Board Scorecard STAR Housing Performance - Operational Metrics

Status Meaning Number of measures Percentage Reader focus On target At or better than the agreed target. 10 72% Provides assurance. Within Tolerance Close to target or within tolerance; keep under review. 2 14% Keep under review. Out of Target Outside target or tolerance; attention or corrective action is needed. 2 14% Consider the commentary and corrective action. No Target Issues with systems or data make these KPI's unreportable at present. 5 N/A No target set. Contextual No simple judgement because the measure is contextual 6 N/A Read as supporting context. Total: 25 (14 excluding contextual measures and those with no target set) 100% STAR Board Performance Paper 2026-27: Summary The STAR Board Performance Paper presents management performance data to support the Board’s oversight and assurance responsibilities. Operational performance measures are reported separately through the STAR CSS Performance Paper and are therefore not duplicated here. Of the 14 operational measures with reportable targets, 10 (72%) were performing at or above threshold at the end of Period 4, two (14%) were within tolerance and another two (14%) were below threshold and tolerance. The measures below threshold were major adaptations completed within 90 days, and voluntary staff turnover. A further five measures have no target set with the four financial measures still to be confirmed. Six measures are contextual meaning figures could be viewed multiple ways and so are for info only. Performance trends from Period 1 to Period 4 were positive across several key operational measures. Outstanding repairs reduced from 841 to 630 and overdue repairs reduced from 254 to 137, with both measures performing above threshold at Period 4. Responsive repairs completed at the first visit remained above the 90% threshold throughout all four periods and reached 95.57% in Period 4, while programmed repairs remained between 99.25% and 100%. Customer registrations for online services increased from 20.86% to 24.03% and remained within tolerance of the 25% threshold. Areas requiring attention include major adaptations completed within 90 days, which were reported at 30.77% in Period 4 against a 70% threshold; and voluntary staff turnover, which increased from 1.23% to 1.83% and remained outside threshold and tolerance with a YTD average of 2.01%. Page 3 of 8

STAR Board Performance Paper 2026-27: Summary While this metric has come down from a period 2 high of 2.52%, cumulatively it is still significantly above the threshold of 0.42%. STAR are looking to strengthen the exit interview process in order to get some tangible insights into why staff are leaving (better job elsewhere, higher pay, issues internally etc) which will inform future strategies to bring this metric down to within the threshold. The CSS Performance Paper presents operational performance data to support the Committees oversight and assurance responsibilities. Management Agreement KPIs are reported separately through the STAR Board Performance Paper and are therefore not duplicated here. Key areas for attention Performance Commentary % of major adaptations for LA tenants completed on time (90 days excluding extensions and changes to the fabric of the building) Voluntary Staff Turnover This metric has been severely impacted by a historic backlog caused in part by internal restructures and staff leaving the business. In Q1 this service area was passed over to the Senior Contracts and Compliance Coordinator and performance is improving. However, until the historic adaptations are cleared from the backlog, impacting the percentage completed within 90 days, this metric is not expected to improve cumulatively for some time. Page 3 of 8

Are we delivering quality services? Performance through Periods 1 to 4 demonstrates generally strong service delivery, with 11 measures out of 12 meeting target or within tolerance. The strongest performance has been within the repairs service across responsive repairs completed at first visit, urgent repairs completed on time and programmed repairs. Workload management also improved considerably, with outstanding repairs reducing from 841 in Period 1 to 630 in Period 4 (698 YTD) and overdue repairs falling from 254 to 137 (197 YTD), both meeting target. In Housing, contact centre performance remained positive, with 92.5% of calls answered YTD and 7.0% abandoned calls YTD, both better than threshold. Customer registrations for online services has increased steadily and is within tolerance. Sickness absence also remained comfortably within target at 1.23 days lost per employee YTD. Average major-works relet time reduced from 160 days in Period 1 to 77.5 days in Period 4, producing a 126.89 day YTD position, although no target has been set for this metric. The Ombudsman indicators remained low, with one complaint under review in Period 4 (4 YTD) and no upheld Ombudsman complaints YTD. The principal area of concern remains major adaptations completed within 90 days, which improved to 30.77% in Period 4 but remains significantly below the 70% threshold, with a YTD position of 19.23%. These metrics look at STAR's operational performance in areas such as voids, repairs, complaints, and calls handled. Page 3 of 8

Measure Latest position (period 4) Target YTD Trend Tolerance Status Average time in days to relet empty properties - Major Works 126.89 N/A N/A No Target Number of customers registered to access services online as a % of properties managed 24.03% 25.00% 5% Within Tolerance % of major adaptations for LA tenants completed on time (90 days excluding extensions and changes to the fabric of the building) 19.23% 70.00% 5% Out of Target % Responsive Repairs completed at first visit by DLO 94.05% 90.00% 3% On target % of urgent repairs completed on time (7 days) 94.20% 95.00% 3% Within Tolerance % of programmed repairs completed on time (6 months) 99.67% 98.00% 3% On target Number of new repairs logged 1764 N/A N/A Contextual Number of outstanding repairs (WIP) 698 700 65 On target Number of overdue repairs 197 220 20 On target Open Disrepair Cases 13.00 N/A N/A Contextual Upheld Disrepair Cases N/A N/A N/A N/A Contextual Average Days Taken to complete repairs 13.62 15 5 On target No of complaints escalated to the ombudsman and currently under review 4 N/A N/A Contextual No of complaints escalated to the ombudsman and upheld 0 N/A N/A Contextual % of stage 1 complaints upheld 16 1 0 On target % of stage 2 complaints upheld 5.56 50% 0 On target Number of calls received by Contact Centre (Repairs only) 7734 N/A N/A Contextual Average Calls Answered - Revised to % of calls answered 92.50% 91.30% 10% On target % of calls abandoned 7.0% 8.7% 1% On target Are we delivering quality services? Page 2 of 8

Are we financially strong? The four arrears-stage measures have yet to have targets set against them by the Head of Housing and Tenancy. Conversations are continuing to take place to agree a suitable target. 2026-27 is the first year that STAR have charged rent on a 52 week cycle and so previous benchmarking data no longer applies. As a result, the focus is on the direction of travel between Periods 1 and 4 rather than performance against target. Overall, the position improved across most arrears categories by Period 4. The number of accounts in a zero or credit balance position increased from 3,103 in Period 1 to 3,170 in Period 2, before reducing to 2,597 in Period 3 and recovering to 3,060 in Period 4. Whilst the Period 4 figure remains slightly below the Period 1 position, the recovery of 463 accounts between Periods 3 and 4 represents a positive movement, suggesting more tenants returned to a clear or credit balance position during the latest period. The other three arrears-stage measures showed a generally favourable trend by the end of Period 4. Pre-notice cases reduced from 648 in Period 3 to 494 in Period 4, suggesting some increase in early-stage arrears activity over the year but improvement in the most recent period. Post-notice/pre-court cases remained relatively stable, moving from 68 in Period 1 to 70 in Period 4, having peaked at 83 in Period 3. Similarly, post-court cases remained low throughout the year, increasing only marginally from 13 in Period 1 to 14 in Period 4, after reaching 17 in Period 3. Taken together, the latest period shows improvement from the higher arrears volumes seen in Period 3, with reductions across all three arrears categories and a corresponding increase in accounts holding a zero or credit balance. These metrics look at how STAR is performing financially from an Operational perspective. Page 3 of 8

Measure Latest position (period 4) Target YTD Trend Tolerance Status Number of accounts with a zero or credit balance 3060 TBC TBC No Target Number of accounts pre-notice 494 TBC TBC No Target Number of accounts post-notice/pre-court 70 TBC TBC No Target Number of accounts post-court 14 TBC TBC No Target Are we financially strong? Page 2 of 8

These metrics look at how voluntary turnover and sickness impacts STAR's workforce The trends across Periods 1 to 4 present a mixed picture. Voluntary staff turnover increased from 1.23% in Period 1 to 2.52% in Period 2, before reducing marginally to 2.44% in Period 3 and 1.83% in Period 4. Whilst the direction of travel since Period 2 is positive, turnover remains significantly above the threshold of 0.42% and tolerance of 0.10%. The current YTD position is 2.01%, meaning this measure continues to be reported as outside threshold and tolerance. Performance relating to sickness absence has remained consistently strong throughout the first four periods. Working days lost due to sickness per employee reduced from 1.17 days in Period 1 to 0.92 days in Period 2, before increasing to 1.43 days in Period 3 and 1.40 days in Period 4. Despite the increase in the latter part of the reporting period, sickness absence remains significantly below the target of 2.92 days and tolerance of 0.80 days. The current YTD position is 1.23 days lost per employee, indicating that sickness absence remains well controlled across the organisation. Do we attract and retain an empowered and engaged workforce? Page 3 of 8

Measure Latest position (period 4) Target YTD Trend Tolerance Status Voluntary Staff Turnover 2.01% 0.42% 0.10% Out of Target Working days lost due to sickness per staff member 1.23 2.92 0.8 On target Do we attract and retain an empowered and engaged workforce? Page 2 of 8