Our approach to value for money is guided by our long term corporate priorities. You can find out more about our long term objectives here.
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putting customers at the heart of what we do
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providing homes people want to live in
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increasing the number of affordable homes in the Sheffield City Region
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maintaining a sustainable and balanced business model
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being a well-run organisation
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We've identified five key objectives that we think are really important in meeting these corporate priorities, and ensuring our customers are getting the best bang for their buck that we can provide. We measure our success against how well we meet these objectives.
objective | indicator | performance | |
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ensuring overall costs are kept down |
keep total social housing costs per property (CPU) below peer group median* | the overall projected CPU is £3,081 (£428 below peer group median) |
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producing real-terms savings on central costs |
maintain central costs (general management costs) at the same or reduced level | central costs have increased by 4.4% (£97 per property), due to some new properties being delayed in handing over |
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prioritising spend on improving our properties |
maintain major works (kitchens, bathrooms etc) CPU above peer group median | our major works CPU is £784 (£83 above peer group median) |
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prioritising spend on new properties | add 40 new properties per year to our stock, in line with the Arches Growth Strategy | we delivered 31 new homes in 2019/20; 15 anticipated homes were delayed to 2020/21, where the anticipated number of new homes is now 50 |
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keeping customers at the heart of what we do |
increase customer satisfaction |
customer satisfaction is currently on 88.55%, 1.55% above target and up from 85.31% last year |
Our regulatory commitments |
The Regulator of Social Housing requires us to meet certain expectations and publish our results. To find out more, click here. |
*Our Housemark peer group is other housing associations that are similar to us in terms of things like size and customer group.
For previous value for money reports, please click here.
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We've been working really hard to upgrade our IT infrastructure, resulting in a seamless move to home working during the COVID-19 pandemic. This meant we were able to maintain our services to customers, and saved hundreds of staff hours. |
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We benchmarked or reprocured 78% of all our business expenditure (things like our service costs and staff salaries) to make sure we're getting the best value and it's reasonable and comparable to other organisations. |
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We carried out a large-scale customer feedback exercise called 'The Big Conversation', which told us what's important to our tenants and how we should be directing our spending. |
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We've benchmarked 78% of our expenditure - now it's time to finish the remaining 22%. |
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We've got more work to do on making sure our development programme delivers value for money. |
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We're going to carry out a deeper analysis of service costs so we can find more ways to improve. |
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