This document is a performance report presented to the STAR Housing Board, covering operational metrics for the 2026-27 financial year up to Period 4. It is intended for board members and senior management to monitor service delivery, financial health, and workforce stability.
This is the STAR Board Performance Paper for 2026-27, presenting operational performance data to support the Board's oversight and assurance responsibilities. The report covers Periods 1 to 4 and is aimed at board members and senior management at STAR Housing.
The document reports on 25 operational measures, of which 14 have reportable targets. Of those, 10 (72%) were on target, 2 (14%) within tolerance, and 2 (14%) out of target at the end of Period 4. Five measures have no target set, and six are contextual.
Service delivery performance is covered in the 'Are we delivering quality services?' section. Repairs performance was strong: outstanding repairs reduced from 841 to 630, overdue repairs from 254 to 137, and responsive repairs completed at first visit reached 95.57% in Period 4. Contact centre performance was positive with 92.5% of calls answered.
The 'Are we financially strong?' section covers arrears-stage measures. Targets have not yet been set for these metrics due to a change to a 52-week rent cycle. The number of accounts in zero or credit balance increased from 2,597 in Period 3 to 3,060 in Period 4, while pre-notice cases reduced from 648 to 494.
Workforce metrics are covered in 'Do we attract and retain an empowered and engaged workforce?'. Voluntary staff turnover was 2.01% YTD, significantly above the 0.42% threshold. Sickness absence remained well controlled at 1.23 days lost per employee YTD, below the 2.92-day target.
Key areas requiring attention include major adaptations completed within 90 days (19.23% YTD against a 70% threshold) and voluntary staff turnover. The report notes that STAR is strengthening exit interview processes to understand reasons for staff leaving and inform retention strategies.