a number of commercial ventures, including a joint venture with the University of St Andrews.
The trading performance in 2021/22 was impacted by the pandemic, the main cause being a sharp increase in repair volumes from the previous year as a result of an overhang of repair work reported by tenants post-lockdown.
Rent collections remained robust and relet times reduced considerably, albeit on a higher volume of vacated properties following the COVID lockdowns.
0
Total properties available to rent
0
%
Tenant satisfaction with allocations service
0
%
Tenant satisfaction with repairs service
| Key Performance Indicator | 2021/22 |
|---|---|
| Turnover | £4.18m |
| (Loss)/Surplus for year after tax | £(48k) |
| Emergency repairs completed on time (%) | 97.9% |
| Non-emergency repairs completed on time (%) | 84.3% |
| Rent and service charges collected | 99.0% |
| Voids (%) | 1.8% |
| Total time to relet (days) | 32 |
Kingdom Initiatives (KI) is a wholly owned subsidiary of Kingdom Housing Association providing Mid Market Rented accommodation and services which contribute to the Kingdom Group objectives.
Management Team
Working together to achieve strategic objectives and deliver an ambitious Corporate Plan
During 2021 we undertook an organisational restructure, which recognised the challenges all RSLs will be facing in the future.
The restructure created Service Areas covering Operations, Finance, Corporate Services and Kingdom Subsidiaries. A Management Team was established to ensure we can respond to the future challenges and continue demonstrating agility and resilience to deliver on the Corporate Plan objectives.
Chief Executive’s Review
Delivering on our key objectives, ensuring good governance and business continuity
This has been another challenging year, where we have continued to work through the constraints brought about through the pandemic.
We have demonstrated throughout this review of 2021/22 that, despite the challenges, we have still been able to make a positive contribution to our objectives and significant achievements have been delivered. We have continued to provide, manage, maintain and invest in our homes, we have provided enhanced services to tenants and delivered community benefits in the areas where we operate.
The theme for this year’s annual report is Demonstrating Agility and Resilience and I feel we have definitely done this.
The pandemic has allowed us to develop different and smarter ways of working which have provided benefits that we will be able to build on in the future.
We have probably had one of our most successful years to date and some of the key achievements follow:
- Over the last year we have continued to deliver enhanced services and successful outcomes for customers.
- Continuing to meet housing needs through the provision of over 450 additional new affordable homes.
- We have completed new housing projects for our partner Housing Associations.
- Secured a further private placement to fund our ambitious development
programme. - We have developed plans for new Net Zero housing projects.
- We have progressed housing initiatives to meet alternative housing needs such as:
- A 51 home Co-housing Community Project for people over 55 years of
age. - Providing Mid Market Rent to meet a range of housing needs.
- A Homeless Initiative at Hunter House, Kirkcaldy has been developed to address the needs of people experiencing difficulties with repeat homelessness.
- Plans have been developed for a partnership housing project to provide homes for postgraduate students in St Andrews.
- A 51 home Co-housing Community Project for people over 55 years of
- The second phase of a major community regeneration project at Fraser Avenue has been completed.
- A very successful Transfer of Engagements, from Fairfield Housing Association, was concluded, which will deliver security and tangible benefits to the former Fairfield tenants.
- We have developed and participated in various homeless initiatives to contribute to Rapid Re-housing Transition Plan.
- Our homelessness and employment project, the Naumann Initiative, has been expanded through partnership working with local employers.
- We have supported tenants through numerous funding initiatives such as the following, which have delivered financial and wellbeing benefits to customers:
- Connecting Scotland Fund.
- Covid Financial Assistance Fund.
- Energy advice and funding for energy costs.
- Provision of Winter Warmer Packs.
- Money advice and assistance.
- Arrears funding from the Housing Support Fund.
- Our support, advice and assistance services which help tenants sustain their tenancies have been expanded.
- A partnership Advocacy Project has been implemented and delivered
health and wellbeing projects. - We have continued to operate customer participatory groups such
as our Scrutiny Panel, Consultative Groups and Customer Focus Groups. - Community benefits have been secured through our procurement arrangements.
- We have supported community groups through Kingdom’s Community Initiatives Programme. We recognise that the successful outcomes would not have been possible without a dedicated and professional staff team and the following highlights some of the key areas which have empowered staff to deliver quality services and build their own professional and personal development, providing mutual benefits to customers, individual staff members and Kingdom as an organisation.
- The implementation of Kingdom’s Learning and Development Academy which facilitates both external and internal learning and development.
- We have continued to operate an annual Trainee Programme where there were 4 new trainees appointed over the last year.
- We have introduced hybrid and flexible working arrangements, to meet personal needs and preferences, whilst allowing Kingdom to enhance delivery of business and customer needs.
- We implemented new staff networks including:
- Diversity and Inclusion Group and D & I Champions.
- LBGT+ Network.
- Women at Work Network.
- Health and Wellbeing Group.
- Customer Champions Network.
The success over the last year has been recognised in the sector through various awards and accreditations covering all areas of work across the association.
0
KSC Board members
0
policies reviewed
I’d like to thank all staff across the Kingdom Group for their dedication and commitment. Thanks also to the Management Team and the Board for their support over the last year and for demonstrating exceptional leadership, which has allowed us to continue to deliver on our mission to provide More than a Home.
Kingdom Housing Association Board of Management (as at 31 March 2022)
Linda Leslie (Chair)
Freya Lees (Joint Vice Chair)
Laurie Naumann (Joint Vice Chair)
Tom Barr
Laura Brotherton
Ian Crocker
Alan Hobbett
Dorothy MacCloy
Graeme MacKay
Loretta Mordi (Chair of the Policy Committee)
Charles Oliver
David Redpath
Stephen Swan
Guy Thomson (Chair of the Audit & Financial Compliance Committee)
Carol Watson
Kingdom Initiatives Limited Board
of Directors (as at 31 March 2021)
Mark Easton (Chair)
Finlay Ross (Vice Chair)
Bill Banks (Group Chief Executive)
Derek Helmore
Loretta Mordi
Andrea Saunders
Lawrie West
Staurt Wilson
Auditors
RSM UK Audit LLP
Edinburgh Bankers – Bank of Scotland
Kingdom Support & Care CIC Board of Directors (as at 31 March 2022)
Karen Koyman (Chair)
David Brown (Vice Chair)
Bill Banks (Group Chief Executive)
Linda Leslie
Jeff Lockhart
Sue Shone
Alison Wills
Management Team (as at 31 March 2021)
Bill Banks, Group Chief Executive
Matthew Busher, Housing Director
Gary Haldane, Digital Director
Calum Kippen, Head of Governance & Organisational Support
Scott Kirkpatrick, Development Director
Andrew Latto, HR Director
Susan McDonald, Executive Director of Operations
Alan Simpson, Asset Management Director
Norah Smith, Executive Director of KSC
Ken Tudhope, Executive Director of Finance
Julie Watson, Head of Capital Investment
Thank you for reading the Kingdom Group 2022 Annual Report.
If you’d like to find out more, you can visit our website kingdomhousing.org.uk You can also download a copy of our Annual Report here.
Saltire Centre Pentland Court
Glenrothes Fife | KY6 2DA
Tel: 01592 631661
Email: kingdom@kha.scot
www.kingdomhousing.org.uk
Scottish Charity No. SC000874 Financial Conduct Authority Reg. No. 1981R (5)
Scottish Housing Regulator Reg. No. HEP 142
Registered in Scotland Company No. SC383963
Registered in Scotland as a
Community Interest Company (CIC)
Company No. SC545491