Board Report Report of Meeting Date Item No. Brian Moran AHG Company Secretary/Group AHA 17 th September 2012 Director of Corporate BHA 8.1 Services CCH PERFORMANCE SCORECARD PURPOSE OF REPORT 1 To report to the Board of Management performance for the first quarter of the new financial year (2012/13). BACKGROUND Performance Scorecard 2 The scorecard presents data for the set of Key Performance Indicators agreed in the Business Plan. Performance is based on the stock owned by the Association. Appendix 1 presents this data for both Adactus Housing Association stock as a whole and the Adactus owned stock managed by CCH (i.e. the old West office stock). Commentary and explanatory notes are provided for any KPIs that are out of target. Appendix 1 also includes a set of contextual data that shows the quarterly volume of key activities such as phone calls received, repairs completed, etc. 3 The scorecard for Adactus Housing Association shows strong or improving performance in the following key areas: Costs of operation per unit (e.g. responsive maintenance / management costs) are well within target. Non emergency responsive repair jobs are being completed in, on average, 8.81 days, well within the target of 10 days or less. The proportion of calls answered within 15 seconds has exceeded the target of 80% this quarter. Showing a small improvement since last quarter, more than three quarters of calls were resolved at the first point of contact in uarter 1. ASB complainants are reporting high levels of satisfaction with the handling of their cases. Sales proceeds from void disposals (less costs) is well on track to achieving target showing a significant improvement on last financial year. 4 Areas where performance improvement will focus on include: Jobs per operative: Average jobs per day performance has dropped slightly in quarter 1, owing to the seasonal reduction in the volume of day-to-day jobs. The DLO is taking on work that has traditionally been carried out by sub-contractors (e.g. fencing renewals, roof repairs). These jobs tend to require more time, but the measure of jobs per day does not capture this increase to productivity. Board attendance: two members did not attend the May meeting, one has since resigned. Additional income from affordable rents: We are considerably short of this target for a combination of reasons: the target is cumulative and is affected by a shortfall in conversions to affordable rent in 2011/12; there has been a reduction in turnover of
properties available; the combined service charge and rent on flats is often approaching an affordable rent level. Further details will be available at the meeting. RISK ISSUES 5 The issues raised and recommendations made in this report do not impact on the key risks identified in the 2012/13 business plan. VALUE FOR MONEY/SUSTAINABILITY/EUALITY/CONSULTATION IMPLICATIONS 6 None RECOMMENDATION(S) 7 The board is recommended to resolve to note the performance report. BRIAN MORAN GROUP COMPANY SECRETARY/ GROUP DIRECTOR OF CORPORATE SERVICES Background papers: List any documents referred to and explain where copies may be obtained from. Report Author Tel Date Doc ID Chris Smith 01942 608715 3 September 2012 AHA report Sept 2012
F YEAR END uarter 1 Benchmark ** Target Trend (vs. Adactus Housing Association-uarter 1 performance (April-June 2012) Scorecard Performance - Key Indicators Status tr 1) Attract and retain good staff Star rating from Best Companies 2 star ** NA 2 star rating Make the most of being part of a group % of business plan milestones completed on time - Group Wide (new KPI) 100.0% >75% Back office costs as a % of turnover - Group Wide (monitored KPI) Ensure a sustainable future for the business 12.0% 11.2% 14% % of fixed rate debt Total average operating cost per unit (new KPI) Management cost per unit (new KPI) Responsive maintenance cost per unit (new KPI) Planned maintenance cost per unit (new KPI) Average DLO productivity (jobs per operative) Completion of annual planned programme -Group Wide Rent lost through vacant lettable general needs property (new KPI) % of rent collected (^^) 85.8% 90.7% >70% 655 Groupwide, < 3,390 annual 793 AHA managed 141 Groupwide, < 600 annual 172 AHA managed 161 Groupwide, < 600 annual 117 AHA managed 103 Groupwide, < 860 annual 157 AHA managed 6.13 jobs 5.43 jobs >6.0 jobs 333 kitchens, 375 internals (105 585 internals, 396 230 bathrooms, kitchens, 45 central heating, 98 465 heating bathrooms, 30 loft electric fires, 904 decoration, 148 systems end of insulations, 195 roofing, 472 year windows), 104 central roofline, 311 heating, 58 electric internal doors fires, 153 decoration, 28 roofing, 63 roofline, 46 internal doors 368.22 per void < 360 per void (median) (median) 98.7% 100.3% 100.3% >99% Do our bit for the environment Reduce CO2 emssions 0.3% reduction Not applicable this on last year, 18% quarter reduction from 2009/10 baseline >2% Average SAP rating from homes % tenanted properties with current gas safety certificate Increase resident satisfaction % of repairs completed at first visit Average completion time for non emergency repairs (new KPI) % satisfied with completed repair ($$) % satisfied with planned maintenance works 73 73 >78 (by March 2013) across the Group 99.5% 99.6% >99% 95% >75% 96.0% 98.0% 8.81 days <10 days 99.0% 99.7% 87% >90% 98.0% 100.0% >90% % of calls answered within 15 seconds 84.6% 87.8% 80% in 20 seconds (MPATHY report 2010) >80% % of calls resolved at first point of contact 75.5% 77.3% >70% Help improve neighbourhoods Neighbourhood Fund spend % satisfied with how their ASB case was dealt with AHA spend > 250k YTD: 87,000 & 0 spend in uarter 38,282. 1. Money to be GROUP spend: allocated in 2-4 187,496 85.0% 85.3% 78% >75% Ensure the groups boards are appropriately % board attendance Key skill areas without board members expertise Members with a portfolio interest (%) -Group Wide 81.6% 64.3% 0.0% 0.0% 40.9% 40.9% >75% <1 >33% Achieve growth % practical completions against target Units managed by the Group Sales proceeds from void disposals less costs (new KPI) Additional income from affordable rents (new KPI) - Groupwide (AHA properties only) Raise standards in supported housing KPI's to be set following review December 2012 Ensure diversity in service delivery Undertake Equality Impact Assessments >100% 100.00% 100.00% 12585.00 12682 >15,333 > 400k 155,940 >175k annual 17,820.00 NA Not applicable this NA quarter A 0 in uarter 1. >12 (annually) KEY ** Benchmark data: Housemark uarter 2 2010/11 North-West club report (upper quartile) unless indicated otherwise ^^ : The most favourable rent collection figure is taken from the past four weeks to account for the effect of Housing Benefit schedules. Rent collection from uarter 2 will be taken from Mobysoft reporting software which more accurately reflects rent collection and separates genuine / housing benefit arrears. $$: New data source; taken from both tenant completed surveys on the operatives PDA's and paper questionnaires to tenants who have recently had a re completed in their home. //: This figure takes into account accruals for HB where it was due but not received or posted at year end. Commentary Average DLO productivity (jobs per operative) % board attendance Units managed by the Group Additional income from affordable rents (new KPI) Undertake Equality Impact Assessments Jobs per operative: Average jobs per day performance has dropped slightly in quarter 1, owing to t seasonal reduction in the volume of day-to-day jobs. The DLO is taking on work that has traditionally been carried out by sub-contractors (e.g. fencing renewals, roof repairs). These jobs tend to require more time, but the measure of jobs per day does not capture this increase to productivity. Two members did not attend the May meeting, one of whom has since resigned from the board. As agreed in December 2009, the target for 'units managed by the Group' will only be met throug merger or the addition of new group members to AHG. The Group Chief Executive is continuing to contact candidates for group membership. Additional income from affordable rents: We are considerably short of this target for a combination of reasons: the target is cumulative and is affected by a shortfall in conversions to affordable rent in 2011/12; there has been a reduction in turnover of properties available; the combined service charge and rent on flats is often approaching an affordable rent level. Further details will be available at the meeting. No equality impact assessments have been completed during uarter 1. However, these will be done prior to the meetings for the Allocations and Lettings, Domestic Violence, Anti-Social Behaviour, Local Offers, Safeguarding, Income Management and Tenancy policies. However these seven will fall into uarter 2.
CCH Management Agreement - uarter 1 performance (April-June 2012) Scorecard Performance - Key Indicators Customer Liason Current rent arrears as a % of rental income Former rent arrears as a % of rental income Tenant complaints acknowledged/actioned and resolved to an agreed timescale % of rent lost through vacant property Change in tenant satisfaction (2008-2011) Property maintenance Emergency repairs completed within 24 hours Urgent repairs completed within 5 days Routine repairs completed within 28 days Financial management Actual cost as a percentage of agreed budget (KPI based on management costs for CCH) F Year end uarter 1 Benchmark Target Status Trend 5.62% 4.67% 3.10% <6% 3.10% 3.07% 1.06% <3% 100% 100% 95.0% 0.92% 1.80% 0.78% <3% A 12.23% 12.23% (no survey to be completed this year) +5% 95.24% 100.00% 99.7% 97% 97.76% 99.06% 99.2% 97% 96.54% 98.45% 99.2% 97% 89.00% 93.00% <95%
Contextual Information uarter 1 Increase resident satisfaction Number of telephone calls answered in the quarter by connect (Group-wide) Number of ASB cases received in the quarter Number of ASB cases closed in the quarter Number of successful ASB legal actions secured Number of tenant responsive repairs completed in the quarter (EMERGENCY) Number of tenant responsive repairs completed in the quarter (URGENT) Number of tenant responsive repairs completed in the quarter (ROUTINE) Make the most of what we have to achieve efficiency savings Actual rent collected ( k) Number of payment agreements set up in the quarter Amount of cash in bank Ensure a sustainable future for the business Rent lost through vacant lettable sheltered property (new KPI) Rent lost through vacant lettable supported property (new KPI) Help improve neighbourhoods 40,144 282 284 6 298 1713 5313 9360k 496 1341k 525.14 per void (median) 53.8 per void (median) Number of void properties at the end of the quarter Number of properties that have become void during the quarter Number of relets in the quarter Ensure the groups boards are appropriately skilled Number of training sessions held for board members during the quarter Achieve growth Number of units sold in the quarter (GROUP) Number of VOID units sold in the quarter (GROUP) Help tenants with the cost of living Number of cavity insulations completed in the period 120 lettable 55 149 1 4 11 2
Board Report Report of Meeting Date Item No. Brian Moran AHG Company Secretary/Group AHA Director of Corporate BHA 17 th September 2012 8.2 Services CCH PERFORMANCE SCORECARD - BHA PURPOSE OF REPORT 1 To report to the Board of Management performance for the first quarter of the new financial year (2012/13). BACKGROUND Performance Scorecard 2 The scorecard presents data for the set of Key Performance Indicators agreed in the Business Plan. Performance is based on the stock owned by the Association. Appendix 1 presents this data for Beech Housing Association stock as a whole. Commentary and explanatory notes are provided for any KPIs that are out of target. Appendix 1 also includes a set of contextual data that shows the quarterly volume of key activities such as phone calls received, repairs completed, etc. 3 The scorecard for Beech Housing Association shows strong or improving performance in the following key areas: Costs of operation per unit (e.g. responsive maintenance / management costs) are well within target. Non emergency responsive repair jobs are being completed in, on average, 7.96 days, well within the target of 10 days or less. The proportion of calls answered within 15 seconds has exceeded the target of 80% this quarter. Showing a small improvement since last quarter, more than three quarters of calls were resolved at the first point of contact in uarter 1. Rent collection is consistently high. All Beech ASB complainants were extremely satisfied with the handling of their cases.. 4 Areas where performance improvement will focus on include: Jobs per operative: Average jobs per day performance has dropped slightly in quarter 1, owing to the seasonal reduction in the volume of day-to-day jobs. The DLO is taking on work that has traditionally been carried out by sub-contractors (e.g. fencing renewals, roof repairs). These jobs tend to require more time, but the measure of jobs per day does not capture this increase to productivity. Additional income from affordable rents: We are considerably short of this target for a combination of reasons: the target is cumulative and is affected by a shortfall in conversions to affordable rent in 2011/12; there has been a reduction in turnover of properties available; the combined service charge and rent on flats is often approaching an affordable rent level. Further details will be available at the meeting.
RISK ISSUES 5 The issues raised and recommendations made in this report do not impact on the key risks identified in the 2012/13 business plan. VALUE FOR MONEY/SUSTAINABILITY/EUALITY/CONSULTATION IMPLICATIONS 6 None RECOMMENDATION(S) 7 The board is recommended to resolve to note the performance report. BRIAN MORAN GROUP COMPANY SECRETARY/ GROUP DIRECTOR OF CORPORATE SERVICES Background papers: List any documents referred to and explain where copies may be obtained from. Report Author Tel Date Doc ID Chris Smith 01942 608715 17 th September 2012 BHA report September 2012
F YEAR END uarter 1 Benchmark ** Target Trend (vs. Beech Housing Association-uarter 1 performance (April-June 2012 Scorecard Performance - Key Indicators Status tr 1) Attract and retain good staff Star rating from Best Companies 2 star ** NA 2 star rating Make the most of being part of a group % of business plan milestones completed on time - Group Wide (new KPI) 100.0% >75% Back office costs as a % of turnover - Group Wide (monitored KPI) Ensure a sustainable future for the business 12.0% 11.2% 14% % of fixed rate debt Total operating cost per unit; YTD (new KPI) Management cost per unit (new KPI) Responsive maintenance cost per unit (new KPI) Planned maintenance cost per unit (new KPI) Average DLO productivity (jobs per operative) Completion of annual planned programme -Group Wide 97.5% 97.5% >70% 655 Groupwide, 452 < 3,390 annual BHA managed 141 Groupwide, 78 < 600 BHA managed 161 Groupwide, 32 < 600 BHA managed 103 Groupwide, 95 < 860 BHA managed 6.13 jobs 5.43 jobs >6.0 jobs 333 kitchens, 230 375 internals (105 585 internals, 396 bathrooms, 465 kitchens, 45 bathrooms, central heating, 98 heating systems 30 loft insulations, 195 electric fires, 904 windows), 104 central decoration, 148 roofing, 472 roofline, heating, 58 electric fires, 311 internal doors 153 decoration, 28 roofing, 63 roofline, 46 internal doors Rent lost through vacant lettable general needs property (new KPI) 841.36 per void (median) based on a single void < 360 per void (median) % of rent collected (^^) 101.70% 101.0% 100.3% >99% Do our bit for the environment Reduce CO2 emssions 19.4% reduction 0.7% reduction on last between 2009/10 year, 18% reduction from baseline (2009/10) >2% Average SAP rating from homes % tenanted properties with current gas safety certificate Increase resident satisfaction % of repairs completed at first visit Average completion time for non emergency repairs (new KPI) 78 78 >78 (by March 2013) across the Group 99.5% 99.4% >99% 95.98% 95% >75% 95.8% <10 days 7.96 days % satisfied with completed repair ($$) 99.52% 100.0% 87% >90% % satisfied with planned maintenance works No surveys received 100.0% >90% % of calls answered within 15 seconds 84.6% 87.8% 80% in 20 seconds (MPATHY report 2010) >80% % of calls resolved at first point of contact 75.5% 77.3% >70% Help improve neighbourhoods Neighbourhood Fund spend % satisfied with how their ASB case was dealt with AHA spend YTD: 87,000 & 0 spend in uarter 1. 38,282. Money to be allocated in GROUP spend: 2-4 187,496 100% 100.0% > 250k 78% >75% Ensure the groups boards are appropriately skilled % board attendance 81.5% 80.0% >75% Key skill areas without board members expertise 0 0.0% <1 Members with a portfolio interest (%) -Group Wide 40.9% 40.9% >33% Achieve growth % practical completions against target Units managed by the Group Sales proceeds from void disposals less costs (new KPI) Additional income from affordable rents (new KPI) - Groupwide (AHA properties only) Raise standards in supported housing KPI's to be set following review December 2012 >100% 100% 100% 12,585 12,682 >15,333 > 400k 155,940 >175k 17,820.00 NA Not applicable this quarter NA Ensure diversity in service delivery Undertake Equality Impact Assessments A 0 in uarter 1. >12 (annually) KEY ** Benchmark data: Housemark uarter 2 2010/11 North-West club report (upper quartile) unless indicated otherwise ^^ : The most favourable rent collection figure is taken from the past four weeks to account for the effect of Housing Benefit schedules. Rent collection from uarter 2 will be taken from Mobysoft reporting software which more accurately reflects rent collection and separates genuine / housing benefit arrears. $$: New data source; taken from both tenant completed surveys on the operatives PDA's and paper questionnaires to tenants who have recently had a repa completed in their home. //: This figure takes into account accruals for HB where it was due but not received or posted at year end. Commentary Average DLO productivity (jobs per operative) Jobs per operative: Average jobs per day performance has dropped slightly in quarter 1, owing to the seasonal reduction in the volume of day-to-day jobs. The DLO is taking on work that has traditionally been carried out by sub-contractors (e.g. fencing renewals, roof repairs). These jobs tend to require more time, but the measure of jobs per day does not capture this increase to productivity. The median void loss is based on a single general needs property in Sefton (a 3 bedroom flat) which was Rent lost through vacant lettable general needs property available a total of 61 days at a rent of over 95. This will be monitored next quarter to ensure this is not (median) representative of all Beech lets. As agreed in December 2009, the target for 'units managed by the Group' will only be met through merger or the addition of new group members to AHG. The Group Chief Executive is continuing to Units managed by the Group contact candidates for group membership. Additional income from affordable rents (new KPI) Undertake Equality Impact Assessments Additional income from affordable rents: We are considerably short of this target for a combination of reasons: the target is cumulative and is affected by a shortfall in conversions to affordable rent in 2011/12; there has been a reduction in turnover of properties available; the combined service charge and rent on flats is often approaching an affordable rent level. Further details will be available at the meeting. No equality impact assessments have been completed during uarter 1. However, these will be done prior to the meetings for the Allocations and Lettings, Domestic Violence, Anti-Social Behaviour, Local Offers, Safeguarding, Income Management and Tenancy policies. However these seven will fall into uarter 2.