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Merlin Housing Society

Working Together - Delivering Excellence

Business Plan 2013/17

CONTENTS

Chairs’ statements 3 Background 4 Our Vision, Mission and Values 5 Our Key Business Aims 6 The Merlin Way Drivers 8

Appendices

Appendix 1 - Business Plan Delivery Programme 2013/14

Appendix 2 - Business Plan Key Performance indicators

Merlin Housing Society Business Plan 2013/17

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CHAIRS’ STATEMENT

I am pleased to introduce this up-date of Merlin’s business plan which intends to build on the progress the organisation has made in delivering the transfer promises to our tenants and to our host local authority South Gloucestershire Council. These are indeed not the easiest of times for many in society. Even though the local economy has done better than many other locations across the country in weathering the worst of the recession for many money is tight and for some employment is still out of their reach. In our response we are striving to be true to our beliefs of providing excellent services and high quality homes as well as securing maximum value for money. This means improving our day to day services further and bringing our local area arrangements closer together. It means starting the programme of investment that will run for several years on our non–traditional housing stock, often referred to as PRCs (pre- cast re-enforced concrete) as well as our Sheltered Housing Schemes. This also means adding to the stock of new homes that we have in our portfolio and in this regard we will be working very closely with South Gloucestershire Council and other partner agencies. Finally, we are planning to achieve these outcomes whilst we strive to secure better value for money through reductions in our operating costs. The savings that we will be making will help us speed up the necessary service improvements and the delivery of more, better quality homes.

Andrew Frayling Chair Merlin Housing Society


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Background

Merlin Housing Society is an Industrial and Provident Society with charitable objectives and registered with the Homes and Communities Agency (HCA).

With over 8000 homes to rent, Merlin is by far the largest social housing provider in South Gloucestershire. The district remains the main focus of our work and we will continue to work in partnership with South Gloucestershire Council, other agencies, and the wider community, to develop and enhance our reputation as a provider of high quality services for local people.

We benefit from a voluntary Board that leads the Society and is responsible for the performance of the organisation. The Board is committed to the delivery of high quality services to our customers and to the growth and development of Merlin Society. An experienced Executive Team is in place. It is charged with creating a positive, motivated, qualified and well-trained workforce which supports the Board, our customers and communities in which we have a role.

Further details about Merlin can be found at www.merlinhs.co.uk

http://www.merlinhs.co.uk/


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Our Vision, Mission and Values

Our Vision is:

“Quality homes, excellent services and strong communities, with our customers at the heart of all that we do”.

Our mission is to meet housing needs and contribute to the development of

sustainable communities. We want our customers to be proud of the

services they receive, our staff to be proud that they work for us and our stakeholders to be proud to work with us.

We have five values, which guide and influence our work.

Our Values are:

Promote We will recognise and respond to the rights, interests

and values of everyone we work with.

Respond We will listen to our customers, our colleagues and the

communities we serve and ensure they have real influence over what we do and how we do it.

Include We will work to ensure everyone who needs them have

the opportunity to use our services.

Deliver We will constantly look for ways to improve things for

our customers, our colleagues and the communities we serve.

Empower We will encourage a culture where our customers, our

colleagues and the communities we serve can achieve their full potential.


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Our Key Business Aims

Providing Quality Homes

We want our homes to be fit for purpose, energy efficient and sustainable. We will continue to be a developing association providing new homes and regenerating existing schemes and estates.

We will:

Continue to improve the standard of our homes through sustainable

reinvestment

Ensure our homes are affordable, warm, safe, secure and

contribute to reducing CO2 emissions

Use our assets effectively and efficiently

Secure the long term sustainability of our homes

Delivering excellent core services

We will develop a robust foundation of excellent core services our staff and customers can rely on. We want to get it right first time, have a reputation for being the best; we want to be a landlord of choice, award-winning, innovative, with high and increasing customer satisfaction, and state of the art technology.

We will balance the meeting of our customers’ expectations with delivering value for money.

We will:

Get our services right first time

Communicate effectively

Invest in our people to ensure they have the capacity and capability to

deliver excellent core services

Understand our customers and tailor our services


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Investing in Communities

We will create new and innovative ways to engage with our customers, and the communities in which they live. We will ensure that we understand our communities and what their needs and aspirations are.

We will commission or deliver a range of initiatives aimed at safeguarding our core businesses, directed at tackling disadvantage and empowering our customers to achieve their full potential.

These initiatives will include projects to help people into work, address fuel poverty and financial exclusion and overcome digital exclusion.

We will:

Develop stronger communities

Release the potential of our customers

Tackle exclusion and disadvantage

Invest in partnerships and regeneration

Growing a Financially Viable Business

Within a challenging economic environment we will have increased the number of properties we own and manage. We want to take advantage of opportunities to acquire or develop additional homes for a wider range of customers as well as enter into partnerships or mergers with other organisations.

We will continue to manage our strategic risks with effective internal controls. We will support our customers to prepare for the impact of welfare reform, working with partners to maximise incomes. We will provide a wider range of services to more customers on a commercial basis.

We will ensure growth is sustainable and responsible, ensuring our financial viability to allow us to continue to meet our Vision.

We will:

Use knowledge of our customers, business and sector to support growth

Implement strategies for new build, refurbishment, acquisition and new

service development

Increase financial capacity and viability

Expand existing services sustainably


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The Merlin Way Drivers

‘The Merlin Way’ supports the delivery of our business aims. Using the Merlin Way model we have developed five business drivers which cut across the organisation. These integrate the business plan aims with our staff behaviours and competencies. As we work towards the aims of the business we will continue to use the Merlin Way to shape the culture of the business.

Excellent Leadership

We will work together to take the organisation forward, with strong governance, clarity about roles and responsibilities, openness, transparency and with robust scrutiny by customers.

We will also work to ensure that Board Members and the Executive, all of our staff and customers have the opportunity to fulfill their potential and have the capacity and capability to do what is expected of them. Ultimately, we want Merlin to be an organisation of which people are proud. This driver will focus on:

Maintaining high quality governance

Excellent people who are supported and encouraged to achieve their full potential

Robust customer scrutiny and the development of co-regulation

arrangements

Customer Focus

We will build a truly customer focused culture. We will use customer insight to deliver services tailored to our customers’ needs. We will deliver more cost effective services, with excellent complaints handling, and better internal processes to support business improvement resulting in higher customer satisfaction and staff morale.

This driver will focus on:

Continuous improvement of service delivery to our customers

Independent validation of achievement

Staff skills development

Working in Partnership

We will be a key strategic partner for South Gloucestershire Council, making a significant contribution to delivering their housing and wider community strategy.


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We will also work in partnership with adjacent authorities including Bristol City Council, Bath & North East Somerset and Stroud District Council. We will also have strategic alliances with key voluntary sector organisations, and other providers purchasing and delivering a range of shared services.

We will work with a range of statutory, voluntary and commercial partners to invest in homes and develop communities. We will also work closely with developers and other land owners to deliver new homes and shape new communities in line with our Development Strategy.

We will also develop a culture of being professional, flexible, reliable and working together to meet our business aims.

Value for Money

Cost and quality will be defined for all services, by our residents and other customers with Value for Money considerations embedded in all that we do.

We will understand our costs and resources and how these are being used to achieve our objectives and how these best meet the needs of the customers we serve. We will have a planned approach to reviewing services in terms of cost and quality. Staff will feel empowered to identify and highlight potential savings and where savings have been achieved. Savings will be published to allow stakeholders the opportunity to see and comment on them.


Embedding Value for Money across the business

Demonstrating Value for Money in everything we do

Recognition for our work

We will focus on key target audiences and promote our successes in working in partnership to make a difference to communities and individuals across South Gloucestershire and any other areas in which we are working. We will achieve a year on year increase in recognition of our organisation across South Gloucestershire.

We will strive to receive national recognition for our work and demonstrate our commitment to excellence by securing relevant accreditation for our services.


Raising our profile locally, regionally and nationally

The development of a Marketing Strategy as a key element of

growing our business

The achievement of relevant accreditation and awards


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Appendices

Appendix Content

1 - Delivery Programme 2013 -14 A programme of high level projects and actions supporting business improvements (year 2)

2 – Delivery Programme Key performance indicators

High level performance measures which will be monitored by the Board

Delivery Programme 2013/14 Appendix 1

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Improve our customers’ homes and developing new homes for the future

Objective Lead Timing

PRC Redevelopment Phase 1 (20 units) (i) Agree flagship site (ii) Commence decanting of flagship site (iii) Agree outline programme for re-development for communication

to residents (iv) Start on site of flagship site

Amanda Meanwell

(i) June 2013 (ii) July 2013 (iii) July 2013

(iv) July 2014

PRC Refurbishment

Phase 1 Cadbury Heath (48 units) (i) Complete external wall insulation to 48 properties

Phase 2 – Cadbury Heath (102 units) (ii) Agree contractor to deliver Phase 2, to deliver maximised ECO

funding to the business (iii) Start on site (iv) Completion

Amanda Meanwell

(i) September 2013

(ii) June 2013

(iii) September 2013

(iv) March 2014

New Homes Development (inc Garage sites) (i) Commence development 37 units (ii) Completion of 3 units at Cromhall, Townwell

Amanda Meanwell

(i) December 2013 (ii) March 2014


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Improve our customers’ homes and developing new homes for the future


Sheltered scheme refurbishment (i) Complete Nutfield House Modernisation:

Roof repairs, new windows, wet rooms, kitchens, minor remodelling and decorations.

Patchway Neighbourhood Area (ii) Complete new window installation:

Haddrell Court, Quaker Court, Daldry Gardens, Dawley Close, Sinclair House and The Bathings

(iii) Complete full external repairs:

Neate Court, Charlton Court and Haddrell Court

Yate Neighbourhood Area (iv) Commence full remodelling of Prinknash (Yate) (v) Commence new wet rooms in Peache Court

Amanda Meanwell

(i) November 2013

(ii) November 2013

(iii) November 2013

(iv) November 2013

(v) August 2013

Sheltered scheme redevelopment programme (i) Commence planning of replacement of Newleaze House – 16

units (ii) Commence planning of replacement of Ableton Court -

Feasibility works

(iii) Commence planning of replacement of Irving Court- Feasibility works

Amanda Meanwell

(i) December 2013

(ii) June 2013

(iii) June 2013


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Improve Our Customer Services


Have one telephone number for public contact for all customer services to be in place by the autumn.

Derek Hart October 2013

Introduce message recording on all heavy usage lines to hold ourselves to account.

Derek Hart October 2013

Strengthen area working arrangements by improving managerial arrangements and streamlining service delivery.

Roy Irwin September 2013

Ensure all customer related service areas have sensible and relevant service standards with performance measures and associated targets in place by January 2014

Executive Team January 2014

Finalise our asset management strategy and have a 3 year Area Asset Management Plan for Kingswood, Patchway and Yate. all to be in place by December 2013 for delivery from April 2014

Amanda Meanwell December 2014

Improve the quality and timeliness of all aspects of our communication so that we can deliver joined up, one stop services to our customers. Including the development of a training programme that supports a customer focused culture

Amanda Meanwell March 2014


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Improve the Management of Our People


Reduce the cost of management and ensure there are only four tiers of management.

Executive Team March 2014

Increase expectation of, and development of, all managers in relation to:-

Health and Safety

Equalities and Diversity

Value for Money

Individual and team performance

Individual and team development

Diane Cushing

To be finalised by November 2013 for

implementation from January 2014 onwards to have

impact on year end appraisals and

objective setting for 2014/15

Have an agreed and transparent training and development programme that is supported by associated record keeping and, when appropriate, accreditation.

Diane Cushing September 2013

Review our policies in relation to sickness absence, capability and recruitment.

Diane Cushing September 2013


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Improve the Management of our Financial Resources


Secure the planned reduction in running cost expenditure of 7% for the 2014/15 budget

Executive Team By November 2013 for implementation before April 2014

Secure planned reduction in property investment costs for 2014/15 by 7%

Executive Team November 2013

Generate a business assessment model that looks at all in-house service provision (where there has not been a formal tender) that considers both value and money.

Sue O’Neill September 2013

Have an agreed arrangement across the business as to how work is awarded to Works Directorate for matters that they have not delivered previously.

Sue O’Neill September 2013

Develop and introduce trading accounts across the whole business

Executive Team April 2014

Achieve level 1 for viability from the HCA in 2013/14 Sue O’Neill March 2014


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Improve our infrastructure and support


Have an agreed ICT Strategy for the period 2015 to 2023 which covers all aspect of the business and associated development programme for implementation from 2014 and which contributes to a company wide Infrastructure Strategy

Sue O’Neill March 2014

Have an agreed Accommodation Strategy which covers all aspects of the business as it could and should be through to 2023


Adopt an “industries wide” Health and Safety Management System Roy Irwin March 2014

Start to consider an Environmental strategy for agreement in 2014 which would support a Corporate responsibility report

Winston Williams March 2014

Start to consider an Equalities and Diversity Strategy for agreement in 2014

Executive Team March 2014


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Improve our Partnership working


Through joint strategic working on the development of new housing, and bringing housing and other property back into active use for housing, in South Gloucestershire as a follow up to the position statement report to Board May 2013

Amanda Meanwell From September 2013

By understanding the impact of Welfare Reform in South Gloucestershire in discussion with South Gloucestershire Council, DWP, other housing agencies and other interested bodies and mitigating its impact on Merlin customers and the business

Amanda Meanwell on-going

Develop working arrangements with South Gloucestershire to effectively contribute to CO2 reduction programmes

Winston Williams March 2014

Through the production of annual ward reports for South Gloucestershire Council members where Merlin has some degree of stock holding or plans for their ward

Sue O’Neill June 2013

Through Community Regeneration and Investment in localities, agencies and projects as product of an agreed approach to local engagement

Amanda Meanwell October 2014

Develop initial strategic relationships with BaNES, Bristol, Stroud on matters of New Housing, bringing empty homes back into use and welfare reform



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Improve our Governance and Scrutiny arrangements (Co-Regulation)


Complete best practice visits to RPs and make recommendations to Board for improvements to co –regulatory arrangements

Andrew Ledger July 2013

Establish improved – co- regulatory arrangements Roy Irwin September 2013

Support the establishment of Board Portfolio roles Executive Team May 2013

Develop new 3 year Business Plan with full Board engagement

Roy Irwin November 2013


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Plan for a More Positive Profile


Contribute ‘on the record’ to Local, Regional and National policy debates – from now onwards.

Executive Team and Board

On going

Use the new fleet to refresh the branding, Winston Williams September 2013

Have an agreed marketing strategy in place Sue O’Neill September 2013

Have user friendly versions of all policies on the website

Executive Team September 2013

Develop a new house style for the website, publications and intranet to come on stream for 2014.

Sue O’Neill December 2014

Proposed Key Performance Indicators 2013/14 Apendix 2

Financial Performance

Name

Definition Year end 12-13

Top Quartile 2011/12

Median Quartile 2011/12

Target

Rationale

Director

Frequency

Average cost (£) of responsive repairs per property (YTD)

The average cost of responsive repairs per property is calculated by the total cost of all responsive repairs divided by the number of properties in management within the year.

WIP DNA DNA

WIP

This is a new KPI.

The target for this KPI

is a work in progress

and will be set at the

end of quarter 2

Winston Williams

Monthly

Average cost per unit of the Improvement programme

The average cost per unit is calculated by taking the cost to date and dividing it by number of units delivered to date

New PI DNA DNA

Bathrooms: £2,698

Kitchens:

£4,632

Heating –Electric: £4,468

Heating – Gas: £4,451

Electrics: £3,194

Boilers: £2,082

Doors: £743

Windows: £3,480

Roofs: £4,000

The targets are based upon budgeted unit costs. However the schedule of rates are being reviewed in light of inflation and changes in specification

Winston Williams

Monthly



Name




Target

Rationale

Director

Frequency

Rent loss due to empty domestic properties (void dwellings) as a % of rent due (YTD)

This measure calculates the amount of rent and service charges lost through General Needs, Homes for Older People & Hostels properties being vacant as a percentage of the total through General Needs, Homes for Older People & Hostels rent roll. The rent roll is the total amount of potential rent and service charges collectable for the period for all dwellings managed by the landlord, if all dwellings had been occupied. The dwelling may have been vacant for any reason, and includes dwellings that are unavailable to let. However, for dwellings that are unavailable to let and are not expected to be let as social dwellings again, the rent and service charges should be zeroed out. For example, properties awaiting demolition. These properties should be excluded from both the numerator and the denominator of this calculation.

New PI

0.72%

1.03%

1.0%

The target is based upon: Estimate of 840 voids Average re-let time: Routine: 15 Major Works: 21 Hard to let: 35 % of void properties: Routine: 80% Major Works: 10% Hard to let: 10% Therefore rent loss: £ 349,788

Amanda Meanwell

Monthly



Name




Target

Rationale

Director

Frequency

Rent loss due to empty non domestic properties (voids) as a % of rent due (YTD)

This measure calculates the amount of rent lost through garages and commercial properties being vacant as a percentage of the total rent roll. The rent roll is the total amount of potential rent and service charges collectable for the period for all garages and commercial properties managed by the landlord, if all garages and commercial properties had been let. The garages and commercial properties may have been vacant for any reason, and includes garages and commercial that are unavailable to let. However, for garages and commercial properties that are unavailable to let and are not expected to be let the rent and service charges should be zeroed out. For example, properties awaiting demolition. These properties should be excluded from both the numerator and the denominator of this calculation.

New PI DNA DNA WIP

This is a new KPI

.The target for this

KPI is a work in

progress and will be

set at the end of

quarter 2

Amanda Meanwell

Monthly



Name




Target

Rationale

Director

Frequency

Average cost of total void repairs (YTD)

Average cost of bringing properties up to Merlin's lettable standard. This is calculated by the total cost of major works and repairs to void properties divided by the total number of void properties

£2,277 £1,512 £2,084 £2,015

Last years performance was lower quartile. This years target is set to increase performance to achieve the medium quartile

Winston Williams Monthly



Name




Target

Rationale

Director

Frequency

% Total income collected, excluding arrears (YTD) Domestic

This indicator is designed to measure the rent collected year-to-date as a percentage of the rent due year-to-date, for all current General Needs and Housing for Older People tenancies. The rent collected figure (numerator) is the actual rent and service charge income received in the period, and no adjustments should be made for late HB payments, pre-payments or post-payments. The rent due (denominator) should exclude rent lost due to properties being vacant, and should also exclude current tenant arrears brought forward at the beginning of the year. Hence should some arrears from the previous year be recuperated, this PI can often exceed 100%. Items collected by the landlord as an agent such as water rates, those not directly part of the rent such as court costs and repairs recharges, and recovery of overpaid housing benefit through the rent collection system should be excluded wherever possible.

99% 99.9% 99.5% 98.64%

The target has been set to take account of changes in arrears due to welfare reform. This target takes account of anticipated bad debts and changes in levels of arrears and debts: 2012/13 arrears: 2.07% Target for 2013/14 arrears 2.4% 2.07-2.4 = 0.33% Bad debt provision £340,000 or 0.88% 100 – 0.33 – 0.88-0.15 = 98.64

Amanda Meanwell

Monthly



Name




Target

Rationale

Director

Frequency

% Total income collected, excluding arrears (YTD) non domestic

This measure expresses the total rent collected in the year (from both current and former tenants) as a percentage of total rent due, including current tenant arrears brought forward and former tenant arrears. It excludes rent that cannot be collected due to empty properties.

DNA DNA WIP

This is a new KPI.

The target for this

KPI is a work in

progress and will

be set at the end

of quarter 2

.

Amanda Meanwell

Monthly

Proposed Key Performance Indicators 2013/14 Appendix 2

26


Name




Target

Rationale

Director

Frequency

% Total current domestic Arrears

This is the total current arrears (rent, service charge,) divided by the total income £ that we could have collected on a rolling 12 months basis

2.07% 1.90% 3.05% 2.4%

The target has been set to assume increased arrears of 0.33% due to welfare reform

Amanda Meanwell

Monthly


27


Name




Target

Rationale

Director

Frequency

% Total current non domestic Arrears

This is the total current arrears (rent, service charge,) from commercial properties, garages, Leasehold charges and other debt divided by the total income £ that we could have collected on a rolling 12 months basis

New PI DNA DNA WIP

This is a new KPI.

The target for this

KPI is a work in

progress and will

be set at the end

of quarter 2

Amanda Meanwell

Monthly

% Total Former Arrears (domestic)

This is the total former arrears (rent, service charges), divided by the total income £ that we could have collected on a rolling 12 months basis

0.99% 0.75% 1.27% 0.9% Amanda Meanwell

Monthly


28


Name




Target

Rationale

Director

Frequency

% Total Former Arrears (non domestic)

This is the total former arrears, non domestic(commercial properties, garages, Leasehold charges and other) recorded on Capita and Open divided by the total income £ that we could have collected on a rolling 12 months basis

New PI DNA DNA WIP

This is a new KPI.

The target for this

KPI is a work in

progress and will

be set at the end

of quarter 2

Amanda Meanwell

Monthly


29

Customer Satisfaction Performance

Name




Target

Rationale

Director

Frequency

% of customers satisfied with the service provided by Merlin

Data gathered quarterly from the STAR survey.

New PI 89.8% 86%

Q1 79.85% Q2 82% Q3 83% Q4 84%

Performance from previous years was: 2009: 82% 2010: 88% 2011: 88% Q1 2013 performance was 79.85% As performance has decreased since 2011 the quarterly target has been set at an increase of 1% to improve performance towards the median quartile.

Amanda Meanwell

Quarterly

% of Customers who would recommend Merlin to their friends or family


New PI DNA DNA 71%

Q1 STAR result 70.25%

Amanda Meanwell

Quarterly


30


Name




Target

Rationale

Director

Frequency

% of Customers satisfied with the quality of their home


New PI 88.3% 85%

Q1 79.5% Q2 80.5% Q3 81.5% Q4 82.5%

Q1 2013 performance was 79.5%. The target has been set to move us towards median quartile

Amanda Meanwell

Quarterly

% of customer satisfied with the quality of their neighborhood


New PI 87.5% 84.0%

Q1 86.12% Q2 86.5% Q3 87% Q4 87.5%

Q1 2013 performance was 86.12% The target has been set to achieve top quartile performance

Amanda Meanwell

Quarterly

% of support plans reviewed

This is the number of support plans that have been reviewed in the quarter divided by the total number due for review in the quarter

New PI DNA DNA 100%

The target has been set at 100% as we should always review those support plans that are due for review in the month

Amanda Meanwell

Monthly


31


Name




Target

Rationale

Director

Frequency

% of customers satisfied with Independent Living Services

This is the total number of ILS customers either satisfied or very satisfied divided by the total number of customers who returned a survey

New PI DNA DNA WIP No target set yet as a new satisfaction survey is required

Amanda Meanwell

Quarterly


32


Name




Target

Rationale

Director

Frequency

% Complaints responded within target YTD

The total number of stage 1 complaints requiring a response in the period divided by the total number of stage one complaints responded to within 10 days or within agreed target with customer

75% 99% 88.6% 90%

This is a process indicator and we have seen improving performance during the year.

Sue O'Neill

Monthly

% of customers satisfied with complaint handling

This is the total number of customers either satisfied or very satisfied divided by the total number of customers who returned a survey

New PI 78% 65.5% 66%

Last year varied between 0% (no surveys returned within the month) and 75%. We have set the target at top quartile to maintain performance as we have improved both the complaints process and satisfaction questionnaire to achieve a greater response rate

Sue O'Neill Monthly


33


Name




Target

Rationale

Director

Frequency

% of customers satisfied with complaint outcome

This is the total number of customers either satisfied or very satisfied divided by the total number of customers who returned a survey

New PI 72.7% 59.8% 65% Satisfaction with outcome is always lower than the process, therefore the target has been set to begin to reach upper quartile

Sue O'Neill Monthly


34


Name




Target

Rationale

Director

Frequency

Number of new complaints per 1,000 stock received in quarter

Number of new complaints per 1,000 stock received in quarter/ It provides an indicator of an efficient and transparent complaints process

New PI

DNA

DNA

11%

If we assume we have

approx. 8000 dwellings

and we had approx. 330

complaints last year our

quarterly average for

2012/ 13 would be about

10

Sue O’ Neill Quarterly

Number of new ASB cases per 1,000 properties

This is the number of new ASB cases per 1,000 properties

81.15 32.11 54.68 WIP This is a proposed PI from comments from Board Members. It has been suggested as it enables comparison between organisations and indicates whether we are receiving more or less ASB cases per 1,000 of stock

Amanda Meanwell

Monthly


35


Name




Target

Rationale

Director

Frequency

% of ASB cases resolved successfully

This measure will enable us to track the percentage of closed successfully resolved cases over time and compare their success rate with other landlords.

Closed successfully resolved cases refer to those cases closed in year-to-date where, in the professional opinion of Merlin’s ASB team, the ASB reported by the complainant(s) has ended or is no longer a cause for concern. Cases that have been investigated but no breach of tenancy or evidence of ASB is found, should also be recorded as a closed resolved case. The total number of closed cases will include the number of closed resolved cases and closed unresolved cases.

New PI 96.7% 90.34% WIP This is a proposed KPI. It has been proposed as it will enable us to compare our success rate at resolving and closing ASB cases compared with other landlords

Amanda Meanwell

Monthly


36


Name




Target

Rationale

Director

Frequency

% Right first time

(% of repairs in the month where the repair was completed first time.)

Right is defined as completed to the satisfaction of the tenant. First time is defined as completed by the repairs operative without the need to return a further time because the repair was inaccurately diagnosed and/or the operative did not fix the problem. How we obtain this data needs to be worked through

100%

94.4%

89.6%

WIP

We are currently working on this target. It will be set once the process and the systems have been revised to meet the definition

Winston Williams

Monthly


37


Name




Target

Rationale

Director

Frequency

% of appointments made

Total number of appointments made divided by total number of all repairs

New PI

82.3%

68.3%

WIP

This is a new KPI. The

target for this KPI is a

work in progress and will

be set at the end of

quarter 2

Winston Williams

Monthly

% of appointments kept

Total number of appointments kept divided by total number of appointments

New PI

99.1%

97.6%

WIP

This is a new KPI. The

target for this KPI is a

work in progress and will

be set at the end of

quarter 2

Winston Williams

Monthly


38


Name




Target

Rationale

Director

Frequency

% of customers who have received an excellent service (improvement programme)

This is the total number of customers who indicated that they received an excellent service divided by the total number of customers who returned a survey

New PI

DNA

DNA

90%

The target has been set higher than any other comparable repairs upper quartile benchmark. This is to ensure that performance in this important area does not fall below 90%.

Amanda Meanwell

Monthly

% of customers satisfied with responsive repairs service

This is the total number of

customers either satisfied or very

satisfied divided by the total

number of customers who returned

a survey

88.27%

86.6%

82.17%

88.27%

Last years performance was 88.27%. The target has set to remain at top quartile performance

Winston Williams

Monthly

% of customers satisfied overall with new lettings process

This is the total number of

customers either satisfied or very

satisfied divided by the total

number of customers who returned

a survey

New PI

DNA

DNA

WIP

No target set yet as a new satisfaction survey is required

Amanda Meanwell

Monthly


39


Name




Target

Rationale

Director

Frequency

Average time taken to answer inbound calls (seconds)

Total number of calls answered within 15 secs divided by the total number of customer calls received

New PI 10 secs 18 secs 15 secs

The target has been set at 15 seconds as this is our current service standard.

Amanda Meanwell Monthly


40

Risk Performance

Name




Target

Rationale

Director

Frequency

Number of reportable incidents (RIDDOR)

The number of accidents and incidents that occurred in the month that needed reported to the HSE under RIDDOR Reporting of injuries, diseases and dangerous occurrences regulations 1995. This is manually collected via a webform

3 N/A N/A 0

Our H&S systems are in place to make all colleagues working practices safe, so that there are no accidents and/ or incidents reportable under RIDDOR

Sue O’Neill Monthly

% of required actions completed within approved timescales within the health and safety management system

We are using the OHSAS 18001 H&S Management System. The Principle H&S Advisor audits the organisation against the criteria within this system and provides a RAG score in relation to our compliance. This KPI provides a percentage measure of our overall compliance score against the criteria. However currently the score is based on a overview audit undertaken.

New PI DNA DNA 95%

The target has been set to ensure that performance in this important area does not fall below 95%.

Sue O'Neill Monthly


41

Risk Performance

Name




Target

Rationale

Director

Frequency

% of CP12's renewed on or before the anniversary date (YTD)

Percentage of dwellings with a gas supply that have a current Landlord's Gas Safety Certificate (CP12) that were renewed on or before the current certificates expiry date year to date

97.62% 99.98% 99.9% 100%

It is not acceptable to set a target of anything less than 100% due to health and safety implications

Winston Williams

Monthly

% Properties failing to meet the Decent Homes Standard (YTD)

The number of properties which fail to meet the decent homes standard at the end of the period divided by the total number of properties in the landlords stock.

Social Landlords are not expected to make a home decent if this is against the wishes of the tenant. Work will be completed when the property is next void. These properties are not counted as non decent.

This data will be collected from Keystone.

0.53% 0% 0% 0% We want to maintain all our properties to the decent homes standard therefore the target is 0%

Amanda Meanwell

Monthly

Appendix 2 Proposed Key Performance Indicators 2013/14

42

Risk Performance

Name




Target

Rationale

Director

Frequency

% of press reported within local and national press

Total number of stories published divided by total number of submitted stories.

New PI DNA DNA WIP Last year (Jan2012 to Jan 2013) we sent out 76 press releases however we do not currently monitor whether theses are then published in the different media outlets, we send to. A monitoring process will be put in place and the target will be set after 3 months of performance end of quarter 2

Sue O'Neill Monthly

% of Good news stories for Merlin

Total number of good news stories divided by total number of stories

New PI N/A N/A 80% The target has been set based on the number of goon news stories published within the media last year

Sue O'Neill Monthly


43

Property Performance

Name




Target

Rationale

Director

Frequency

Number of cyclical and planned works delivered against programme target (units)

Number of cyclical and planned works delivered against programme target (units)

1,633. DNA DNA Bathrooms:132

Kitchens:66

Heating –Electric:195

Heating – Gas:137

Electrics:175

Boilers:139

Doors:235

Windows:180 Roofs:221

These targets have been set as per the agreed budget.

Amanda Meanwell

Monthly

% of all aids and adaptation delivered within 28 day service standard

Total number of aids and adaptations delivered in 28 days divided by the total number of aids and adaptations delivered. Will be automated from Capita

New PI DNA DNA Overall

Q1 71

Q2 79

Q3 88

Q4 95

The aggregated

performance of the

adaptations service for

Q4 2012/13 was 80%

Minor 68%

Major 33%

Amanda Meanwell

Monthly

Number of completions within target

Number of completions within target

New PI DNA DNA Q1 - 19 YTD 19 Q2 - 22 YTD 41 Q3 - 30 YTD 71 Q4 - 32 YTD 103

New indicator based on the development strategy

Amanda Meanwell

Quarterly


44

Name




Target

Rationale

Director

Frequency

Comment

Number of development pipeline units with approval

Number of development pipeline units with approval

New PI N/A N/A Q1 - 0 YTD 0 Q2 - 3 YTD 3 Q3 - 10 YTD 13 Q4 - 25 YTD 38


Amanda Meanwell

Quarterly

Number of starts on site within target

Number of starts on site within target

New PI N/A N/A Q1 - 0 YTD 0 Q2 - 0 YTD 0 Q3 - 7 YTD 7 Q4 - 0 YTD 7


Amanda Meanwell

Quarterly


45

People Performance

Name




Target

Rationale

Director

Frequency

% Staff on permanent contracts YTD

The percentage of staff (approved establishment) who are on Merlin contracts of employment

82% DNA DNA WIP This is a new KPI. The target for this KPI is a work in progress. The approved establishment has been set and agreed, the target will be set after quarter 2

Sue O'Neill Monthly

% Staff turnover YTD

Total number of leavers year to date divided by the number of staff employed over the year.

13%

8.03% 11.76% 12.7% For 2013/14 we are

suggesting an upper and lower limit as some turnover is good for a business. The average for all UK employers for 2012 was 12.7%, 13% for the not for profit sector)

Sue O'Neill

Monthly


46

People Performance

Name




Target

Rationale

Director

Frequency

Average days lost to sickness

The average number of days lost to long term & short term sickness per FTE over a rolling 12 months

WIP DNA CIPD reported average for 2012 was 6.8 days

Q1 14 Q2 13 Q3 11 Q4 10 April 13 fig 1 day, April & May 1.8, April/May/June est 2.5

Sickness absence can be an indicator of other issues affecting staff within a business including low morale, poor management, performance management. Last year 14.03 total 4.87 ST 9.15 LT

Sue O'Neill

Monthly

% of staff promoted internally to supervisory/ management positions

The number of internal staff who were successful in applying for supervisory/ management positions divided by the total number of successful applicants for these positions.

New PI DNA DNA WIP The target will be set in due course once the talent management framework has been developed and embedded.

Sue O'Neill Monthly

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