This performance paper presents management data for the STAR Housing Board, covering Periods 1 to 4 of 2026-27. It reports on 25 operational measures, of which 14 have reportable targets. The document is structured around three key questions: service quality, financial strength, and workforce engagement.
This is a board performance report for STAR Housing, presenting operational metrics for Periods 1 to 4 of 2026-27. It is intended for board members and senior management overseeing housing service delivery. The document covers 25 measures, of which 14 have reportable targets, plus contextual and no-target indicators.
The service quality section covers repairs, complaints and contact centre performance. Outstanding repairs reduced from 841 to 630, overdue repairs from 254 to 137. Responsive repairs completed at first visit reached 95.57% in Period 4. Urgent repairs completed on time stood at 94.20%, programmed repairs at 99.67%. Contact centre answered 92.5% of calls YTD with 7.0% abandoned.
The financial strength section reports on four arrears-stage measures, none with set targets yet. Accounts with zero or credit balance increased from 2,597 in Period 3 to 3,060 in Period 4. Pre-notice cases reduced from 648 to 494, post-notice/pre-court cases from 83 to 70, and post-court cases from 17 to 14 over the same period.
The workforce section covers voluntary staff turnover and sickness absence. Voluntary turnover was 2.01% YTD against a 0.42% threshold, remaining out of target. Sickness absence was 1.23 days lost per employee YTD against a 2.92 day target, on target. The document notes plans to strengthen exit interviews to understand staff leaving reasons.
Key areas requiring attention include major adaptations completed within 90 days, at 19.23% YTD against a 70% threshold, impacted by a historic backlog. The report also notes that 2026-27 is the first year STAR charged rent on a 52-week cycle, making previous benchmarking data inapplicable for arrears targets.