mark jones - - working with residents to deliver quality … 2 php local 145a/b/c % satisfaction...

(includes all performance indicators up to the end of 31/3/2016)

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.

New for 2015/6 - reports are now split into three ‘themes’ each with a dashboard

page summarising selected key indicators, some new ‘capability’ charts which help to

explain performance for certain indicators together with the usual bar graphs for

each area.

Section Content

A. Reports Key

B. Key to Capability Charts

C. Report Index

D. Adding Value Theme Overview

o Individual PI graphs (pages 1-12)

E. Managing The Stock Theme Overview


F. Strong and Sustainable Communities Theme Overview


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 Q4 (against 1415 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 145a/b/c % satisfaction with handling of complaints

Page 3 PHP Local 33 % of residents letters answered within 10 working days

Page 4 PHP Local 73 % of visitors to reception seen within 5 minutes of their appointment

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

Financial InclusionPage 6 PHP Local 152 Number of Finance checks completed

Page 7 PHP Local 153 Total Annual Benefit Gain identified

Financial ManagementPage 8 PHP Local 84 The percentage of invoices for commercial goods and services that were paid by PHP

within 30 days of such invoices being received by PHPGovernancePage 9 PHP Local 47 % of Board Members attendance at meetings

Income ManagementPage 10 PHP Local 85 Proportion of rent collected (ex BVPI 66a)

Page 11 PHP Local 86 Proportion of current tenants with more than 7 weeks arrears

Information Technologynew Page 12 PHP Local 158/406 Number of Website Visits/No of Facebook 'likes'

MANAGING THE STOCK THEMECapital Programme

Page 13 PHP Local 307 % of properties decent

Planned Maintenance and Health & Safety Page 14 PHP Local 92 Avg SAP rating of LA dwelling

Page 15 PHP Local 24 Number of properties where gas servicing not taken place

new Page 16 PHP Local 300b % of communal areas where asbestos review surveys overdue

new Page 17 PHP Local 301 % of communal legionella assessments completed

new Page 18 PHP Local 302 % of dwellings with a current electrical test certificate

new Page 19 PHP Local 303 % of communal areas with a current specific Fire Risk Assessment

Response RepairsPage 20 PHP Local 305 Average cost of Spectrum Property Care works

n/a Page 21 PHP Local 305a Variation for Spectrum Property Care response repair costs (capability chart)

n/a Page 22 PHP Local 306 No of Response Repairs (completed)

Page 23 PHP Local 22 % response repairs completed on 1st visit

Voids ManagementPage 24 PHP Local 3 Avg relet time for LA dwellings (cal days)

n/a Page 25 PHP Local 308 Normal variation for relet times - ALL (capability chart)

new Page 26 PHP Local 10a Avg cost of void work - GN

new Page 27 PHP Local 10b Avg cost of void work - SH

n/a Page 28 PHP Local 309 Normal variation void costs - GN (capability chart)

n/a Page 29 PHP Local 309a Normal variation void costs - SH (capability chart)

STRONG AND SUSTAINABLE COMMUNITIES THEMEASB

n/a Page 30 PHP Local 60a Number of new ASB cases (all)

n/a Page 31 PHP Local 151 Number of ASB cases closed (all)

n/a Page 32 PHP Local 60n Normal variation for ASB case to be opened (capability chart)

Estate Managementnew Page 33 PHP Local 501 % estates graded

new Page 34 PHP Local 501a % estates achieving 'A' or 'B' grades

Housing ManagementPage 35 PHP Local 62 # & % NTV (GN) within 8 week target

Page 36 PHP Local 62a # & % NTV (Sheltered) within 8 week target (all areas)

new Page 37 PHP Local 64 Total number of TRVs completed each month

Resident Involvementnew Page 38 PHP Local 35 # involved residents

Supporting the most vulnerablenew Page 39 PHP Local 503 Number of volunteers

Page 40 PHP Local 503d Number residents moved via Under-occupation Project

C

KPI Dashboard - Adding Value

Reporting Period Q4 - 2015/6 (last updated on 23/5/16)

Access and Customer Care Timescale 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of complaints received quarter 42 No target 9 18 12 4 43 14/15 is yearly total-Actual is yearly total

Number of compliments received quarter NEW No target 51 45 44 78 218 NEW 14/15 is yearly total-Actual is yearly total

% Visitors to reception seen within 5 minutes of their appointment quarterly average 92.1% No target 85.1% 91.3% 97.1% 90.0% 90.9% 14/15 is yearly average- Actual is yearly average

% of residents letters answered within 10 working days (all teams) quarterly average 96.8% No target 98.0% 94.3% 92.3% 85.0% 92.4% 14/15 is yearly average- Actual is yearly average

Capacity 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of working days lost due to sickness absence last 12 months 8.3 8.5 8.6 8.7 7.4 7.0 7.0 14/15 is yearly total-Actual is quarterly (cumulative) - quarterly figures are for the previous 12 months (rolling basis)

Financial Inclusion 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of Finance checks completed quarter 89 No target 135 192 142 115 584 14/15 is average number per quarter-Actual is yearly total

Total savings / gains identified via finance checks quarter £206,312 No target £237,097 £341,746 £354,441 £186,791 £1,120,07514/15 is average amount per quarter-Actual is yearly total

Annual Income Before / After quarter NEW No target £12,158-£16,178 £13,087-£17,290 £5,084-£10,666 £10,903-15,742 £10,308-14,969 NEW Actual shows yearly averages

Number of residents receiving MMS service quarter NEW No target 7 3 0 4 14 NEW Actual shows yearly totals

Financial Management 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

% of invoices for commercial goods/services paid within 30 days of receipt quarterly average 92.1% 95.0% 90.7% 94.1% 93.4% 91.5% 92.4% 14/15 is yearly average- Actual is yearly average

Governance 14/15 Target Q1 Q2 Q3 Q4 Actual Trend

% of Board members attendance at meetings quarter 73% 77% 77% 63% 77% 69.0% 71.5% 14/15 is yearly average- Actual is yearly average

Income Management 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Proportion of rent collected cumulative 99.0% 99% 97.6% 97.9% 98.4% 98.9% 99.1% 14/15 and Target are end-of-year position-Actual is end-of-quarter (trend compares same quarter this year & last)

Rent arrears as % of rent debit cumulative 0.81% 2% 1.23% 1.54% 1.29% 1.22% 1.2% 14/15 and Target are end-of-year position-Actual is end-of-quarter

Proportion of current tenants with more than 7 weeks arrears cumulative 2.6% 4% 2.4% 2.7% 2.2% 2.3% 2.3% 14/15 and Target are end-of-year position-Actual is end-of-quarter

LA rent collection and arrears: number of current tenants evicted re: rent arrears. cumulative 9 No target 2 4 5 6 6 14/15 is end-of-year position-Actual is end-of-quarter

% of ALL tenants & leaseholders paying by a scheduled method. quarter-end 53.0% No target 53.4% 54.1% 54.3% 53.7% 53.7% 14/15 is end-of-year position-Actual is end-of-quarter

% rent lost through dwellings becoming vacant cumulative 1.00% 1% 0.27% 0.35% 0.38% 0.39% 0.39% 14/15 and Target are end-of-year position-Actual is end-of-quarter

Information Technology 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of Website Visits per month quarterly average 5,587 No target 6,100 6,573 4,535 4,933 5,547 Actual shows current yearly average

Number of Facebook 'likes' per month quarter-end NEW No target 339 389 427 457 457 NEW Actual shows end-of-quarter number

Comments:

Trends shown compare end of year against 14/15 actual.

\\Artemis\php\Team Information\Performance and Communication\Performance and Improvement\Performance & Improvement Team\PI Book Stuff\Quarterly Book\XL - Adding Value Charts Q4XL - Adding Value Charts Q4

XL - Adding Value Charts Q4,ACC Local 30a page 1 27/05/2016

35

42

9

18

12

4

2013/14

2014/15

Q1

Q2

Q3

Q4

0 5 10 15 20 25 30 35 40 45

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 4 complaints received during Q4, only one 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. We received a total of 43 complaints during 2015/16.

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 Q4,ACC Local 145 a-c page 2 27/05/2016

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013/14 2014/15 Q1 Q2 Q3 Q4

100% 100% 100% 100% 100%

54

% 62

%

54

%

54

%

54

%

31

%

50

%

45

%

46

%

46

%

Responded within timescale? Felt complaint fully investigated? Given full explanation re outcome?

Responsible Manager

Janet Read - Policy and Performance Manager

Criteria Used

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

amount

PHP LOCAL 154 - % of Types of New Benefits Identified

FINANCIAL INCLUSION (a Customer Care indicator)

Responsible Manager


Criteria Used

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

(telephone surveys)

Comments Based on 13 survey responses after Q4 (although no surveys were carried out in Q3/4).

PHP LOCAL 145 a-c % Satisfaction with the Handling of Complaints

ACCESS & CUSTOMER CARE (a Customer Care indicator


(new

qu

esti

on

s fo

r 2

01

4/1

5)

2013/4 - TOP QUARTILE

2014/5 - BOTTOM QUARTILE

2015/6 - BOTTOM QUARTILE

XL - Adding Value Charts Q4,ACC Local 33 page 3 27/05/2016

97.3%

96.0%

94.0%

100.0%

100.0%

94.0%

96.0%

93.0%

100.0%

94.0%

83.0%

86.0%

88.0%

81.0%

2013/14

2014/15

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

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

% answered within 10 working days

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 January-March 7 letters out of 54 were not answered on time.

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 Q4,ACC Local 73 page 4 27/05/2016

93.7%

92.1%

78.9%

93.1%

83.3%

91.3%

90.0%

92.6%

94.3%

97.1%

100.0%

92.9%

87.0%

90.0%

2013/14

2014/15

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

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

% seen within 5 minutes

Responsible Manager


Criteria Used


Comments This is an important indicator of customer care. Only 7 'late' appointments for January to March. Most of these were only missed by a couple of minutes but all are followed up. This indicator is now being 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 Q4,CY Local 37 37a page 5 27/05/2016

4.14

2.83

3.72

3.5

2.77

2.92

1.54

2.83

1.1

1.18

1.37

1.4

2.76

2.83

3.77

4.02

3.24

2.71

2014/15

Target15/16

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 Q4's figure is based on 119 staff and shows a positive trend. Short-term sickness represented 41% of total sickness.

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

(8.44 total)

(8.50)

(8.59)

(8.70)

(7.38)

(7.04)


XL - Adding Value Charts Q4,FI Local 152 page 6 27/05/2016

117

89

135

191

141

115

2013/14

2014/15

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 There was an unusual 'spike' in the number of checks during the second quarter, however Q3 and Q4 are showing a return to more normal levels. 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


BENCHMARKING


(quarterly average)

(quarterly average)

XL - Adding Value Charts Q4,FI Local 153 page 7 27/05/2016

£236,931

£206,312

£237,097

£341,746

£354,441

£186,791

2013/14

2014/15

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 doing form-filling, mandatory reconciliations and assisting with benefit appeals. During Q4 the team found they were finding more and more complex scenarios necessitating repeat visits to clients.

PHP LOCAL 153 - Total Benefit Identified


BENCHMARKING


(quarterly average)

(quarterly average)

XL - Adding Value Charts Q4,FM Local 84 page 8 27/05/2016

89.1%

92.1%

94.0%

87.3%

90.9%

93.7%

92.0%

96.7%

93.4%

94.8%

92.1%

87.0%

94.8%

92.6%

2013/14

2014/15

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

Su Spence - Director of Finance and Resources

Criteria Used


Comments The use of paper invoices means that the flow of invoices through the organisation sometimes takes longer than it should. Work is ongoing to streamline the process and meet the 95% best practice target regularly. Government expectation is that organisations pay 95% of invoices within 30 days, in order to support cashflow within small and medium enterprises. We agree with this target as we focus on paying promptly and expect top performance from our contractors.

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 Q4,GV Local 47 page 9 27/05/2016

76%

77%

77%

63%

77%

69%

2014/15

Target15/16

Q1

Q2

Q3

Q4

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

Attendance %

Responsible Manager


Criteria Used

Reported quarterly, on a NON-cumulative basis, shown as a %.

Comments There has been a slight dip in Q4 due to sickness. We are confident that attendance will return to target level.

PHP LOCAL 47 - of Board Members attendance at meetings

GOVERNANCE (a Value For Money indicator)

(quarterly average) BENCHMARKING


XL - Adding Value Charts Q4,IM Local 85 (annual) page 10 27/05/2016

98.95%

98.50%

99.13%

2014/15

Target15/16

2015/16

90% 91% 92% 93% 94% 95% 96% 97% 98% 99% 100%

% of rent collected

Responsible Manager

Robert Chedzoy - Income Manager

Criteria Used

Reported annually, on a cumulative basis, shown as a % (Hostels are excluded)

Comments

Another year of strong performance. With the rollout of welfare reform, including the first wave of Universal Credit cases, we anticipated a slight drop in income. However, this has not transpired to be the case.

PHP Local 85 - Proportion of rent collected (ex BVPI66a)

INCOME MANAGEMENT (a Value For Money indicator)

HOUSEMARK ALMO PI CLUB ANNUAL BENCHMARKING





XL - Adding Value Charts Q4,IM Local 86 page 11 27/05/2016

2.6%

4.0%

2.2%

2.3%

2.4%

2.8%

2.8%

2.7%

2.9%

2.8%

2.2%

2.6%

2.4%

1.9%

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0%

% 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 A lot of work has gone in on these high level arrears cases and this is evidenced by the strong performance.

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 Q4,IT Local 158,406 page 12 27/05/2016

CAPITAL PROGRAMME

Responsible Manager

Su Spence - Director of Finance and Resources

Criteria Used

Reported monthly, on a NON-cumulative basis

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

Comments

This is the first year of monitoring website data and should provide benchmarking data for future years. Use of the website is part of the channel shift approach to ensure we provide information quickly and in the right format. This is a key development to provide greater choice for all of our customers.

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

INFORMATION TECHNOLOGY (a Customer Care indicator)

6,080

5,870

6,349

6,781

6,364

6,425

5,019

5,116

3,471

5,179

4,972

4,933

270

333

339

359

285

389

394

413

427

434

443

457

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000

2013/14

2014/15

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

Hits

'Likes'

BENCHMARKING


(not fully recorded prior to 2015/16)

KPI Dashboard - Managing the Stock


Planned Maintenance and Health & Safety Timescale 14/15 Target Q1 Q2 Q3 Q4 Actual Trend

Avg SAP rating of LA dwelling quarter-end 73.07 74 73.16 73.34 73.41 73.46 73.46

Number of properties where gas servicing not taken place quarter-end 0 0 0 0 0 0 0

% of dwellings with a current electrical test certificate quarter-end new 1 82.8% 84.1% 85.0% 94.0% 94.0%

% of communal areas where asbestos review surveys overdue quarter-end new new 83.0% 91.0% 91.0% 96.0% 96.0%

No of remedial asbestos actions overdue for completion quarter-end new new 0 0 0 0 0

% of communal legionella assessments completed quarter-end new new 43.6% 43.6% 44.0% 44.0% 44.0%

% of communal areas with a current specific FRA quarter-end new 1 28.0% 35.0% 38.0% 97.3% 97.3%

Response Repairs 14/15 Target Q1 Q2 Q3 Q4 Actual Trend

Average cost of SPC works quarterly average £76.15 £75.00 £78.64 £76.23 £77.07 £72.77 £76.20

No of Response Repairs (completed) quarterly average 904 904 776 704 806 807 773

% response repairs where PHP made and kept appointmentsquarterly average 99.8% 99.5% 99.0% 99.1% 99.6% 99.4% 99.3%

% Tenant satisfaction with quality of repairsquarterly average 94.0% 95.0% 95.0% 94.7% 97.3% 95.0% 95.5%

% emergency repairs completed on timequarterly average 99.5% 99.2% 100.0% 99.9% 99.5% 100.0% 99.9%

% urgent repairs completed on timequarterly average 99.0% 99.1% 98.8% 99.1% 100.0% 96.5% 98.6%

% routine repairs completed on timequarterly average 97.4% 99.0% 99.0% 99.2% 100.0% 99.5% 99.4%

% response repairs completed on 1st visit quarterly average 92.0% 93.0% 92.3% 94.6% 92.9% 92.9% 93.3%

Capital Programme 14/15 Target Q1 Q2 Q3 Q4 Actual Trend

% of properties decent quarter-end (target is year-end) 100% 100.0% 86.7% 90.8% 92.5% 100.0% 100.0%

% garages let at end of each month quarter-end 85% 85.2% 85.0% 87.7% 89.1% 89.3% 89.3%

Voids Management 14/15 Target Q1 Q2 Q3 Q4 Actual Trend

Avg relet time for LA dwellings (cal days) quarter-end (cumulative) 16.2 No target 32.8 29.6 28.5 23.3 29.6

Comments:


Notes:1

2

3

4

5

6

7 New reporting methodology

Will hold target for 16/17

All properities have been tested, certificates

New contract let 1/4/16

Will be at 100% by end Q1, 16/17

Response repair contract is set at 99.3%

This is a process issue, currently

\\Artemis\php\Team Information\Performance and Communication\Performance and Improvement\Performance & Improvement Team\PI Book Stuff\Quarterly Book\XL - Managing The Stock Charts Q4XL - Managing The Stock Charts Q4

XL - Managing The Stock Charts Q4,CP - PHP Local 307 page 13 27/05/2016

100.0%

100.0%

83.5%

84.9%

86.7%

88.8%

90.5%

90.8%

91.4%

92.5%

92.5%

94.2%

95.2%

100.0%

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 2016.

PHP Local 307 - % of Properties Decent

CAPITAL PROGRAMME (a Value For Money indicator)


(to be met by 31/3/2016)

(new for 15/16)


XL - Managing The Stock Charts Q4,PMHS Local 92 page 14 27/05/2016

73.07

74.00

73.10

73.11

73.16

73.25

73.31

73.34

73.36

73.36

73.41

73.41

73.43

73.46

2014/15

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

SAP Rating (2009 scale)

Responsible Manager

David Hood - Building Surveyor

Criteria Used

Reported quarterly, expressed as a number

Comments Our stock condition database (SAP) rating has now stabilised at 73.46. We expect the score to reduce slightly when we go live with Keystone and move to SAP 2012. SAP 2012 will give those properties with electric heating a lower score. We have approx. 60 properties with a rating of D (55-68) or lower. Many of these are partially as a result of tenant refusals, electrically-heated or top floor flats with little, no or unknown insulation at roof level.

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 31/3/16 )






2014/15

Target 15/16

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 35 months 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 15/16)



2012/13 - MID/BOTTOM QUARTILE


XL - Managing The Stock Charts Q4,PMHS Local 300b page 16 27/05/2016

83%

91%

91%

96%

2013/14

2014/15

Q1

Q2

Q3

Q4

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

% of properties overdue

Responsible Manager


Criteria Used

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

Comments All communal blocks are regularly inspected and any maintenance issues reported. Unfortunately these are not currently recorded and therefore processes have been developed to capture this information. A new programme to inspect all blocks starting April 2016 will ensure all blocks are recorded by the end of June 2016.

PHP LOCAL 300b - % of communal areas where asbestos review surveys overdue


BENCHMARKING


( new indicator for 15/16)


43.6%

43.6%

44.0%

44.0%

2013/14

2014/15

Q1

Q2

Q3

Q4

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

% of assessments completed

Responsible Manager


Criteria Used


Comments We have now joined the Borough of Poole's contract (from 1st April 2016). Until this date, 100% of blocks were being inspected until all risk assessments completed. With the new contract now in place, we aim to be fully compliant within the financial year (16/17).

PHP LOCAL 301 - % of communal legionella assessments completed


BENCHMARKING




82.8%

84.1%

85.0%

94.0%

2013/14

2014/15

Q1

Q2

Q3

Q4

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

% of dwellings

Responsible Manager


Criteria Used


Comments This is part of an ongoing programme, with the target being to complete all testing by the end of the financial year. The bulk of the 6% left, without current certificates, were re-wired between 2006-2011, but unfortunately certificates cannot be found on our system. These would have a 10 year lifespan before requiring inspection.

PHP LOCAL 302 - % of dwellings with a current electrical test certificate


BENCHMARKING




28%

35%

38%

97%

2013/14

2014/15

Q1

Q2

Q3

Q4

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

% of communal areas

Responsible Manager


Criteria Used


Comments Having completed generic fire risk assessments for all communal areas, PHP have now focussed on completing specific FRAs. This is a new target, focussed on the more complex buildings first. The target for the completion of 100% of communal areas was the end of Q4. All surveys are now complete however, and we are just awaiting reports for the 6 outstanding blocks.

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


BENCHMARKING



XL - Managing The Stock Charts Q4,RR Local 305 page 20 27/05/2016

76.15

75

76.28

78.67

80.96

79.34

70.49

78.85

82.36

72.2

76.64

73.32

75.1

69.89

£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. By the end of the year we are only slightly above target value, and 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)

(new for 2014/15) BENCHMARKING


£0

£100

£200

£300

£400

£500

£600

£700

62

2 5

81

62

8 0

41

62

8 5

57

62

8 7

28

62

8 8

39

62

8 9

12

62

8 9

89

62

9 0

58

62

9 1

21

62

9 2

39

62

9 3

04

62

9 3

38

62

9 4

27

62

9 6

14

62

9 6

76

62

9 7

20

62

9 8

21

62

9 8

40

62

9 8

60

62

9 8

76

62

9 8

97

62

9 9

19

62

9 9

41

62

9 9

67

63

0 0

01

63

0 0

39

63

0 0

65

63

0 0

88

63

0 1

32

63

0 1

66

63

0 2

14

63

0 2

53

63

0 2

75

63

0 3

01

63

0 3

29

63

0 3

50

63

0 3

81

63

0 4

21

63

0 4

59

63

0 4

77

63

0 4

92

63

0 5

29

63

0 5

67

63

0 5

97

63

0 6

31

63

0 6

52

63

0 6

70

63

0 6

87

63

0 7

17

63

0 7

52

63

0 7

86

63

0 8

27

63

0 8

46

63

0 8

95

63

0 9

27

63

0 9

51

63

1 0

00

63

1 0

28

63

1 0

61

63

1 0

98

63

1 1

40

63

1 1

97

63

1 2

19

63

1 2

49

63

1 2

72

63

1 3

14

63

1 3

97

63

1 4

38

63

1 4

65

63

1 5

03

63

1 5

22

63

1 5

56

63

1 6

20

63

1 6

98

63

1 7

82

63

1 8

64

63

2 0

15

63

2 1

26

63

2 2

96

63

2 4

09

63

2 6

04

63

2 7

04

63

2 7

89

63

3 0

40

63

3 3

15

63

3 8

95

63

5 5

60

Repair Numbers

Capability Chart - PHP Local 305a - Response Repair Costs (ALL) 1/1-31/3/16

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-£255, whilst the average is £69 for Q4. High value orders have been determined to be warranted, but will continue to inform planned programmes as necessary.

upper control limit

average

XL - Managing The Stock Charts Q4 page 21 27/05/2016


904

904

810

713

805

637

734

742

788

873

758

871

798

751

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

No of Repairs

Responsible Manager


Criteria Used


basis (reported with a time-lag to enable accurate reporting)

Comments The average 14/15 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)


92.0%

93.0%

90.8%

93.1%

93.1%

94.1%

96.0%

93.7%

94.2%

93.8%

90.7%

92.8%

94.0%

92.0%

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




(end-of-year average performance was above target, at 93.2%)

XL - Managing The Stock Charts Q4,VM Local 3 page 24 27/05/2016

16.0

0.0

32.4

31.4

32.8

29.1

27.2

29.6

29.8

29.5

28.5

27.6

24.3

23.3

0 5 10 15 20 25 30 35

No. of Calendar Days

Responsible Manager

Gisele Hattam - Voids Manager

BENCHMARKING

Criteria Used

Reported monthly, on a cumulative basis,

shown in calendar days

Comments Based on 244 relets after Q4. The relet time has reduced since Q3, but there are still relets with significantly longer than average durations. The main reasons for these were problematic nominations/hard-to-let properties. Other delays were attributed to flea and rat infestations and for a higher than normal number of properties needing various works before they could be re-let. The average relet time should continue to reduce with the new void process now in place.

PHP LOCAL 3 - Average relet time for Local Authority dwellings

VOIDS MANAGEMENT (a Value For Money indicator)

Currently there are no benchmarking figures available

0

10

20

30

40

50

60

70

80

90

26

B A

RN

E AV

ENU

E

27 B

AITER

GA

RD

ENS

60

BO

YD

RO

AD

33

CIN

NA

MO

N LA

NE

40

CY

NTH

IA C

LOSE

50

CY

NTH

IA C

LOSE

3 C

YN

THIA

HO

USE

118

DA

LE CLO

SE

1 D

AV

IS CO

UR

T

21

8 EG

MO

NT

RO

AD

3 B

ELMO

NT C

OU

RT

10

GO

RT R

OA

D

12

7A

HER

BER

T AV

ENU

E

18 H

ERB

ERT C

OU

RT

25

HER

BER

T CO

UR

T

19

2 JU

NC

TION

RO

AD

63

NELSO

N C

OU

RT

62

LIBR

AR

Y R

OA

D

33

MILB

OR

NE C

RESC

ENT

94 M

ILLFIELD

18

MILN

E RO

AD

74

NO

RTH

MER

E DR

IVE

74

OLD

FAR

M R

OA

D

22

PH

YLD

ON

CLO

SE

53

PH

YLD

ON

CLO

SE

55 P

HY

LDO

N C

LOSE

28

PO

TTERY

RO

AD

13

3 R

OSSM

OR

E RO

AD

79

TR

INID

AD

HO

USE

88

TR

INID

AD

HO

USE

22

SELKIR

K C

LOSE

3 SIMM

ON

DS C

LOSE

54

SIMM

ON

DS C

LOSE

65

SIMM

ON

DS C

LOSE

27

SKIN

NER

STR

EET

5 G

REN

VILLE C

OU

RT

23

GR

ENV

ILLE CO

UR

T

7 SOU

TH H

AV

EN C

LOSE

64 STA

NFIELD

CLO

SE

9B

WH

AR

F CLO

SE

11

RA

LPH

JESSOP

CO

UR

T

33

RA

LPH

JESSOP

CO

UR

T

23

BA

ITER G

AR

DEN

S

76

BO

YD

RO

AD

2 CIN

NA

MO

N LA

NE

37

CLA

REN

DO

N R

OA

D

38

DA

LE CLO

SE

42

DA

LE CLO

SE

72

FITZWO

RTH

AV

ENU

E

34

FRO

BISH

ER A

VEN

UE

4A H

OB

BS R

OA

D

24

LEGIO

N C

LOSE

11

3 P

UD

DLETO

WN

CR

ESCEN

T

7 R

ALEIG

H R

OA

D

39

RO

SEMA

RY

RO

AD

17

BO

B H

AN

N C

LOSE

41 SK

INN

ER STR

EET

20

WO

RB

AR

RO

W G

AR

DEN

S

Day

s Capability Chart - PHP LOCAL 308 - Relet Times (ALL)

(Period: Jan to Mar 2016)

Responsible Manager

Gisele Hattam - Voids Officer

Comments Durations are monitored, particularly so with those exceptional voids above (and near to) the upper control limit. There were no re-occurring issues with the five longest relet time voids.

average

upper control limit


XL - Managing The Stock Charts Q4,VM Local 10a page 26 27/05/2016

£2,757

£2,544

£2,352

2014/15

Target 15/16

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. For consistency, and to ensure that the vast

majority of void repair items are included, costs are usually reported with a month time-lag.

Comments Based on 36 voids. Costs are well within budget.

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


BENCHMARKING


(NEW VOIDS PROCESS AND CALCULATION FOR 15/16)

XL - Managing The Stock Charts Q4,VM Local 10b page 27 27/05/2016

£930

£864

£873

2014/15

Target 15/16

apr

may

jun

jul

aug

sep

oct

nov

dec

jan

feb

mar

500 600 700 800 900 1000

Average Cost (£'s)

Responsible Manager


Criteria Used

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

period. For consistency, and to ensure that the vast

majority of void repair items are included, costs are usually reported with a month time-lag.

Comments Based on 46 voids. Costs are well within budget.

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


BENCHMARKING


(NEW VOIDS PROCESS AND CALCULATION FOR 15/16)

£0

£1,000

£2,000

£3,000

£4,000

£5,000

£6,000

£7,000

£8,000

£9,000

£10,000

20

Worb

arro

w G

ard

ens

37

Cla

rend

on R

oad

42

Dale

Clo

se

22

Se

lkirk

Clo

se

25

Herb

ert C

ou

rt

18

Miln

e R

oad

62

Lib

rary

Roa

d

19

2 J

un

ctio

n R

oa

d

38

Dale

Clo

se

23

Gre

nville

Cou

rt

74

North

mere

Driv

e

24

Le

gio

n C

lose

21

8 E

gm

ont R

oad

12

7a H

erb

ert A

ve

63

Nels

on C

ourt

72

Fitz

wo

rth A

ve

nue

7 R

ale

igh R

oad

39

Rosem

ary

Roa

d

33

Milb

orn

e C

rescen

t

10

Cole

s A

ve

nue

5 G

ren

ville

Court

18

Herb

ert C

ou

rt

7 S

ou

th H

aven C

lose

34

Fro

bis

her A

ve

nue

11

8 D

ale

Clo

se

10

Gort R

oad

9b

Wharf C

lose

Am

ou

nt

Capability Chart - PHP Local 309 - Void Costs (GN ONLY) (Period: Jan to Mar 2016)

Responsible Manager


Comments Costs are monitored, particularly so with those exceptional voids above (and near to) the upper control limit.

average

upper control limit


£0

£500

£1,000

£1,500

£2,000

£2,500

£3,000

£3,500

17

Bo

b H

ann C

lose

2 C

innam

on L

ane

64

Sta

nfie

ld C

lose

65

Sim

mond

s C

lose

3 B

elm

ont C

ourt

55

Ph

yld

on C

lose

94

Millfie

ld

33

Ralp

h J

essop

Cou

rt

40

Cynth

ia C

lose

23

Ba

iter G

ard

en

s

54

Sim

mond

s C

lose

60

Bo

yd

Roa

d

76

Bo

yd

Roa

d

3 C

yn

thia

Ho

use

53

Ph

yld

on C

lose

28

Po

ttery

Ro

ad

48

Ph

yld

on C

lose

44

Ph

yld

on C

lose

27

Skin

ne

r Stre

et

33

Cin

na

mon

Lan

e

9 S

elb

y C

lose

13

3 R

ossm

ore

Ro

ad

3 S

imm

onds C

lose

41

Skin

ne

r Stre

et

11

3 P

udd

leto

wn

Cre

sent

79

Trin

ida

d H

ouse

58

Ph

yld

on C

lose

55

Pu

ddle

tow

n C

rescen

t

30

Bo

b H

ann C

lose

27

Ba

iter G

ard

en

s

11

Cynth

ia H

ouse

25

Be

lmont C

ou

rt

3 B

elm

ont C

ourt

50

Hin

chliffe

Clo

se

15

Junctio

n ro

ad

Am

ou

nt

Capability Chart - PHP Local 309a - Void Costs (Sheltered only, Jan to Mar 2016)

Responsible Manager


Comments Costs are monitored, particularly so with those exceptional voids above (and near to) the upper control limit.

average

upper control limit


KPI Dashboard - Strong and Sustainable Communities


Resident Involvement Timescale 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of involved residents quarter-end 109 no target 108 114 114 113 113 14/15 is end of year position, actual is end of year also

ASB 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of new ASB cases (all)quarterly average n/a no target 22 21 18 18 20 NEW actual is monthly average for the YEAR

Number of new ASB cases (GN)quarterly average n/a no target 12 12 12 12 12 NEW actual is monthly average for the YEAR

Number of new ASB cases (SH)quarterly average n/a no target 8 4 3 2 4 NEW actual is monthly average for the YEAR

Number of ASB cases closed (all)quarterly average n/a no target 24 27 21 19 23 NEW actual is monthly average for the YEAR

Number of ASB cases closed (GN)quarterly average n/a no target 16 18 12 14 15 NEW actual is monthly average for the YEAR

Number of ASB cases closed (SH)quarterly average n/a no target 5 6 6 1 5 NEW actual is monthly average for the YEAR

Number of open ASB cases (all)quarter-end 181 no target 170 160 160 161 161 14/15 is end of year position, actual is end of year also

Number of open ASB cases (GN)quarter-end 124 no target 113 103 110 111 111 14/15 is end of year position, actual is end of year also

Number of open ASB cases (SH)quarter-end 30 no target 36 30 24 26 26 14/15 is end of year position, actual is end of year also

Adaptations 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Avg time to complete major adaptations (months) cumulative 2.2 no target 3.9 3.1 2.9 3.1 3.1 14/15 is end of year position, actual is end of year also

Counter Fraud 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Number of 'LIVE' tenancy fraud investigations quarter-end new no target 22 22 20 14 14 NEW actual is end of quarter position

Housing Management 14/15 Target Q1 Q2 Q3 Q4 Actual Trend Notes

Total number of GN TRVs completed (5 year rolling programme) quarter new No target 21 32 28 33 29 NEW actual is monthly average for the YEAR

Comments:

Performance across the suite of KPI's remains stable with few areas of deviation from the expected norm.


\\Artemis\php\Team Information\Performance and Communication\Performance and Improvement\Performance & Improvement Team\PI Book Stuff\Quarterly Book\XL - Strong & Sustainable Communities Charts Q4XL - Strong & Sustainable Communities Charts Q4

XL - Strong & Sustainable Communities Charts Q4,ASB Local 60 a page 30 27/05/2016

24

21

17

28

30

16

18

13

26

16

10

19

24

13/14 14/15 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 219 cases in total for the year, 53 of which were sheltered. Top 4 ASB case types in order were noise, verbal harassment, pets, garden condition.

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 Q4,ASB Local 151 page 31 27/05/2016

16

34

23

25

37

18

33

20

10

27

12

18

13/14 14/15 apr may jun jul aug sep oct nov dec jan feb mar

All ASB

Responsible Manager


Criteria Used

Reported non-cumulatively

Comments Main methods of resolving ASB cases during the year were by visiting perpetrator (16) and by suspended possession order (8).

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 15

4

11 25

0

11 75

7

11 80

7

11 99

2

12 15

5

12 23

7

12 29

9

12 33

6

12 44

0

12 48

8

12 48

9

12 49

3

12 52

4

12 52

6

12 56

6

12 61

9

12 64

9

12 68

3

12 68

4

12 75

2

12 77

5

12 80

9

12 81

3

12 81

9

12 82

0

12 82

7

12 83

5

12 83

8

12 83

9

12 84

5

12 84

7

12 85

8

12 86

2

12 87

2

12 87

9

12 88

2

12 89

4

12 90

4

12 90

5

12 91

1

12 92

9

12 93

0

12 94

3

12 95

1

12 95

2

12 95

3

12 96

0

12 97

6

12 98

5

12 99

1

12 99

2

12 99

8

13 00

3

13 00

6

13 01

0

13 01

3

13 06

4

Day

s

Case Numbers

Capability Chart - Durations of ASB Cases Closed (Between Jan and Mar 2016 )

Responsible Manager


Comments

The aim for the team is to prevent Anti Social Behaviour (ASB) or deal with it quickly when it occurs. The target is to close cases within 4 months (124 days).

average (146 days)

upper control level (234 days)

lower control level (57 days)

XL - Strong & Sustainable Communities Charts Q4 page 32 27/05/2016

XL - Strong & Sustainable Communities Charts Q4,EM Local 501 page 33 27/05/2016

100.0%

100.0%

2014/15

Target 15/16

2015/16

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

% of estates graded

Responsible Manager

Gail Percival - Estate Services Manager

Criteria Used

Grading is carried out annually in Aug/Sept each year

Comments The target of completing all gradings was met this year.

PHP Local 501 - % Estates Graded

ESTATE MANAGEMENT (a Customer Care indicator)



(new for 15/16)

XL - Strong & Sustainable Communities Charts Q4,EM Local 501a page 34 27/05/2016

85.0%

84.5%

2014/15

Target 15/16

2015/16

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

% of 'A' or 'B' Grades

Responsible Manager


Criteria Used

Grading is carried out annually in Aug/Sept each year

Grading is from A-D with 'A' being the

best grade

Comments Just under target for the year, with almost 85% of estates achieving the top two grades of either 'A' or 'B'.

PHP Local 501a - % Estates Achieving 'A' or 'B' Grades

ESTATE MANAGEMENT (a Customer Care indicator)



(new for 15/16)

XL - Strong & Sustainable Communities Charts Q4,HM Local 62 page 35 27/05/2016

92.1%

98.0%

100.0%

100.0%

100.0%

100.0%

95.0%

95.0%

95.0%

93.0%

92.0%

89.0%

100.0%

2013/14

2014/15

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 21 visits (for the latest available two months - January and February). 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

HOUSING MANAGEMENT (a Customer Care indicator)

BENCHMARKING


(average monthly figure)


XL - Strong & Sustainable Communities Charts Q4,HM Local 62a page 36 27/05/2016

94.6%

94.0%

100.0%

100.0%

100.0%

86.0%

100.0%

83.0%

80.0%

100.0%

100.0%

100.0%

100.0%

2013/14

2014/15

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

Responsible Manager

Kieren Johnson - Housing Support Manager

Criteria Used

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

Comments All recent visits carried out have been within target.

PHP LOCAL 62a - % of New Tenant Visits (Sheltered) Within 8-week Target


BENCHMARKING




(no visits)

XL - Strong & Sustainable Communities Charts Q4,HM Local 64 page 37 27/05/2016

18

21

23

37

35

25

23

33

28

34

39

26

0 5 10 15 20 25 30 35 40

No of TRVs completed

Responsible Manager

Sue Howes - Housing Manager

Criteria Used

Reported monthly on a non-cumulative basis

Comments A new Tenancy Review Visit process was introduced during this year and is bedding in well. 342 visits were completed during the year. From these visits the main findings requiring further action/follow-up were (mainly minor) tenancy breaches (43%), repairs being needed (43%), and under-occupation (38%). The TRVs allow us to pro-actively ensure that tenants are coping, and to arrange support where needed.

PHP LOCAL 64 - General Needs TRVs Completed Each Month


BENCHMARKING


(new for 15/16)

XL - Strong & Sustainable Communities Charts Q4,RI Local 35 page 38 27/05/2016

108

110

108

114

114

114

114

113

113

113

0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150

No of Residents

Responsible Manager


Criteria Used

Reported monthly as a snapshot at the end of each month

(PHP Residents only)

Comments For the new financial year (16/17) we will be moving to a new methodology for calculating the number of involved residents.

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

(data not available)

(new indicator for 15/16)

XL - Strong & Sustainable Communities Charts Q4,SV Local 503 page 39 27/05/2016

33

37

37

41

0 5 10 15 20 25 30 35 40 45 50

No of Volunteers

Responsible Manager


Criteria Used

Reported quarterly, as an end-of-quarter snapshot

Comments The numbers are fairly consistent, with a balance between new volunteers and those leaving to pursue education or employment. This offers the volunteers opportunities and provides PHP with value for money.

PHP Local 503 - Number of Volunteers

SUPPORTING THE MOST VULNERABLE (a Customer Care indicator)

BENCHMARKING

Currently there are no benchmarking figures available for this indicator


XL - Strong & Sustainable Communities Charts Q4,SV Local 503d page 40 27/05/2016

54

16

5

7

11

0 5 10 15 20 25 30 35 40 45 50 55 60

No of Residents Moved

Responsible Manager


Criteria Used

Reported quarterly, on a non-cumulative basis

Comments There has been an increase in nominations during the quarter. We nearly achieved the target of 40 householders being moved to smaller accomodation over the financial year - one was moved shortly after the year ended.

PHP Local 503d - No of Residents Moved via Under-occupation Project

SUPPORTING THE MOST VULNERABLE (a Customer Care indicator)

BENCHMARKING

Currently there are no benchmarking figures available for this indicator

(annual figure)


mark jones - - working with residents to deliver quality … 2 php local 145a/b/c % satisfaction...

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