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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
Page 3 of 46
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
Merlin Housing Society Business Plan 2013/17
Page 4 of 46
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
Merlin Housing Society Business Plan 2013/17
Page 5 of 46
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.
Merlin Housing Society Business Plan 2013/17
Page 6 of 46
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
Merlin Housing Society Business Plan 2013/17
Page 7 of 46
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
Merlin Housing Society Business Plan 2013/17
Page 8 of 46
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.
Merlin Housing Society Business Plan 2013/17
Page 9 of 46
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.
This driver will focus on:
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.
This driver will focus on:
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
Merlin Housing Society Business Plan 2013/17
Page 10 of 46
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
Page 11 of 46
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
Delivery Programme 2013/14 Appendix 1
Page 12 of 46
Improve our customers’ homes and developing new homes for the future
Objective Lead Timing
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
Delivery Programme 2013/14 Appendix 1
Page 13 of 46
Improve Our Customer Services
Objective Lead Timing
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
Delivery Programme 2013/14 Appendix 1
Page 14 of 46
Improve the Management of Our People
Objective Lead Timing
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
Delivery Programme 2013/14 Appendix 1
Page 15 of 46
Improve the Management of our Financial Resources
Objective Lead Timing
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
Delivery Programme 2013/14 Appendix 1
Page 16 of 46
Improve our infrastructure and support
Objective Lead Timing
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
Amanda Meanwell March 2014
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
Delivery Programme 2013/14 Appendix 1
Page 17 of 46
Improve our Partnership working
Objective Lead Timing
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
Amanda Meanwell March 2014
Delivery Programme 2013/14 Appendix 1
Page 18 of 46
Improve our Governance and Scrutiny arrangements (Co-Regulation)
Objective Lead Timing
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
Delivery Programme 2013/14 Appendix 1
Page 19 of 46
Plan for a More Positive Profile
Objective Lead Timing
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
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
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
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
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
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 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
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
% 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
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
% 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
Financial Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
27
Financial Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
28
Financial Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
29
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Data gathered quarterly from the STAR survey.
New PI DNA DNA 71%
Q1 STAR result 70.25%
Amanda Meanwell
Quarterly
Proposed Key Performance Indicators 2013/14 Appendix 2
30
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
Target
Rationale
Director
Frequency
% of Customers satisfied with the quality of their home
Data gathered quarterly from the STAR survey.
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
Data gathered quarterly from the STAR survey.
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
Proposed Key Performance Indicators 2013/14 Appendix 2
31
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
32
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
33
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
34
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Proposed Key Performance Indicators 2013/14 Appendix 2
35
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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36
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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38
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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39
Customer Satisfaction Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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40
Risk Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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41
Risk Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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42
Risk Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
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43
Property Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Appendix 2 Proposed Key Performance Indicators 2013/14
44
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
New indicator based on the development strategy
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
New indicator based on the development strategy
Amanda Meanwell
Quarterly
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People Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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
Appendix 2 Proposed Key Performance Indicators 2013/14
46
People Performance
Name
Definition Year end 12-13
Top Quartile 2011/12
Median Quartile 2011/12
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