2016 Annual Report

ANNUAL REPORT
2015/16

peoplecommunitieshomes

Introduction

Welcome to our review of the 2015/16

financial year. Our intention is to give you

a flavour of the year whilst highlighting

some of the more fundamental areas

of change.

The year started brightly with our 40th Anniversary
Street Party, new website and the re-brand of our
logo and visual identity. Our new strapline of ‘people,
communities, homes’ helped us re-focus on what
we feel are our key three strands. We know that by
helping people, we can support the local communities
by providing homes where people want to live.

The Government’s summer budget of 2015 brought changes that
would test our ability to move forward whilst staying true to our
values. Our staff rose to the challenge, showing their skills,
commitment and resilience to continue into the next 40 years
with confidence, pride and determination.

About us

We are a community based Our Vision Governance

social housing landlord providing To be the most admired and dynamic Our voluntary Board of Management are
over 1100 affordable homes in registered social housing provider in the the guardians of our Vision and strategic
Sheffield and Rotherham. We were Sheffield City Region, enabling responsible objectives, and make sure that we comply
formed in 1975 focussed on and diverse residents to build successful with regulation on our Governance, Viability,
renovating old houses into quality lives, and proactive and perceptive staff Value for Money & Consumer Standards.
homes to stop the break up of to construct successful careers.
communities in North Sheffield Executive Team
by slum clearance. Our Values

Although we have grown to now serve We are committed to honesty and integrity Day to day ownership and responsibility
communities across Sheffield and as a way of achieving equality and diversity, to fulfil our objectives is devolved to our
Rotherham, we are very proud to be still responsibility, quality, constantly improving, Senior Management Team. They are
based in the heart of the community our to be dynamic, proactive, perceptive and charged with delivering results, managing
founders cared about so deeply. delivering good value. resources and motivating our staff team.

2

Chair’s Message 2015-16

Denis Creaghan (left) with the
Mayor of Sheffield and Arches
Chief Executive Brian Summerson,
at the opening of the new development
at Catherine Street, Sheffield

This year has been the most challenging As these changes are introduced, we need to make sure that
we continue to be viable in the future and develop new rented
for the social housing sector that I can homes without grant funding.

remember. Following the election in May 2015, “The government now expects the focus to be
on housing for sale rather than affordable
significant challenges have been set. These included rented housing”.
a one percent rent cut for each of the next four
years, more changes to welfare benefits, removal To further reduce costs and to increase resources we considered
of grant funding for rented homes and the extended a number of options including strategic partnerships. However we
right to buy for housing association residents. found that our key performance indicators were better than some
Although these did not affect last year’s results, of the much larger associations that we could consider joining.
it has been necessary to factor them into our five We decided that staying an independent association at this point,
year business plan. provided a better use of public funds and better services for our
customers. There also seem to be no statistics to show that large
associations are more efficient or more economic.

3

Value for Money

We have an active Value for Money policy to ensure Our regulator, the Homes and Communities Agency (HCA), carried
that we continually analyse the cost of providing out an In-Depth Assessment in early January 2016. This was
our services and our efficiency. We have set specific because we did not have a current HCA rating as we had only
targets in 2016-17 to save over £100,000. Staff recently moved above the 1000 homes threshold. This put us into
accepted a salary freeze and to reduce other benefits the category of a larger housing association and therefore subject
such as health care, child care vouchers and car to a higher regulation level.
mileage allowances. I would like to thank them for
suggesting and volunteering these savings. “Following the assessment, we were given the good

news that we had achieved the top ratings of G1

for governance and V1 for viability”.

32 new homes and improvements

During the year we added 32 new homes to our of repairs, void re-let times and rent arrears. A new focus on
stock portfolio. 16 were built near to our office in customer services, initiated a team that is charged with researching
Burngreave and 16 at Waverley in Rotherham. and planning actions for improving resident satisfaction. This sits
The Burngreave development has made a huge alongside maintaining and improving our stock, and providing
visible transformation as derelict land was new affordable homes to meet the needs of people who are
regenerated to provide affordable new homes unable to find appropriate housing as our top priorities.
for local people. Our financial planning contribution
also helped rejuvenate the local park. It is pleasing to see that we do have an on-going programme of
new housing, including both shared ownership and affordable
2015-16 was the first full year following our 20-20 vision rented properties. We believe that we can continue to grow and to
restructuring. This resulted in significant reductions in the costs provide high quality services to the communities in which we work.

Thanks

I would like to take the opportunity to thank all
members of staff and my colleagues on the Board
for the hard work and ideas that have contributed
to a successful year in 2015-16.

Regrettably I am standing down as Chair and from the Board in
September due to changes in my circumstances and increased
demands on my time. I feel however that Arches is in great shape
to face the future, however challenging that will be. My colleagues
on the Board are well placed to work with the staff to build on
what we have and to make Arches even better.

Denis Creaghan
Chair of the Board

4

People

We are proud to provide a housing service to the people of Sheffield and Rotherham.

Our primary geographical location as an urban landlord provides us with a diverse resident base.

We have again succeeded in re-letting our empty & Rotherham. In some instances we made direct lettings where
properties quickly which helps minimise rent loss. either the property was in low demand or where the locality required
The average of 16 days compares very well to other a different approach to help sustain tenancies and reduce
social housing providers and puts us as one of void turnarounds.
the top performing organisations in the country.
Although we continue to re-let properties quickly, the numbers
We welcomed 134 new residents with the majority of those from that become empty was a cause of concern. Last year’s rate
the Choice Based Lettings systems of the local Councils of Sheffield of 12% turnover was an area that we need to understand so
that we can improve. High turnover is a particular issue in the
Table: Lettings in the year by type and area Page Hall and Grimesthorpe areas.

1-bed Sheffield Rotherham Total
2-bed 29 3 32
3-bed 39 8 47
4-bed 40 10 50
4 1 5
112 22 134

5

Table: Top 5 termination reasons Number Although we have improved our knowledge of why residents leave,
25 we are continuing a project in the next year to further understand
Termination reason 19 the needs of our residents. This information will inform our day
Move near family 9 to day and strategic plans so that we can aim to reduce the
Property unsuitable for needs 8 amount of lettings.
Relationship breakdown 8
Abandoned In the table below are the ethnic origins (as a %) of the majority
Unknown of our lettings over a 3-year period. This last year has seen a drop
in the number of lettings to White British and an increase of
Arab and African households.

Graph: ethnic origins (as a %) of the majority of our lettings over a 3-year period

50 Black or Black British -
45 White British Caribbean
Asian or Asian British -
40 Black or Black British - Bangladeshi
35 African Other - Arab
Other Ethnic origin
30 Asian or Asian British -
2015/16
% 25 Pakistani

20

15

10

5

0 2014/15
2013/14

Transfers & Mutual Exchange We continue to subscribe to, and promote the Homeswapper
national mutual exchange service. We have made an effort to
We have helped nine of our residents move to another of our help to improve their chances of gaining a swap by adding
homes with an internal transfer. Although these can be costly, photographs to their adverts or just by refining their expectations.
we value those that want to stay with us and understand that over
time their needs change, so where they fulfil the criteria for a
transfer we will do all we can to make that happen.

Information

Over the last few years we have made significant effort to improve our services are appropriate. We regard ethnicity, religion, gender,
the information we hold about our residents. This allows us to disability and preferred languages as the main areas where
understand the potential needs of our residents and also to ensure information can help.

Graph: Percentage of tenancies where information is known over a 3-year period

100 Gender

Ethnicity
90 Disability

80 Religion
% Pref Language

70

60

50 2013/14 2014/15 2015/16
6

Complaints & Compliments

We take complaints seriously. We are delighted that we are able Our ethos is to make the customer experience as positive as
to deal with complaints in-house without the need for the possible. We expect our staff to do their best in all interactions
involvement of external organisations or the Housing Ombudsman. with our customers. Having said that, we are delighted when we
We feel that finding solutions that are mutually agreeable is a key receive compliments as we feel that shows that we have gone
cornerstone of being a measured and reflective organisation. over and above what was expected.

Table: Number of complaints by service area Table: Number of compliments

Service Area Number Upheld Service Area Number
Repairs 9 3 Staff 9
Staff 3 2 Whole organisation 7
Estate management 1 1
Shared Ownership 1 1 We upheld seven of the complaints we received with none being
escalated to the Ombudsman.

Sheila Moakes and Staffing
Chris Jones both
retired from the Our staff team changed over the course
Property Services Team of the year. Sheila Moakes and Chris Jones
both retired from the Property Services
Team to spend time with their families
and loved ones. Together they contributed
over 35 years to the Arches cause and will
leave not least an emotional gap for a
while to come.

Jo-Anne Perry came into the Customer
Service Team, Luigi Iantorno took up a
new role of Property Services Team Leader
and Matthew North became our full-time
Property Surveyor. All brought a wealth of
expertise and experience.

Customer Services Improved training of our Frontline Services want to talk to. This has reduced the
Team on all aspects of the services we number of times a customer has to explain
Towards the end of the year more emphasis provide has enhanced the interactions we why they are calling and saved staff time.
was placed on improving the overall are having with customers, with better Overall our telephone response times have
customer experience. A new Customer advice and more thorough solutions. improved from an average of 9 seconds
and Communication Team are focussed to answer a call to 5 seconds.
on improving this vital area and plan to Our phone system has been reviewed to
introduce several new initiatives to improve help direct customers straight to who they
the customer service culture.

7

Communities

We recognise the role the community plays in our business. We understand that
by supporting local communities and providing places where people feel welcome,
can help them build successful lives.

Anti-Social Behaviour (ASB)

We introduced a new system to document ASB. This produced a more accurate and consistent approach to our investigations. Noise
nuisance continued to be the main issue along with verbal abuse and pets. We are pleased to say that we have improved the number
of cases we positively resolve.

We improved the number of cases we closed as resolved rather than unresolved to 86%. Although this is positive, there are several
areas we need to work on not least the number of satisfaction surveys we complete.

The table and results below show we have work to do. Our priorities for the coming year will be:

• Reducing the time it takes from receiving a report to the case being closed

• Increasing the number of satisfaction surveys we complete

• Increasing the satisfaction levels

Table: Number of ASB cases

Number of cases Resolved % surveyed Satisfied with handling Satisfaction with outcome
18% 55% 49%
92 86%

Graph: ASB case categories

Noise 27 Verbal Abuse 15 Pets 15 Litter/Fly Tip 12 Vehicles 8 Gardens 6 Other 9

8

Community Investment

This last year has seen us make We gained a tremendous amount of Women only social group
a significant investment in our pleasure from this and will continue so
local community. Teaming up with that all our staff has had the chance We supported another local project run by
to volunteer. SOAR where women of varied ethnicities
Southey & Owlerton Area Regeneration attend to improve their health and
(SOAR) which is a community regeneration wellbeing. The activities will encourage
charity, we have spent a significant amount them to participate in a wider range of
of time working on a voluntary basis at events, help with anxiety, depression, panic
two local projects. attacks or other mental health conditions.

Library Our staff volunteered by helping in the
kitchen, making cups of tea or just
Burngreave library is a volunteer-run project talking to those who attended. On one
which is led by SOAR and operated occasion our member of staff provided
alongside local people. We arranged for some nail art.
our staff to help one day a week with things
like helping with computers, checking SOAR
books in and out and generally tidying
round. In the event there was far more to
it and we ended up helping with job and
visa applications, photocopying, internet
searching as well as just making people
feel welcome.

Resident Involvement

Residents’ Forum

The role of the Residents’ Forum is to help scrutinise how we to view their rent statements, report repairs or anti-social behaviour,
work and provide a resident’s perspective. They met every three check available properties and pay their rent. We also introduced
months to monitor our performance and also for a range of a LiveChat facility which gave the chance to interact over the
activities including several training sessions and a project to review website from either a computer or a mobile device. We have had
our strategic options. some excellent feedback from users of this system with our
favourite quote being “Congratulations to your organisation this
The numbers who regularly attend and the expertise they have is the easiest Housing Association I have had to deal with”.
developed have grown. We are proud of the way they have
developed as a group and value the way in which they challenge.
We will continue to support them for the foreseeable future
as this check is vital to our ability to develop responsive and
resident focussed services.

Communications We started to make more of our Facebook & Twitter pages to
provide another format to engage with us. We primarily post Arches
We made a decision to change the way in which we communicate. news but also showcase stories of local and national interest.
Our previous focus had been with a newsletter and although this This interaction is by design more informal, yet still keeps the
was informative, its effectiveness, and ultimately the value for professionalism of being proactive, solution orientated and responsive.
money it provided, was difficult to assess. After carrying out some
research with peer organisations, we decided to stop producing Pop-Ups
a newsletter and focus on improving our electronic communications.
We continued visiting estates with our Pop Up…Drop In sessions,
A staff project group led the development of a new interactive and completed three over the summer of 2015. Although not very
website which alongside a new logo breathed new life into our well attended, we hope to continue with these and find ways of
brand identity. The new website opened up the chance for residents encouraging residents to interact with us.

9

Homes

Our homes are the main assets we have. Providing more homes and maintaining the
ones we have is a large part of our business and our expenditure. We now manage
1,123 homes of a range of styles, ages and conditions from Victorian terraces to
some of the most energy efficient social housing homes in Sheffield.

Development

We maintained our commitment to provide new homes by adding
32 to our portfolio this year. Half of these helped rejuvenate a
local community rife with fly-tipping and anti-social behaviour.
We worked with the local community to make improvements on
a playground alongside the new homes. Now the area is vibrant,
clean and a significantly nicer place to be.

Towards the end of the financial year we began on our
2015/18 programme to provide 59 new homes. These will
include a development in Rotherham to provide a mix of
general needs houses, bungalows for the over 55’s and
wheelchair adapted bungalows.

Our relationship and presence at The Waverley community
in Catcliffe, Rotherham will continue to grow with another
26 new homes.

Changing Times Changing Standards Disposals

The Governments 2015 Autumn Budget We ensure that all new homes meet current During the year we identified properties
meant that future affordable rent development standards. These cover areas where high turnover and the costs of
developments were challenged particularly such as space, energy efficiency, building repairs were higher than rental income.
in lower value areas where the rental income regulations as well as the commitment to We disposed eight properties that fit this
was already well below the national average. promote employment and skills training bill which provided over £344,000 to future
on any development above £1Million. new build developments. We will continue
The Government’s emphasis on homes for with a programme of disposals in line with
sale saw the regulator announce that funding Building for Life assessments have been our Asset Management Strategy and
would not be available for affordable rented revised and although no longer compulsory, Business Plan objectives.
homes, but instead would now be allocated they represent good practise and will still
to low cost home ownership. be used in any scheme assessment.
Where appropriate we will also include the
Our aim is to continue to provide new requirements specified in our Black Minority
affordable housing including good quality Ethnic (BME) matrix which takes into
homes at sub market rent, shared account the needs of BME communities.
ownership and rent to buy. This is aligned This may however be limited where we
with our social purpose in helping buy “off the shelf” properties.
customers build better futures and meet
their housing aspirations as their
circumstances change.

10

The Future Our new Property Services Team Leader and Surveyor started to
make their mark by helping deliver our commitment to improve
We will maintain our aim of 2% growth in properties over the next our existing stock through a new major repairs programme,
five years by new build development, with or without the help of embed a new lettable standard and continue to work on day to
grant funding. We may use existing and on-going capital income day repairs.
and possible assistance from any recycled capital grant funding.
We will consider shared ownership properties in higher value
areas, with the possible help of grant funding. These areas would
help support further development of homes for rent

Planned Replacements Replacements Carried Out 62
Boilers 90
We signed a 4 year contract with Wates Construction to carry out a planned replacements Showers 91
programme. By combining the 2015 and 2016 programmes of £738,587.00 we’ve External Doors 42
successfully delivered excellent value for money, to a high quality, on time and to budget. Kitchens 93
Bathrooms
A representative from the Residents’ Forum was closely involved all the way through the
project in including selecting the contractor, site visits, inspections and resident satisfaction
discussions.

Our latest Business Plan includes a commitment to investing in this type of work at the
same level for the next 10 years.

Targets Day to Day Repairs

Our homes achieved an average energy efficiency SAP rating of Tightening up on repair responsibilities, checking the quality of
75. We will now target the best ways to invest and improve the repairs and a more consistent approach to repairs have delivered
properties that register below that level. This outcome will be to further cost savings whilst ensuring the quality of standards we
help residents feel comfortable in their homes with affordable set is maintained.
energy levels.
Further training with the Front Line Services Team reduced the
Asset Management number of repairs, and a new collection process for historic
recharge debt has contributed to another year of reduction in
A new Asset Management Strategy is being developed to ensure repairs expenditure.
our objective to maintain and improve our stock takes into account
the wider context of asset management. We have to consider Table: Repair completions performance and trends
external factors including anti-social behaviour and high turnover
in our decisions about investment. 2013/14 2014/15 2015/16 Target

Satisfaction Emergency (up to 24hrs) 99.5% 91.9% 95.5% 100%

We have increased the number of satisfaction methods we use to Urgent (Up to 7 days) 98.3% 95.9% 95.3% 98%
check customers are happy with completed repairs and gas servicing.
All residents receive a text message after a repair or a gas service Routine (Up to 28 days) 97.2% 95.4% 96.6% 98%
is completed to ask if they are happy with the work. All negative
feedback is investigated and used to review how we do things. Properties with a 100% 99.7% 99.9% 100%
Gas Service
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Value for Money

Providing Value for Money (VFM) is the cornerstone of our service delivery.
Getting more for our money and improving our efficiency is part of our ethos
and how we approach our work.

Throughout the year we continued our VFM journey with another year of successful savings.
This was despite the challenging times and financial pressures.

£356,000 savings were made against a target of £162,000. Primary areas of achievement were made in our development programme,
shared ownership sales, repairs and maintenance and interest savings. This is the third year running we have exceeded the target.

It’s vital that our properties make a return (profit). We use this to make investments in our existing stock and build new homes.

Table: Last three years bottom line financial performance

Financial Year 2013/14 2014/15 2015/16
Income £4,014,000 £5,310,000 £6,056,000
Costs £3,263,000 £4,188,000 £4,864,000
Profit £1,122, 000 £1,192,000
£751,000 £20,200,000 £22,834,000
Asset Value £20,000,000
Return on Investment 5.56% 5.22%
3.7%

Costs per Unit (CPU)

This new measure developed by the HCA gives us our headline social housing cost based on 5 key areas. Here is ours compared with
the median figure of all organisations (the midpoint of all CPU’s).

Table: Cost per unit

Properties Headline Social Management Service Charge Maintenance Major Repair Other costs
managed Housing CPU CPU CPU CPU CPU CPU

Arches 1,123 £2,340 £800 £50 £960 £500 £20

Median £3,550 £950 £360 £980 £800 £200

As you can see our costs are well below the Median figure for the sector. While this appears positive, we know that low cost can highlight
underinvestment or the absence of an acceptable service, and equally high cost does not always mean a better service. We are working
to make sure our service provides good value not only by this HCA measure but in the feedback we get from our residents.

12

Performance

Performance in our core areas are an indication of our effectiveness and efficiency.

Table: Performance scorecard in key areas. Last 3 years

Measure 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016/17 Target
Void rent loss as % of rent due 1.37% 0.56% 0.49% 0.5%
Current residents arrears as % of rent due 5.58% 4.4% 4% 3.7%
Rent arrears written off as % of rent due 1.09% 0.38% 0.8% 0.66%
29.45 16 16 20
Average re-let time - days

Rent

We are restricted to a degree in what we can charge in rent. This last year has seen the first time in a generation where social housing
rents were reduced across the sector. This was a 1% reduction per year for the next four years.

Table: Our average rent and trends

Ave rent 2013/14 2014/15 2015/16 2015/16
(Sheffield) Social Rent Social Rent Social Rent Affordable rent*

1-bed 67.05 69.80 71.17 76.84
78.14 80.05 89.70
2-bed 75.03 87.68 89.63 101.07
99.11 101.85 112.79
3-bed 83.96 82.72 84.86 93.59
2014/15 2015/16 2015/16
4-bed 95.31 Social Rent Social Rent Affordable rent*
74.06 75.69 86.38
Overall Ave 79.43 88.38 90.32 94.35
91.96 93.98 107.89
Ave rent 2013/14 115.13 117.67 124.86
86.82 88.73 102.29
(Rotherham) Social Rent

1-bed 71.37

2-bed 84.37

3-bed 88.37

4-bed 110.06

Overall Ave 82.70

Affordable rent*

*The affordable part means the rent must be up to 80% of the market rent for the same type of property in the same area.
All new properties will automatically be charged this as well as an agreed number every when they come empty.
E.G. Market rent is £100 p/week – Affordable rent is max £80 p/week

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Finances 2016 2015
£’000 £’000
Comprehensive Income Statement 6,056 6,107
(4,129) (3,973)
Turnover 1,927 2,134
Operating expenditure
Operating surplus (20) 39
(Deficit)/surplus on disposal of property, plant and equipment 18 32
Interest receivable (733) (788)
Interest and financing costs 1,192 1,417
Surplus before tax
Taxation - -
Surplus for the year 1,192 1,417
1,192 1,417
Statement of Financial Position
2016 2015
Fixed assets £’000 £’000
Intangible assets
Housing properties 43 26
71,636 69,174
Less: Depreciation & Impairment (20,840) (19,612)
Other property, plant and equipment
445 457
Current assets 51,284 50,045
Stock and work in progress
Debtors 39 47
Investments 295 238
Cash 3,407 3,080
848 814
Creditors: Amounts falling due within one year 4,589 4,179
Net current assets (2,448) (1,839)
Total assets less current liabilities 2,141 2,340
Creditors: Amounts falling due after more than one year 53,425 52,385
Net assets (44,691) (44,843)
Capital and reserves 8,734 7,542
Share capital
Revenue reserve - -
Total reserves 8,734 7,542
14 8,734 7,542

Board of Management Company Secretary Auditors

Denis Creaghan (Chair) Brian Summerson Mazars LLP
Kay Dickinson (Deputy Chair) 45 Church Street, Birmingham B3 2RT
Chief Executive
Board Members Solicitors
Brian Summerson
Ken Torres Taylor & Emmet
Anne Hawkins Registered Office 20 Arundel Gate, Sheffield S1 2PP
Shamsa Latif
Brian Thomas (Resident Board Member) 122 Burngreave Road, Sheffield S3 9DE Bankers
Tony Jervis Telephone: 0114 288100
Iain Campbell (Co-opted) Fax: 0114 2288150/3 Co-operative Bank plc
Email: [email protected] 84-86 West Street, Sheffield S1 3SX
Website: www.archeshousing.org.uk

The Board of Management Our People

Membership is open to anyone who has the necessary skills, Senior Management Team
experience and commitment to ensure all areas are covered for Chief Executive – Brian Summerson
sound governance. Board membership is open to those who can Development Manager – Christine Boucher
fill particular skills and experience at the time of application. Arches Head of Finance – Bryan Armour
Housing is headed by an effective board with sufficient range of Head of Housing Services – Jamie Taylor
skills and expertise. This is supported by appropriate governance Head of Property Services – Sally Steade
and executive arrangements that will ensure capable leadership
and control. All members are expected to subscribe and adhere to Finance & Central Services
the association’s rules as appropriate and diversity and equal Financial Controller – Donna Biggs
opportunities policy. The board are committed to the National Housing Finance Assistant – Julie Winstanley
Federation code for members, “Excellence in Governance PA to Chief Executive – Sandra Bates

Recruitment Housing Services
Housing Services Manager – Kanwaljit Singh
The recruitment of all board members is undertaken in accordance Housing Officers – Andrea Golding, Mohsin Rizvi
with the election of board members policy and procedure. Income Recovery Officers – Arafat Hussein, Harnek Mann
The term of office is for three years with the possibility of being Lettings Officer – Marcus Palmer
a board member for three terms. Housing Assistant – Adnan Hussain
Where the secretary receives interest in becoming a board member, Resident Involvement Officer – Michael Hill
where a vacancy exists, an application pack shall be sent out.
This will include a job description, person specification, application Property Services
form, Board member Code of Conduct, terms of reference and Property Services Team Leader – Luigi Iantorno
details of the expected time Commitment of a Board Member. Property Surveyor – Matthew North
Vacancies will be advertised asking for specific skills required Customer Services Team Leader – Alexandra Stavrianakos
by the Board at that time. Front Line Support – Charlotte Elwood, Jane Southorn,
All applications received by the deadline will be reviewed by the Jo-Anne Perry
nominations committee to ensure they meet the criteria set by Data Support Officer – Seamus Harkins
Arches. The nominations committee will arrange for short-listed
applicants to meet existing Board Member(s) and Executive(s),
this may entail applicants attending a number of board meetings
as an observer.

Homes & Communities Agency Registered No. LH0884
Register of Co-operative and Community Benefit Societies No. 21451R (Exempt Charity)
Members of the National Housing Federation

15

122 burngreave road, sheffield, S3 9DE
[email protected]
archeshousing.org.uk
0114 2288100

/archeshousing | @archeshousing

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