Mark Jones - - Working with residents to deliver quality … 15 PHP Local 305 Average cost of...

(includes all performance indicators up to the end of 31/12/2016)

Poole Housing Partnership Quality Homes in Strong Communities

Introduction

This in-house publication is designed, collated and published on a quarterly basis by

the Performance Monitoring Officer at PHP.

Section Content

A. Reports Key

B. Key to Capability Charts

C. Report Index

Adding Value Theme

Individual PI graphs (pages 1-10)

Managing The Stock Theme


Strong and Sustainable Communities Theme


Any queries regarding this publication should be addressed to the Performance

Monitoring Officer (direct telephone 01202-264401)

Poole Housing Partnership Ltd

Beech House, 28-30 Wimborne Road, Poole , Dorset BH15 2BU

website: www.yourphp.org.uk

(Poole Housing Partnership is a company controlled by the Borough of Poole)

Key to Reports

94.0%

98.0%

95.7%

92.9%

2004/5

may

jul

sep

nov

jan

mar

80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100%

% of repairs within time limit

Responsible Manager

Mark Jones -Technical Services

Criteria UsedReported monthly, on a cumulative basis,

shown as a %.

Comments

Actual performance for 2004/5 did not meet target of 95%.

PHP LOCAL 20 - % of urgent repairs carried out within Government time limits

RESPONSIVE REPAIRS

HOUSEMARK ALMO PI CLUB BENCHMARKING

2004/5 - Ranked20 out of 31

On some of the reports (ie where there are targets),the background colours here illustrate how actual performance compares v. target. Thus, in the example above:

actual performance in the green range of 98-100% = good performance the amber range (93-98%) = performance with room for improvement the red range (below 93%) = performance where there is cause for

concern (eg May 2005 at 92.9% in this example) A

Example graph

Capability Charts

Capability charts are a way of showing KPIs in a different way. As well as showing an average for costs or timescales, for example, capability charts show ‘normal’ variation for a given period of time. For example, taking all repair costs over 3 months could show a normal variation of between £20 and £250, meaning that all repairs between these values are typical or ‘normal’ for the service. This then means anything ABOVE £250 could be a cause for concern and by showing specific jobs over this amount, the manager for that team can focus on those considered above normal. This would apply to timescales, for example void re-let times. PHP intends to use capability chart analysis as well as averages moving forward, where relevant and appropriate to KPI reporting and service management. Using this method of reporting over time also gives a better insight into what could be considered normal variation.

B

Example graph

REPORT INDEX

Latest performance against our targets is reflected by the use of a background colour as shown below:

shows good performance, on or better than target

shows performance where there is room for improvement

shows performance where there is cause for concern

shows performance where there are no set targets (although the aim is usually for 100% or occasionally, zero)

Trends for Q3 (against Q2 performance) are highlighted by the direction of an arrow:

shows performance improving (or maintained at an optimum level)

shows stable performance

shows performance deteriorating

ADDING VALUE THEMEAccess & Customer Care

n/a Page 1 PHP Local 30a Number of complaints dealt with under the complaints procedure

Page 2 PHP Local 33 % of residents letters answered within 10 working days

Page 3 PHP Local 73 % of visitors to reception seen within 5 minutes of their appointment

CapacityPage 4 PHP Local 37 Number of working days lost due to sickness absence (ave per employee) per annum

Financial Inclusion PHP Local 152 Number of Finance checks completed

Page 6 PHP Local 153 Total Annual Benefit Gain identified

Financial ManagementPage 7 PHP Local 84 % of invoices for commercial goods/services paid by PHP within 30 days of receipt

Income ManagementPage 8 PHP Local 85 Proportion of rent collected (ex BVPI 66a)

Page 9 PHP Local 86 Proportion of current tenants with more than 7 weeks arrears

Information Technology

n/a Page 10 PHP Local 158/406 Number of Website Visits/No of Facebook 'likes'

MANAGING THE STOCK THEMECapital Programme

Page 11 PHP Local 307 % of properties decent

Planned Maintenance and Health & Safety Page 12 PHP Local 92 Avg SAP rating of LA dwelling

Page 13 PHP Local 24 Number of properties where gas servicing not taken place

Page 14 PHP Local 303 % of communal areas with a current specific Fire Risk Assessment

Response RepairsPage 15 PHP Local 305 Average cost of Spectrum Property Care works

n/a Page 16 PHP Local 305a Variation for Spectrum Property Care response repair costs (capability chart)

n/a Page 17 PHP Local 306 No of Response Repairs (completed)

Page 18 PHP Local 22 % response repairs completed on 1st visit

Voids ManagementPage 19 PHP Local 3 Avg relet time for LA dwellings (cal days)

n/a Page 20 PHP Local 308 Normal variation for relet times - ALL (capability chart)

Page 21 PHP Local 10a Avg cost of void work - GN

Page 22 PHP Local 10b Avg cost of void work - SH

Page 23 PHP Local 10c Avg cost of void work - Temp Accommodation

n/a Page 24 PHP Local 309 Normal variation void costs - GN (capability chart)

n/a Page 25 PHP Local 309a Normal variation void costs - SH (capability chart)

STRONG AND SUSTAINABLE COMMUNITIES THEMEnew Page 26 PHP Local 505 Normal variation for waiting time for major adaptations (capability chart)

ASB

n/a Page 27 PHP Local 60a Number of new ASB cases (all)

n/a Page 28 PHP Local 151 Number of ASB cases closed (all)

n/a Page 29 PHP Local 60n Normal variation for ASB case to be opened (capability chart)

Tenancy SustainmentPage 30 PHP Local 62 # & % NTV (GN) within 8 week target

Page 31 PHP Local 62a # & % NTV (Sheltered) within 4 week target (all areas)

Page 32 PHP Local 64 Total number of TRVs completed each month

Page 33 PHP Local 64a % Sheltered Programmed TRVs completed by month (annual programme)

n/a Page 34 PHP Local 506 Total number of Introductory tenancies (+ numbers ended prior to conversion to secure)

Resident InvolvementPage 35 PHP Local 35 # involved residents

C

XL - Adding Value Charts Q3,ACC Local 30a page 1 09/03/2017

42

43

8

15

6

2014/15

2015/16

Q1

Q2

Q3

Q4

0 5 10 15 20 25 30 35 40 45 50

No. of complaints received

Responsible Manager

Jackie Barton - Company Secretary

Criteria Used

Stage 1 complaints only, received during the quarter

(non-cumulative)

Comments Of the 6 complaints received during Q3, 1 has so far progressed to stage 2 of PHP's complaints procedure. This is reported to senior management team and the Board on a quarterly basis.

PHP Local 30a - Number of complaints dealt with under the complaints procedure

ACCESS & CUSTOMER CARE (a Customer Care indicator)

BENCHMARKING

Currently there re no benchmarking figures available for this indicator.

(annual total)

(annual total)

XL - Adding Value Charts Q3,ACC Local 33 page 2 09/03/2017

92%

100%

100%

89%

95%

92%

100%

95%

90%

100%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% of letters answered within timescale

Responsible Manager


Criteria Used

Reported monthly on a non-cumulative basis, expressed as a percentage

Comments This is an important performance indicator and trends are monitored closely. This performance can also be broken down to individual teams, and performance at this level is monitored at senior management team meetings. For October-December, whilst only 2 letters out of 47 were not answered on time, the reasons for these are being investigated.

PHP LOCAL 33 - % of residents letters answered within 10 working days


BENCHMARKING

Currently there are no benchmarking figures available for this indicator.

XL - Adding Value Charts Q3,ACC Local 73 page 3 09/03/2017

79%

100%

97%

97%

83%

81%

96%

84%

92%

100%

96%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% of appointments seen within 5 minutes

Responsible Manager


Criteria Used


Comments This is an important indicator of customer care. There were only 3 'late' appointments for October to December. Most of these were only missed by a couple of minutes but all are followed up. This indicator continues to be reported quarterly to the Senior Management Team to ensure there are no repeat 'offenders'.

PHP LOCAL 73 - % Visitors to Reception seen within 5 minutes of appointment


BENCHMARKING


XL - Adding Value Charts Q3,CY Local 37 37a page 4 09/03/2017

2.92

2.67

2.79

2.8

3.19

1.4

2.67

1.38

1.48

1.65

2.71

2.67

2.95

3.5

5.46

2015/16

Target16/17

Q1

Q2

Q3

Q4

0 1 2 3 4 5 6 7 8 9 10 11 12

working days lost

Short-Term Medium-Term Long-Term

Responsible Manager


Criteria Used

Reported quarterly, on a 12-month rolling total basis

Comments Q3's figure is based on 117 staff. Short-term sickness represented only 31% of total sickness, with long term sickness by comparison at 53% (9 members of staff, of which 3 were still off as at 31/12/2016 with only 1 as at 9/2/17).

PHP LOCAL 37 - Number of working days lost due to sickness absence (average per employee) per annum

CAPACITY (a Value For Money indicator)


2014/15 - MID/TOP QUARTILE

(7.0 total)

(7.1 total)


(8.0 total)

(7.8 total)

(10.3 total)

XL - Adding Value Charts Q3,FI Local 152 page 5 09/03/2017

89

146

132

144

122

2014/15

2015/16

Q1

Q2

Q3

Q4

50 70 90 110 130 150 170 190

No. Of Checks Completed

Responsible Manager


Criteria Used

Reported quarterly, on a NON-cumulative basis

Comments The team now offers information and advice over the telephone to allow it to target finance checks/visits more effectively and to use their time as efficiently as possible.

PHP LOCAL 152 - Number of Finance Checks Completed

FINANCIAL INCLUSION (a Customer Care indicator)

BENCHMARKING


(quarterly average)

(quarterly average)

XL - Adding Value Charts Q3,FI Local 153 page 6 09/03/2017

£206,312

£280,019

£367,642

£308,793

£227,958

2014/15

2015/16

Q1

Q2

Q3

Q4

£0 £50,000 £100,000 £150,000 £200,000 £250,000 £300,000 £350,000 £400,000

Amount Identified

Responsible Manager


Criteria Used

Reported quarterly, on a NON-cumulative basis, shown as a cash

amount

Comments Due to welfare reform, the team now devotes a higher proportion of time helping with form-filling, and assisting with mandatory reconsiderations and benefit appeals. During Q3 the team found they were finding more and more complex scenarios necessitating repeat visits to clients.

PHP LOCAL 153 - Total Annual Benefit Gain Identified

FINANCIAL INCLUSION (a Customer Care indicator)

BENCHMARKING


(quarterly average)

(quarterly average)

XL - Adding Value Charts Q3,FM Local 84 page 7 09/03/2017

92.1%

92.6%

88.7%

93.0%

90.3%

94.3%

87.4%

96.3%

94.2%

95.8%

96.4%

2014/15

2015/16

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% paid on time

Responsible Manager

Caroline Wayne - Director of Finance and Resources

Criteria Used


Comments The use of paper invoices across the organisation means that the flow of invoices sometimes takes longer than it should. However performance has been increasing over the last quarter and is now very high.

PHP LOCAL 84 - % of invoices for commercial goods/services paid within 30 days of receipt

FINANCIAL MANAGEMENT (a Customer Care indicator)

BENCHMARKING


XL - Adding Value Charts Q3,IM Local 85 Trend page 8 09/03/2017

95

.50

%

96

.22

%

96

.09

%

96

.75

%

97

.16

%

97

.28

%

97

.49

%

97

.54

%

99

.09

%

99

.11

%

99

.08

%

98

.95

%

98

.30

%

98

.30

%

97

.60

%

97

.70

%

98

.90

%

97

.90

%

97

.10

%

97

.90

%

98

.40

%

98

.60

%

99

.10

%

99

.10

%

93

.72

%

98

.26

%

98

.20

%

96

.60

%

97

.80

%

98

.10

%

97

.89

%

98

.02

%

98

.82

%

70%

75%

80%

85%

90%

95%

100%

Ap

ril

Ma

y

Ju

ne

Ju

ly

Au

gu

st

Se

pte

mb

er

Oc

tob

er

No

vem

be

r

Dec

em

be

r

Jan

ua

ry

Fe

bru

ary

Ma

rch

2014/15 2015/16 2016/17

Local 85 - Proportion of rent collected - monthly trend analysis last 3 years (ex BVPI66a)

INCOME MANAGEMENT (a Value For Money indicator)

Comments We are on course to meet our 99% collection target.

Responsible Manager

Robert Chedzoy - Income Manager

XL - Adding Value Charts Q3,IM Local 86 page 9 09/03/2017

1.9%

3.0%

1.9%

2.1%

2.0%

2.4%

2.7%

2.5%

2.1%

2.5%

2.2%

0.0% 1.0% 2.0% 3.0% 4.0% 5.0%

% of tenants with more than 7 weeks arrears

Responsible Manager

Robert Chedzoy - Income Manager

Criteria Used

Reported monthly, on a cumulative basis, shown as a %

Comments We remain on course to meet our 2016/17 target.

PHP Local 86 - Proportion of current tenants with more than 7 weeks arrears

INCOME MANAGEMENT (a Value For Money indicator)

BENCHMARKING


XL - Adding Value Charts Q3,IT Local 158,406 page 10 09/03/2017

CAPITAL PROGRAMME

Responsible Manager


Criteria Used

Reported monthly, on a NON-cumulative basis

('likes' is a snapshot figure at the end of each month)

Comments

The use of the website is now well-established and it's used by many residents to find information on PHP. Further work is underway to make the website more mobile-friendly, which should lead to an increased number of "hits" later on in 2016/17.

PHP LOCAL 158/406 - Number of Hits on Website/Facebook 'Likes'

INFORMATION TECHNOLOGY (a Customer Care indicator)

4,933

5,000

4,263

4,836

4,561

4,999

4,562

4,382

4,493

4,433

3,290

457

400

494

502

510

583

605

616

622

623

631

0 1,000 2,000 3,000 4,000 5,000 6,000

2015/16

Target 16/17

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

Hits

'Likes'

BENCHMARKING


XL - Managing The Stock Charts Q3,CP - PHP Local 307 page 11 09/03/2017

100.0%

100.0%

90.6%

91.0%

91.6%

92.4%

92.7%

92.7%

92.7%

92.7%

95.8%

50% 60% 70% 80% 90% 100%

% of properties decent

Responsible Manager

Graham Prentice - Senior Building Surveyor

Criteria Used

Reported monthly, on a snapshot basis, shown as a %

Comments Planned works were programmed in throughout the year to ensure all properties reached the decent homes standard by 31st March 2017.

PHP Local 307 - % of Properties Decent

CAPITAL PROGRAMME (a Value For Money indicator)


(to be met by 31/3/2017)

2015/16 - TOP QUARTILE

XL - Managing The Stock Charts Q3,PMHS Local 92 page 12 09/03/2017

74.00

73.46

73.45

73.44

73.44

73.44

73.44

73.44

73.44

73.44

73.34

2015/16

Target…

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

70.0 70.5 71.0 71.5 72.0 72.5 73.0 73.5 74.0 74.5 75.0

SAP Rating (2009 scale)

Responsible Manager

David Hood - Building Surveyor

Criteria Used

Reported quarterly, expressed as a number

Comments Our SAP rating has now reduced to 72.98 now that we have moved to Keystone and SAP 2012. Moving to Keystone has caused old EPC’s to fail, as data is now missing. We are working through these to correct any errors and to raise the SAP score. The score of 72.98 is based on 3518 properties. There are currently 161 properties with EPC data which have data errors

PHP Local 92 - Energy Efficiency - the average SAP rating of Local Authority-owned dwellings

PLANNED MAINTENANCE AND HEALTH & SAFETY (a Health and Safety indicator)

HOUSEMARK ALMO PI CLUB ANNUAL BENCHMARKING

( target to be met by 31/3/17)






2015/16

Target 16/17

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0 5 10 15

Number of Properties

Responsible Manager

Richard Freeman - Building Services Manager

Criteria Used

Reported monthly; end-of-month snapshot - monitors the number of properties with an

annual gas service outstanding

Comments We have now had well over 3 years of full compliance and this is an outstanding result. This is an ongoing measure of 'no access' through the year. Significant efforts have been made to reduce to a minimum the 'inaccessible' properties. Issues highlighted are identified and rectified with the new operational processes. Urgent action is taken on all properties where our contractor has been unable to gain access. Close working between the planned maintenance team and Housing Officers has been key to success with access issues.

PHP LOCAL 24 - Number of properties where gas service has not taken place (as at the end of the month)


HOUSEMARK ALMO PI CLUB BENCHMARKING ( zero monthly target )

(end of March snapshot was zero)

( zero for the whole of 16/17 so far)



2012/13 - MID/BOTTOM QUARTILE



97.3%

100.0%

100.0%

100.0%

100.0%

2015/16

Target 16/17

Q1

Q2

Q3

Q4

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

% of communal areas

Responsible Manager

Graham Prentice - Senior Building Surveyor

Criteria Used

Reported quarterly, on a snapshot basis, shown as a %

.

Comments Now 100% completed.

PHP LOCAL 303 - % of communal areas with a current specific Fire Risk Assessment


BENCHMARKING


XL - Managing The Stock Charts Q3,RR Local 305 page 15 09/03/2017

76.2

75

80.15

80.75

82.73

79.16

74.8

77.51

69.16

63.37

£0 £10 £20 £30 £40 £50 £60 £70 £80 £90 £100

Average Cost

Responsible Manager

Ola Onabajo - Maintenance Manager

Criteria Used

Reported monthly, on a NON-cumulative

basis (note that the last 3 months - shaded orange - are projections that are usually

susceptible to marked fluctuations)

Comments Calculation is based on the number of invoices paid and not on completed jobs, hence there is a lag in data. The team continue to drive value for money by identifying savings within budgets.

PHP LOCAL - 305 - Average Cost (Per Job) of Spectrum Property Care Works

RESPONSE REPAIRS (a Customer Care/Value For Money indicator)

BENCHMARKING


£0

£100

£200

£300

£400

£500

£600

£700

£800

£900

64

5 3

03

64

9 4

88

64

9 9

36

65

0 0

68

65

0 2

72

65

0 4

98

65

0 6

29

65

0 7

44

65

0 7

83

65

0 8

44

65

0 9

15

65

0 9

59

65

0 9

97

65

1 0

63

65

1 0

99

65

1 1

95

65

1 2

65

65

1 2

99

65

1 3

39

65

1 3

97

65

1 5

17

65

1 5

93

65

1 7

18

65

1 7

90

65

1 8

84

65

1 9

22

65

1 9

62

65

2 0

00

65

2 0

33

65

2 0

70

65

2 1

22

65

2 1

66

65

2 2

22

65

2 3

04

65

2 3

38

65

2 3

89

65

2 4

34

65

2 4

78

65

2 5

32

65

2 5

83

65

2 6

53

65

2 7

07

65

2 7

59

65

2 8

77

65

2 9

69

65

3 0

54

65

3 1

58

65

3 2

08

65

3 2

49

65

3 3

37

65

3 3

93

65

3 4

29

65

3 4

83

65

3 5

79

65

3 6

59

65

3 7

45

65

3 7

80

65

3 8

35

65

3 8

82

65

3 9

29

65

3 9

81

65

4 0

15

65

4 1

21

65

4 1

87

65

4 2

17

65

4 2

57

65

4 3

27

65

4 3

83

65

4 4

31

65

4 4

96

65

4 6

25

65

4 6

68

65

4 7

23

65

4 7

64

65

4 8

02

65

4 8

52

65

4 9

60

65

5 0

12

65

5 0

70

65

5 1

34

65

5 1

70

65

5 2

41

65

5 2

94

65

5 3

32

65

5 4

82

65

5 5

47

65

5 5

93

65

5 6

57

65

6 2

55

65

6 7

83

65

7 1

81

Capability Chart - PHP Local 305a - Response Repair Costs (ALL) 1/10-31/12/16

Responsible Manager


Comments

As the year progresses, more data will be available for identifying trends and patterns. Peaks will continue to be investigated and any issues arising resolved. Normal variation here is between £30-£270, whilst the average is £69 for Q3

XL - Managing The Stock Charts Q3,RR Cap Chart 305a page 16 09/03/2017


773

904

814

701

748

790

796

843

793

850

675

0 100 200 300 400 500 600 700 800 900 1,000

No of Repairs

Responsible Manager


Criteria Used


basis

Comments The average figure is taken across the year with monthly numbers recorded being demand-led, and tends to follow a predicted pattern which is monitored for unusual spikes. At year-end, monitoring continues and there are no trends identifiable, but responsive works will continue to inform planned maintenance programmes.

PHP LOCAL 306 - No of Response Repairs Completed


BENCHMARKING


(monthly average last 3 years)


93.2%

93.0%

94.1%

94.0%

93.0%

90.0%

92.9%

93.0%

92.4%

97.2%

94.0%

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

% of repairs

Responsible Manager


Criteria Used


basis, shown as a %.

Comments First time fixes are high on PHP and Spectrum's agendas as a basis for good customer service and, in turn, customer satisfaction, as well as ensuring an efficient/effective service. Performance has stabilised and repairs continue to be monitored for consistency.

PHP LOCAL 22 - % of responsive repairs completed on the 1st visit


HOUSEMARK ALMO PI CLUB

BENCHMARKING (average monthly figure)

2013/14 - MID/BOTTOM QUARTILE




XL - Managing The Stock Charts Q3,VM Local 3 page 19 09/03/2017

23.3

20

23.8

22.8

23.1

29.3

28.4

29.6

29.6

31.5

31.1

2015/16

Target 16/17

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0 5 10 15 20 25 30 35 40

Calendar Days

Responsible Manager


Criteria Used

Reported monthly, on a cumulative basis, shown in calendar days

.

Comments The relet time has increased since 15/16, with the main reasons for this being problematic nominations/hard-to-let properties and delays in receiving nominations. There have also been some staffing issues.

PHP LOCAL 3 - Average relet time for Local Authority dwellings

VOIDS MANAGEMENT (a Value For Money indicator)

BENCHMARKING


0

20

40

60

80

100

120

140

10

3 A

RN

E AV

ENU

E

31

BA

ITER G

AR

DEN

S

49

BA

ITER G

AR

DEN

S

12

6 B

LAN

DFO

RD

RO

AD

1 C

INN

AM

ON

LAN

E

24

CIN

NA

MO

N LA

NE

24

CO

LES GA

RD

ENS

7 C

YN

THIA

HO

USE

10

CY

NTH

IA H

OU

SE

15

CY

NTH

IA H

OU

SE

11

0 D

ALE C

LOSE

42

DA

LE CLO

SE

52

DA

LE CLO

SE

60

DA

LE CLO

SE

92

DA

LE VA

LLEY R

OA

D

17

STAN

LEY P

EAR

CE H

OU

SE

3 EG

MO

NT R

OA

D

10

FRO

BISH

ER A

VEN

UE

1 B

ELMO

NT C

OU

RT

25

HA

SLER R

OA

D

97

KITC

HEN

ER C

RESC

ENT

32

KN

OW

LTO

N R

OA

D

31

LEGIO

N C

LOSE

34

MA

NSFIELD

CLO

SE

26

NO

RTH

MER

E RO

AD

6 P

HY

LDO

N C

LOSE

48

PH

YLD

ON

CLO

SE

43

TR

INID

AD

HO

USE

22

SCO

TT C

LOSE

24

SELBY

CLO

SE

16

BO

B H

AN

N C

LOSE

22

SIMM

ON

DS C

LOSE

10

SOU

TH P

AR

K R

OA

D

53

STAN

FIELD C

LOSE

16

STERTE C

OU

RT

67

STERTE C

OU

RT

27

TU

RLIN

RO

AD

38

RO

DN

EY C

OU

RT

26

RA

LPH

JESSOP

CO

UR

T

12

6 B

LAN

DFO

RD

RO

AD

12

2 D

ALE C

LOSE

18

BELM

ON

T C

OU

RT

3 H

ASLER

RO

AD

13

3A

HER

BER

T AV

ENU

E

16

PEEL C

LOSE

81

TR

INID

AD

CR

ESCEN

T

12

6 B

LAN

DFO

RD

RO

AD

12

2 D

ALE C

LOSE

18

BELM

ON

T CO

UR

T

3 H

ASLER

RO

AD

Day

s Capability Chart - PHP LOCAL 308 - Relet Times (ALL) 1/10/16-31/12/16

Responsible Manager


Comments

Relet times that are significantly above the average relet time are being closely scrutinised. To assist with this, there is now monitoring in place which will break down the relet time of each void into stages, enabling a closer focus on where any delays are occurring.

average

XL - Managing The Stock Charts Q3,VM Cap Chart Local 308 page 20 09/03/2017

XL - Managing The Stock Charts Q3,VM Local 10a page 21 09/03/2017

£2,352

£2,500

£2,274

£1,841

£1,814

£1,829

£1,820

£1,799

£1,723

£1,737

£1,707

2015/16

Target 16/17

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

500 1000 1500 2000 2500 3000 3500

Average Cost (£'s)

Responsible Manager


Criteria Used

Reported monthly, on a cumulative basis, based on those properties RELET during the reporting

period.

Costs shown are total void revenue costs including works after relet, but excluding

preliminaries.

Comments Costs remain well within budget.

PHP LOCAL 10a - Average cost of void works (General Needs properties)


BENCHMARKING


XL - Managing The Stock Charts Q3,VM Local 10b page 22 09/03/2017

£873

£1,000

£1,377

£1,207

£1,009

£1,032

£1,033

£1,008

£1,033

£992

£997

2015/16

Target 16/17

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

500 600 700 800 900 1000 1100 1200 1300 1400

Average Cost (£'s)

Responsible Manager


Criteria Used


period.


preliminaries

Comments Sheltered void costs are now slightly under target, despite properties coming back in poor condition (mainly through downsizing moves).

PHP LOCAL 10b - Average cost of void works (Sheltered Housing properties)


BENCHMARKING


XL - Managing The Stock Charts Q3,VM Local 10c page 23 09/03/2017

£509

£509

£509

£499

£525

£525

£525

£530

£530

2014/15

2015/16

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0 100 200 300 400 500 600 700

Average Cost (£'s)

Responsible Manager


Criteria Used


period.


preliminaries

Comments Costs remain stable.

PHP LOCAL 10c - Average cost of void works (Temporary Accommodation)


BENCHMARKING


(no actuals before 16/17)

£0

£1,000

£2,000

£3,000

£4,000

£5,000

£6,000

25

Has

ler R

oad

42

Dale

Clo

se

52

Dale

Clo

se

3 E

gm

on

t Ro

ad

22

Sc

ott C

lose

31

Leg

ion

Clo

se

60

Dale

Clo

se

11

0 D

ale

Clo

se

10

So

uth

Park

Ro

ad

81

Trin

ida

d C

resce

nt

6 R

ice

Gard

en

s

3 H

asle

r Ro

ad

38

Ro

dn

ey C

ou

rt

97

Kitc

he

ne

r Cre

scen

t

32

Kn

ow

lton

Ro

ad

10

3 A

rne A

ven

ue

13

3a H

erb

ert A

ven

ue

34

Ma

nsfie

ld C

lose

17

Ste

rte C

ou

rt

67

Ste

rte C

ou

rt

Am

ou

nt

Capability Chart - PHP Local 309 - Void Costs (GN ONLY) 1/10/16-31/12/16

Responsible Manager


Comments

With 97 Kitchener Crescent there were four fireplaces to remove and all internal doors had to be replaced.

average

XL - Managing The Stock Charts Q3,VM Cap Chart Local 309 page 24 09/03/2017

£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

17

Sta

nle

y P

ea

rce

Ho

use

24

Se

lby C

lose

92

Dale

Valle

y R

oa

d

1 C

inn

am

on

Lan

e

18

Belm

on

t Co

urt

22

Sim

mo

nd

s C

los

e

7 C

yn

thia

Ho

us

e

31

Baite

r Gard

en

s

16

Pe

el C

lose

10

Cyn

thia

Ho

use

48

Ph

yld

on

Clo

se

6 P

hyld

on

Clo

se

1 B

elm

on

t Co

urt

24

Cin

nam

on

La

ne

16

Bo

b H

an

n C

lose

Am

ou

nt

Capability Chart - PHP Local 309a - Void Costs (SHELTERED ONLY) 1/10/16-31/12/16

Responsible Manager


Comments

Conditions of the properties becoming void have resulted in high void costs, with the main reason being smoking damage, where the rooms have had to be sealed and fully redecorated.

average

XL - Managing The Stock Charts Q3,VM Cap Chart Local 309a page 25 09/03/2017

0

50

100

150

200

250

300

350

400

450

59 TR

INID

AD

HO

USE

22 H

ILLBO

UR

NE R

OA

D

110 D

ALE C

LOSE

80 B

OY

D R

OA

D

15 STA

NFIELD

RO

AD

15 STA

NFIELD

RO

AD

26 H

INC

HLIFFE C

LOSE

79B

KIN

G JO

HN

AV

ENU

E

15 D

AN

ECO

UR

T CLO

SE

21 R

OD

NEY

CO

UR

T

44 STER

TE CO

UR

T

62 SELB

Y C

LOSE

76 B

OY

D R

OA

D

5 EAST Q

UA

Y R

OA

D

10 FR

ASER

RO

AD

64 EA

ST STREET

24 W

AV

ELL AV

ENU

E

24 C

OLES G

AR

DEN

S

53 STER

TE CO

UR

T

23 B

OY

D R

OA

D

2 DA

NEC

OU

RT C

LOSE

2A W

OR

RELL D

RIV

E

57 R

OD

NEY

CO

UR

T

27 SK

INN

ER STR

EET

4 CLEEV

ES CLO

SE

50 C

YN

THIA

CLO

SE

43 D

RA

KE C

OU

RT

50 SO

PER

S LAN

E

56 G

REN

VILLE C

OU

RT

45 D

ALE C

LOSE

55 R

ALP

H JESSO

P C

OU

RT

16 LA

KE D

RIV

E

20 JO

HN

STON

RO

AD

4 MO

NK

S WA

Y

3 CY

NTH

IA H

OU

SE

42 C

HR

ISTOP

HER

CR

ESCEN

T

18 H

ERB

ERT C

OU

RT

10 M

IDD

LEBER

E CR

ESCEN

T

4 TUR

BA

RY

CLO

SE

86 W

ILLOW

PA

RK

100

KN

OW

LTON

RO

AD

19 O

LD O

RC

HA

RD

50 SO

PER

S LAN

E

32 N

OR

THM

ERE R

OA

D

102 TR

INID

AD

HO

USE

66 C

YN

THIA

CLO

SE

4 HA

WK

INS R

OA

D

35 SIM

MO

ND

S CLO

SE

276 B

OU

RN

EMO

UTH

RO

AD

455

WA

LLISDO

WN

RO

AD

25 K

ENY

ON

RO

AD

Day

s

Case Numbers

Capability Chart - Durations of Major Adaptations Completed 1/4-31/12/16

Responsible Manager

Kieren Johnson - Housing Support Manager

Comments The peaks shown are, as expected, level access shower installations - this is due to the continued high demand and waiting list for these.

average

XL - Strong & Sustainable Communities Charts Q3 page 26 09/03/2017

XL - Strong & Sustainable Communities Charts Q3,ASB Local 60a page 27 09/03/2017

20

23

11 12

16

19

16

10

13

7

14/15 15/16 apr may jun jul aug sep oct nov dec jan feb mar

All ASB

Responsible Manager

Jo Mare - Housing Manager

Criteria Used

Reported non-cumulatively

Comments The total number of new cases in this quarter is 30, whereas for this same period last year 55 cases

were opened, indicating the ongoing effect of triage and case management.

PHP LOCAL 60a - Number of New ASB Cases

ANTI-SOCIAL BEHAVIOR (a Customer Care indicator)

BENCHMARKING


(acc

ura

te d

ata

no

t a

vaila

ble

)

(mo

nth

ly a

vera

ge)

XL - Strong & Sustainable Communities Charts Q3,ASB Local 151 page 28 09/03/2017

23

15

9

31

16 15

26

44

26

18

14/15 15/16 apr may jun jul aug sep oct nov dec jan feb mar

All ASB

Responsible Manager


Criteria Used

Reported non-cumulatively

Comments For the same period last year there were 63 cases and for this 3rd quarter the total is 88, showing that the triage and case management process is having an effect.

PHP LOCAL 151 - Number of ASB Cases Closed

ANTI-SOCIAL BEHAVIOR (a Customer Care indicator)

BENCHMARKING


(new

fo

r 1

5/1

6)

0

100

200

300

400

500

600

700

800

11

84

6

11

87

6

11

90

5

12

03

0

12

32

8

12

42

6

12

47

1

12

65

5

12

83

4

12

89

2

12

91

8

12

99

8

13

15

3

13

18

5

13

20

2

13

21

4

13

28

6

13

31

2

13

33

8

13

35

4

13

36

9

13

38

8

13

39

8

13

44

8

13

46

1

13

46

5

13

48

2

13

51

0

13

51

3

13

53

3

13

58

9

13

59

2

13

63

9

13

69

1

Day

s

Case Numbers

Local 60N Capability Chart - Durations of ASB Cases Closed 1/10-31/12/16

Responsible Manager


Comments The 'normal variation' for Q3 is 175-310 approx days. 36% were above the average duration. This new way of presenting and interpreting data should allow teams to focus on exceptional cases. The new process is starting to reduce case open times and we will monitor that this filters through to the overall picture (data shown is sorted by case closure date). Very old cases have been excuded here.

average

XL - Strong & Sustainable Communities Charts Q3 page 29 09/03/2017

XL - Strong & Sustainable Communities Charts Q3,TS Local 62 page 30 09/03/2017

98.0%

96.0%

94.7%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

2014/15

2015/16

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% within 8 weeks

Mo

nth

Ten

an

cy C

om

men

ced

Responsible Manager

Sue Howes - Housing Manager

Criteria Used

Reported monthly on a non-cumulative basis, General Needs properties only (including Mutual Exchanges)

Figures are for visits due from signups for a particular

month and are a snapshot of that month AND the previous month

Comments Based on 23 visits (for the latest available two months - October and November). It is important to carry out these visits to ensure new tenants have settled in.

PHP LOCAL 62 - % of new GENERAL NEEDS tenant visits completed within 8 weeks

TENANCY SUSTAINMENT (a Customer Care indicator)

BENCHMARKING


(average monthly figure)

(average monthly figure)

XL - Strong & Sustainable Communities Charts Q3,TS Local 62a page 31 09/03/2017

61.0%

100.0%

93.0%

70.0%

86.0%

71.0%

67.0%

2014/15

2015/16

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

% within 4 weeks

Responsible Manager

Kieren Johnson - Housing Support Manager

Criteria Used

Reported quarterly, by area/overall on a NON-cumulative basis, shown as a %.

Comments Five targets were missed during October-December due to residents cancelling visits or being hospitalised.

PHP LOCAL 62a - % of New Tenant Visits (Sheltered) Within 4-week Target


BENCHMARKING


(indicator has changed for 16/17)

(not available)


29

18

21

23

37

35

25

23

33

28

0 5 10 15 20 25 30 35 40

No of TRVs completed

Responsible Manager


Criteria Used

Reported monthly on a non-cumulative basis

Comments The TRVs (tenancy review visits) allow us to pro-actively ensure that tenants are coping, to arrange support where needed, and action any tenancy breaches. December shows a lower number of visits, due to the Christmas period.

PHP LOCAL 64 - General Needs TRVs Completed Each Month


BENCHMARKING


(new for 15/16)

XL - Strong & Sustainable Communities Charts Q3,TS Local 64a page 33 09/03/2017

13

25

77

75

93

57

79

108

63

0 10 20 30 40 50 60 70 80 90 100 110 120

No of TRVs completed

Responsible Manager

Kieren Johnson - Support Manager

Criteria Used

Reported monthly on a non-cumulative basis

Comments Due to pressures in delivering the successful Trinidad project the team is behind in completing annual TRVs. A specific project to book all outstanding appointments is underway.

PHP LOCAL 64a - % Sheltered Programmed TRVs completed by month (annual programme)


BENCHMARKING


(new for 16/17)


CAPITAL PROGRAMME

Responsible Manager


Criteria Used

Reported at end of each quarter, on a snapshot basis

Comments

PHP started using introductory tenancies from 1st April 2016 for all new tenants (transferring tenants and mutual exchanging tenants retain secure tenancies).

PHP LOCAL 506 - Total No. of Introductory Tenancies (and nos ended prior to conversion to secure)


80

109

0

3

0 20 40 60 80 100 120

2014/15

2015/16

Q1

Q2

Q3

Q4

Current intro tenancies

Intro tenancies ended

BENCHMARKING


(new for 16/17)

XL - Strong & Sustainable Communities Charts Q3,RI Local 35 page 35 09/03/2017

158

160

161

162

167

185

185

174

0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200

No of Residents

Responsible Manager

Gail Percival - Estate Services Manager

Criteria Used

Reported monthly as a snapshot at the end of each month

Comments The number of involved residents remains broadly consistent.

PHP Local 35 - Number of residents involved in tenant participation at the end of the period

RESIDENT INVOLVEMENT (a Customer Care indicator)

BENCHMARKING

PHP are looking to develop benchmarking in the future against partnership organisations

within the ALMO sector

(previous years' numbers are not comparable)

Mark Jones - - Working with residents to deliver quality … 15 PHP Local 305 Average cost of...

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