Key statistics
Benchmarking
We believe that comparing our performance with that of
our peers can provide an important benchmark across a range of
outputs.
For a number of years we have therefore compared both our
financial and operating performance with a peer group comprised of
the large London housing associations (the G15 group) and five of
the largest national housing associations.
The following table shows Affinity Sutton’s
performance for 2012 and 2011, and provides a comparison with the
peer group using 2011 published data. National average and top
quartile data is also shown where available and relevant.
|
Affinity
Sutton
2012
|
Restated
Affinity
Sutton
2011
|
Peer
group
2011
Average
|
Affinity Sutton
peer group ranking 2011
|
National average
2011 (where available)
|
Financial VFM analysis
|
|
|
|
|
|
|
Management costs per home £
|
554
|
546
|
1,015
|
5
|
873
|
|
Maintenance, cyclical and major repairs
expenditure per home £
|
1,967
|
1,763
|
1,757
|
13
|
1,905
|
|
Rent void losses per home (general needs
properties, excluding garages) £
|
58
|
56
|
50
|
12
|
n/a
|
|
Social housing lettings operating margin %
|
39.2
|
38.6
|
27.6
|
1
|
21.4
|
|
Operating cost per home £
|
2,764
|
2,809
|
4,593
|
1
|
3,659
|
|
Services costs per home £
|
346
|
417
|
527
|
4
|
n/a
|
|
Overheads as a percentage of income %
|
7.3
|
7.2
|
9.1
|
3
|
n/a
|
|
Chief Executive pay per home £
|
4.9
|
4.8
|
6.4
|
10
|
n/a
|
|
Ratio of Chief Executive emoluments to average
staff emoluments (excluding employer’s pension contribution)
|
8.4
|
8.7
|
10.8
|
13
|
n/a
|
|
Board and Executive pay per home £
|
28.5
|
28.3
|
32.5
|
11
|
n/a
|
Housing management VFM analysis
|
|
|
|
|
HouseMark RSLs
>10,000 units
2011
|
|
Current rent arrears % – social housing
properties
|
4.62
|
4.80
|
5.02
|
6
|
4.60
|
|
Re-let times in days – social housing
properties
|
26.4
|
27.6
|
35.0
|
2
|
32.8
|
|
Residents’ satisfaction overall %
|
80.1
|
80.4
|
75.0
|
1
|
77.0
|
|
Residents’ satisfaction with repairs
%3
|
86.7
|
86.1
|
71.0
|
1
|
73.0
|