Meeting documents
Regeneration & Housing Overview & Scrutiny Panel
Monday, 19th November, 2012 10.00 am
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APPENDIX A - SLHD CHALLENGE REPORT 2012-13 Annual Delivery Plan Headline Report - Quarter 2 Report Type: Actions
Report Report Author: Julie Dobson Generated on: 19 October 2012 |
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St Leger
Homes Delivery Plan 2012-13 THEME 1 -
VALUE FOR MONEY |
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Performance |
Status |
Objective |
Latest Note |
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On Target |
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SLHD DP
12/13 1a Driving and delivering Value for Money |
Of the four
milestones relating to this strategic objective (Appendix B), all are on
track. The 2011/12
HouseMark core benchmarking report was published and received at the end of
September 2012, analysis and action points are being worked on. Resident Involvement - Based on the outcomes of the external assessment
that was made of the service in April 2012, the service is now undertaking a
full review, which involves creating a new, fit for purpose model of delivery
that meets the legal requirement of the service, as set out in the Regulatory
Framework and the Localism Bill. The new model for delivery is due to be in
place by the end of March 2013. Additionally,
SLHD has come out in the top quartile in the 2011/12 HouseMark benchmark for
direct cost per property in resident involvement. Voids -
The voids systems review has made good progress through the ''do'' phase and
is currently piloting 2 major system changes. These are; Multi-viewings and
pre-termination inspections. The improvement in the Void Rent Loss figure in
September reflects this. Office Premises - The accommodation review is ongoing. Rossington
office closed at the end of July 2012 and SLHD now share premises at the
Holmescarr Centre. Mexborough and Bentley Cash Offices closed at the end of
September - customers can now go to Mexborough and Bentley libraries for
enquires. The provisional estimated savings from these closures is £20k. In
addition, Property Services have been given the go ahead to move to new
premises on Central overheads - This links to the accommodation review. Other
central overheads will be considered once the benchmarking report is analysed
during quarter 3. ASB -
Work has commenced with a visit to one of the KPMG organisations and is
ongoing. Major and Cyclical works - A major service review is underway to improve VFM
by improving the planned to responsive ratio and is currently at the
"do" stage, with a planned implementation date of 1 February 2013. |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH KPI 1 %
Of Current Rent Arrears against Annual debit |
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2.1% |
1.88% |
2.24% |
Performance
is not as good as the same time last year. In September 2012 the percentage
of arrears against the annual debit was 2.10% compared with 1.88% the same
time the previous year. The total number of tenancies in arrears has increased
by 381 on the same time the previous year, and the greatest concern is the
increase in cases over £1500. In September 2011 there were 46 cases over
£1500 compared with 62 cases in September 2012. However it should be noted
that the arrears performance is improving on a monthly basis, please note the
following:- June 2012 =
2.24% July 2012 =
2.17% August 2012
= 1.93% (this includes rent free week) September
2012 = 2.10% Three cash
offices have now closed, Rossington closed in July and Bentley & Mexborough
closed at the end of September. Statistics show that the closure of
Rossington caused a short term increase in arrears,
however it soon dropped back to normal levels. It’s too early to gauge the
impact of the other two closures but it seems likely that they will not have
a long term impact on rent arrears. The new IT
system for rent recovery is creating a few challenges,
there are a number of problems. The credit of housing benefit onto the
accounts is causing the system to fail, this problem
is being fixed by Civica. The printing of quarterly rent statements is
causing the system to run slowly, another process is going to be used to
carry out this function in future. The workflow (this is the IT recovery
process) has had to be amended to be more flexible. Finally the staff are
still getting used to the new system and receiving extra training. The rent
recovery & IT staff are working together to identify & resolve
problems, and agree ways of working if the system goes down. |
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SLH KPI 2 %
of Rent Collected against Annual Debit |
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96.66% |
97.66% |
93.69% |
Performance
continues to be close to target and is moving in the right direction. The
performance figure for September 2011 was 97.54% so we are slightly behind
the same time last year but there is not a major difference. Both KPI 1 & 2 are influenced by the same factors so
we expect to see performance pick up when the IT issues are resolved. The cash
office closure programme is going well and so far the statistics seem to show
that there is only a very short term dip in rent collection after an office
closes. However we continue to encourage better methods of payment like
direct debit. The next cash office closures are Adwick & Stainforth at
the end of November 2012. |
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SLH KPI 3
Void Rent Loss % of rent loss through vacant dwellings |
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1.08% |
0.95% |
1.18% |
Void rent
loss has continued the decreasing trend each month (June-1.24%; July-1.05%;
August-1.03%), with performance for September reducing to 0.85%, which is
0.10% better than target for the month. The year to date figure is also
improving with performance at 1.08%. Although
the West area has the highest percentage of void rent loss at 1.27%, this has
significantly decreased from August's figure of 1.64%. A pilot scheme that
may have contributed to this reduction, is the
introduction of multi viewings on all properties in this part of the borough,
except for those covered by the Local Lettings Policy and properties deemed
as high demand. Although
the Central area is significantly within target this month at 0.59% rent
loss, the pilot of advertising the properties in the notice period in this
area has begun (from the 3rd September). We have successfully had 1 back to
back letting and have identified applicants during the notice period, enabling
the Estates Assistants to arrange a viewing as soon as the keys are returned
from the outgoing tenant. The cross
team working is also improving, by sharing more information such as the
predicted dates when the properties will be returned. This enables the Estate
Assistants to update the applicants and better plan their diaries. We are
still working hard to bring the Year to Date void rent loss within target. |
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SLH KPI 13
(a) Value for Money Quarterly Budget Monitoring - Capital Expenditure |
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-1.48% |
0% |
-2.81% |
The Public
Sector Housing Capital Programme for 2012-2013, for which SLHD are
responsible, shows an overall projected spend of £44.927m against a budget
provision of £45.601m. This would
result in an under spend of £675k, which equates to 1.48% of the budget. |
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SLH KPI 13
(b) Value for Money Quarterly Budget Monitoring - Revenue Expenditure |
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-7.41% |
0% |
-3.46% |
The current
projected outturn forecast for 2012-2013 is a surplus of £2,668,425; this is
against a budget of £36m. The
projected surplus is 7.41% of the total expenditure budget. |
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St Leger
Homes Delivery Plan 2012-13 THEME 2 -
WELFARE BENEFIT REFORM |
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Performance |
Status |
Objective |
Latest Note |
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On Target |
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SLHD DP
12/13 2a Being prepared and helping tenants prepare for Welfare Benefit
Reform |
Of the five
milestones relating to this strategic objective, all are on target A Strategic
Partnership Group has been set up and is Chaired by the Chief Executive of
SLHD. Following
the assessment of the impact on customers and securing funding to tackle the
reforms, we have recruited 5 members of staff who are visiting affected
tenants to advise them of the impact and offer options. We have published
articles in 3 of our HouseProud newsletter with a further due in November.
Articles have generated a lot of customer feedback. We have undertaken a road
show in Impacts of
the welfare reform have been considered as part of the Allocations Policy
review, specifically in the area of under occupancy and how we can support
tenants in mutual exchanges to alleviate this problem. |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH KPI 4
Number of Evictions Due to Rent Arrears |
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20 |
12 |
11 |
In the last
three months there have been 9 evictions, but only 1 eviction was in
September. The increase in evictions is a reflection of the increase in
arrears however, the HouseMark benchmarking data for quarter 2 puts us in 9th
position out of 22 so we are still not evicting a high number of tenants
compared with the numbers of stock in management. The important point to note
is that last year we were the authority with the 4th lowest number of
evictions in the benchmarking group and our performance target is based on
this figure. Monitoring this KPI will give us a baseline for next year and
future years where we anticipate an adverse impact due to the introduction of
welfare benefit reforms |
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St Leger
Homes Delivery Plan 2012-13 THEME 3 -
CRIME AND ANTI-SOCIAL BEHAVIOUR |
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Performance |
Status |
Objective |
Latest Note |
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On Target |
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SLHD DP
12/13 3a Continued focus on ASB - including new innovations/enhancements |
Of the
three milestones relating to this strategic objective, all three are
progressing well and on target. The
partnership working continues to be as strong as ever. There have been a
number of joint initiatives in the areas. The central team have been helping
to deliver the Junior PCSO scheme in Hexthorpe where there have been problems
with racial tension. The project engages young people and teaches them about
respect and the consequences of ASB. Another project in Intake involved the
identification of young people who were causing a nuisance on the estate and
carrying out joint visits with the Police to talk to the parents, many lived
in Council properties. This had the desired effect of reducing ASB and many
of the parents were keen to assist. The
criteria for tenants receiving ad-hoc fencing is changing to give a higher
priority to those people suffering from ASB. The budget has also been
increased by £80,000 which is greatly appreciated and will help to make
victims feel more secure. At a more
strategic level we are reviewing the ASB Policy and carrying out an
assessment against the Respect Charter (2011). Our service already meets the
requirements of the previous government Respect Standard. There is also a
partnership review of Neighbourhood Alliance. St Leger
Homes are reviewing ASB performance last year and consulting staff about all
aspects of the service to identify areas for improvement. The results will be
reported to the Executive Management Team. |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH KPI 5
Customer satisfaction with the handling of ASB |
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89% |
93% |
92% |
Performance
is only slightly below target and improving. We investigate the cases where
any complainants express dissatisfaction to see if there is anything we can
do to improve the situation. The review is carried out by the Team Leader. |
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SLH KPI 6 %
of introductory tenancies not converted due to ASB |
Data Only |
0.82% |
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0% |
Only one
introductory tenancy was not converted into a secure tenancy due to ASB in
September, where the tenancy was a flat in the town centre area and there was
no evidence to prove the allegation. However since extending the tenancy the
situation has changed and there have been further incidents involving the
Police, therefore action is now being taken to obtain possession of the
property. |
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St Leger
Homes Delivery Plan 2012-13 THEME 4 -
IMPROVING HOMES AND PROPERTIES |
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Performance |
Status |
Objective |
Latest Note |
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On Target |
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SLHD DP
12/13 4a Supporting the Council to provide better quality homes |
Of the three milestones relating to this strategic objective, all are
on target. The
Private Landlord Officer has been working with the Financial Inclusion Team
to promote the service as those who express an interest in moving as a result of the Social
Housing Size Criteria have a full range of options offered including the
Private Landlord Scheme. Predominantly SLHD have very few 2 bedroom
properties so we have also been working with investors who are looking to
purchase multiple properties for us to manage, to look at properties with 2
bedrooms. As
we have a dedicated person working on the Private Landlord scheme the
communication between SLHD and The Empty Property Team in DMBC has increased.
We receive regular updates from DMBC regarding the grant properties that
allow us to plan in advance. This has reduced the amount of time that the
properties are empty. We
have promoted the service using different methods such as, holding events in
Doncaster Town Centre, radio coverage and stories in the local newspapers. We
are also looking at using advertising boards outside the vacant properties. There
have been two workshops held with elected members specifically to discuss the
review of the Allocation Policy to better reflect the requirements of the
Localism Act and Welfare Benefit Reform. A report with a proposed Allocations
Policy will be jointly presented with colleagues from DMBC and their report
on tenure strategy at the Overview & Scrutiny Committee on the 19th
November. |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH_RM25
Private Landlord Scheme |
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29 |
22 |
19 |
We have
signed 29 private landlords as at 20 September 2012, 25 of which are
tenanted, against a target of 22. In addition, we are working with 8 other
landlords - 5 through the grant scheme and 3 independent landlords with a
view to them signing the Management Agreement. The majority of landlords that
we are working with have individual or small numbers of properties. We feel
confident that the target of 44 will be achieved by the end of the financial
year. |
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SLH_RM27
Empty Properties into HRA |
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0 |
10 |
0 |
SLHD
and DMBC have met to discuss the specification and materials that will be
used to renovate properties being brought back into council stock. Aiming to
ensure, that when they come back into stock and any repairs are logged, SLHD will
have the right tools and spares to complete future repairs to appropriate
standards. DMBC are currently looking at purchasing the first property under
this scheme in Woodlands, SLHD have surveyed the property and confirmed
potential to let through CBL. A
report on ‘Right to Buy’ acquisitions is to be presented to Council on 6th
December, this should help speed up the process. |
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St Leger
Homes Delivery Plan 2012-13 THEME 5 -
NEW BUSINESS GROWTH AND DIVERSIFICATION |
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Performance |
Status |
Objective |
Latest Note |
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On Target |
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SLHD DP
12/13 5a Consider business opportunities for growth and diversification |
Your Homes New
Business Opportunities - During Quarter 2 no new specific business
opportunities were pursued. However, preparation work was undertaken that
would enable SLHD to submit a tender for inclusion on a framework contract to
carry out gas servicing works. Viewpoint -
During Quarter 2 Viewpoint continued to operate successfully out of |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH_RM28
Job Opportunities Created |
Data Only |
6 |
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5 |
During
Quarter 2 SLHD created 6 new job opportunities. These were 6 new
apprenticeships. |
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SLH_RM29
Number of SLHD tenants employed from NEETS/JSA |
Data Only |
2 |
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2 |
Two of the
three Viewpoint employees are SLHD tenants. We are currently working with our
contractor partners to see if we can identify the numbers of SLHD tenants
currently employed through their contracts. |
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St Leger
Homes Delivery Plan 2012-13 THEME 6 -
ADDITIONAL KPI'S |
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Performance |
Status |
Objective |
Latest Note |
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Off Target |
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SLHD DP
12/13 6a Additional KPI Information required for Challenge |
Of the 6
additional KPI's, 3 are near to target, 1 is under target, 1 is data only and
1 is an annual indicator. Further
detail on each of the KPI's progress is provided within the PI commentary
below. |
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Measure |
Traffic Light |
Current Value |
Current Target |
Last Value |
Latest Note |
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SLH KPI 7
Average SAP rating per dwelling |
Annual
Indicator |
66.6 |
68.5 |
66.6 |
This
performance indicator is only reported annually. The 2011/12
SAP rating outturn of 66.56 was below the annual target of 67.26 (by 0.7). This
shortfall can be attributed to 2 things: 1. External
render to some high blocks in the town centre that had not been completed by
the end of the financial year. 2. Some
non-traditional properties in Mexborough had to be moved back in the
programme pending mains gas infrastructure installation. The properties which
were brought forward to replace them in the programme did not yield as much
of a SAP rating improvement as those originally planned. Those properties
which were pushed back will not be completed until towards the end of
2012/13. |
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SLH KPI 8
Right First Time |
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96.77% |
97% |
97.09% |
Cumulative
performance is 96.77%, just below the target of 97%. Monthly
performance for Right First Time is 96.99%, a deterioration of 1.03% from
last month, when performance outturned above target at 98.02%. There were
two depots that did not achieve target during September and these were 502
(Wet Trades) with performance at 96.50% and 066 (Gas). Depot 066 had the most
jobs not right first time, 45 in total with performance at 94%. Depot’s 500
(Joinery), 501 (Plumbing), 503 (Mixed Trades), 003 (Call Out) and depot 512
(Planned Maintenance) were all above the 97% target. Performance
for the same time last year was slightly higher at 97.07%. |
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SLH KPI 9
Appointments Made and Kept |
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98.99% |
99.5% |
98.77% |
September’s
monthly outturn figure is 99.51%, this represents
3,450 jobs where appointments were kept, out of a total of 3,467 where an appointment
was made. Quarter 2
cumulative performance of 98.99% is 0.22% higher than quarter 1’s figure of
98.77% Analysis
has highlighted that in September, depots 502 (Wet Trades) 501 (Plumbing) and
depot 066 (Gas) all achieved the profiled target of 99.5% or above. Depot 503
(Mixed Trades) achieved 99.25% and depot 500 (Joinery) achieved 99.10% just
slightly below the target. The highest
achieving depot was depot 502 (Wet Trades) at 100% where a total of 381 jobs
were raised and all appointments were kept. A total of
17 appointments were missed across all the depots in September. The reasons
they were missed are as follows: • 2
appointments were attended earlier than the appointment date • 12 were
attended late on the correct appointment day and • 3 were
attended after the appointment day In
comparison with performance for the same time last year, 2012 has seen 1 less
missed appointment. However, in 2011, we carried out 1,100 more appointed
jobs and therefore performance was better at 99.24%. |
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SLH KPI 10
Proportion of Planned Repairs against Responsive |
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40.2 |
50 |
38.8 |
To address
this performance SLHD are using the Systems Thinking approach to introduce working
procedures to make the service more effective and efficient. Using the The project
plan will be fully completed and fully embedded for financial year April
2013/14. |
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SLH KPI 11
% of properties with a valid Landlord Certificate |
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98.79% |
100% |
99.35% |
The 2012/13
gas servicing programme commenced on 2 April and is due to be completed by
the end of November 2012. All overdue
servicing for July now have warrants ready to be
served. These are due to be implemented 15 October 2012. There are
currently 13 ‘no access’ for August, these are due in court 17/24 October for
warrant. Up to 30
September 2012 there were 233 properties where it had been more than 12
months since their last service: 0 were over
90 days 10 were
over 60 days with the oldest being 88 days overdue 66 were
over 30 days 157 were
less than 30 days In
comparison to last year we had 227 properties where it had been more than 12
months since their last service. Of these 39
were over 90 days, 47 were over 60 days, 74 were over 30 days and 67 were
under 30 days. Performance overall was 98.78% |
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SLH KPI 12
Complaints Activity - Property Services |
Data Only |
61 |
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71 |
This
information is provided 1 month in arrears and performance relates to July
and August only. Property
Services generated 66.3% (71 in total) of complaints received in August.
49.29% of these complaints (35 in total) were service failure. The main
themes for service failure were; Time taken to complete a repair (8),
Outstanding Repairs (8) and both; Lack of Communication and Staffing Issues
(6). The main 3
service teams generating the service failure (SF) complaints are: Wet Trade
teams (9 SF complaints received in total, 3 against West and 6 against East) Gas,
Electrical and Mechanical (8 SF complaints received in total) Electrical
teams (4 SF complaints received in total, 3 against East and 1 against West) Please note
in terms of complaints received against activity, Decency work is reported as
a stand alone service, as the work is raised and completed separately. The
rest of Property Services are reported as a collective. There were
a total of 8248 repairs raised, which equates to 0.76% (63) of total
complaints received and 0.35% (29) determined as service failure. There were
a total of 6021 repairs completed, which equates to 1.05% (63) of total
complaints received and 0.48% (29) determined as service failure. The total
number of properties opened for Decency work is a total of 245, which equates
to 3.26% (8) of total complaints received and 2.45% (6) determined as service
failure. The total
number of properties handed back from Decency work is a total of 260, which
equates to 3.1% (8) of total complaints received and 2.3% (6) determined as
service failure. |
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