Cornwall Housing Limited Agenda No: Finance and ... This report provides an exception overview on the

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    Cornwall Housing Limited

    Agenda No:

    Report to: Finance and Development Committee

    Part 1

    Date: 22 August 2016

    Title: Q1: Integrated Performance Management Report. Combining Performance, Risk, Programme and Health & Safety Reporting

    Author: Emma Blatchford Role: Head of Resources

    Contact: Tel: 01208/ 893291

    Email: emma.blatchford@cornwallhousing.org.uk

    Recommendations:

    1. That the report is received and, following due consideration, the Committee are sufficiently assured by the contents and associated management actions.

    1. Executive Summary:

    This report provides an exception overview on the company’s performance and management actions across the following key business control areas:

    • Key Performance Indicators • Key Company Risks • Company Programme Update (to July) • Health, Safety and Wellbeing

    Appended to this report are key documents containing full Q1 data sets. The purpose of the report is to focus on the exceptions both positive and negative and highlight the mitigations that are in place where appropriate. It also includes an update on the ‘Performance Indicators which were rated red in Q4’ action plans, as initially reported to the Board on 27th June 2016. 2. Background and Cornwall Housing Objectives:

    The combined performance report has evolved over time to provide a snapshot of key areas of the business and highlight progress and exceptions where appropriate.

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    During Q1 work has been undertaken to improve Performance Management Reporting in terms of content and presentation. We continue to develop our balanced scorecard with the introduction of the SCOT framework and the inclusion of an extended executive summary section – including Key Activity Achievements, Key Future Activity and a ‘route to green’ table. Risk reporting continues to evolve, and we are grateful for the continuing support and advice of the Board particularly Shelley Thornton. The end of June status report, in its new format, is attached. During Q1 we introduced a new monthly programme management report. Although still developing, this aims to provide an improved overview not only for implementation, but also integration activities. The report aims to provide management with strategic oversight, and aids resource planning as we transition technological improvements into business as usual/benefit realisation activity. The new report is also attached. The Company’s prominent focus on Health and Safety continues. The Q1 report is attached. Particular areas to note, although these straddle Q1 and Q2, is the focus on Welfare and the arrival of Mike Lawton from the Council’s HSW team on a year secondment. More details will be provided in the Q2 update. Decision and Supporting Information (Including Options): The following sections deal with key issues and observations across the four main business performance control areas. Full details can be found in the associated appendix.

    a. Key Performance Indicators

    At the 27th June Board meeting a number of action plans were submitted in relation to Q4 ‘red’ indicators. The Q1 status for each is recorded below.

    PI 21 Average Working Days Lost Due to Sickness Absence Q4: 13.75 Target: 11 (June profile

    3.75) Q1: 3.2 Much Better Than

    Target Q1 Activity: Health and Wellbeing Officer has been appointed and starts in role in August. Mandatory training for managers on Capability, Disciplinary and attendance management has been delivered

    Q2 Activity: Work underway to achieve Health Workplace Bronze award Additional resource has been sourced to support managers in ensuring all sickness absence is managed consistently (starts early Sept)

    SHCHL 51 % of Complaints Responded To Within Deadline Q4: 69% Target: 80% Q1: 89% Much Better Than Target Q1 Activity: To improve performance across the board on complaints a new approach pilot has been agreed. A

    Q2 Activity: Complaints team to undertake Step 1 investigations for Assets Directorate. Additional support is

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    secondment position has been recruited. Baseline data has been taken to monitor effectiveness of the pilot. Additional focus on managing the process and chasing responses has also been implemented.

    also to be provided to issue holding letters and manage customer expectations regarding complaint responses.

    SHCHL 11 PSL – Rent Arrears of Current Tenants as a % of the Annual Rent Debit (ex voids)

    Q4: 5.04% Target: 3.0% Q1: 6.47% Much Worse Than Target Q1 Activity: We employ 1 FTE officer responsible for current and former arrears income management. Finance Officers have access to parts of the Housing Benefit (HB) systems on a read-only basis, and can check the progress of claims as part of their day to day rent management process. On a weekly basis review all rent accounts, to establish whether HB is in payment and where there is a shortfall, this leads to other actions such as contacting tenant, liaising with HB, completing support referrals, sending letters, completing visits as per the rent management policy.

    Q2 Activity: Further discussions with Housing Benefit colleagues to explore any opportunities to improve processes to reduce claim failure rates, overpayment risk and processing times. Ensuring that all systems are up to date and actions have been evidenced appropriately. Make use of Discretionary Housing Payments in some cases to reduce arrears if this enables a move-on offer which ends the Homelessness duty. (Due to the relatively small number of properties performance is very sensitive to changes in the value of ‘rent due’, the value of the ‘rent debit’ and the level of voids. No applicant will be evicted from their temporary accommodation unless their homelessness duty can legally be discharged. 28 HB applications are still awaiting an outcome and this accounts for £25k of arrears. A further 15 applications for HB have been turned down which accounts for £52k of arrears. A number of these are appealing this decision.)

    SHCHL 02 PSL – Average Time Taken (in days) to Re-Let Dwelling Q4: 33.55 Target: 28 Q1: 32 Much Worse Than Target Q1 Activity: There have been 43 voids with 1713 void days in total. This is worse than target, but a reduction on the Q2 2015-2016 position. There have been several properties that have been void due to notice being issued as part of the handback of the properties within the TA remodelling project and the volume of voids has impacted on the Q1 performance.

    Q2 Activity: A project group has been set up and meets weekly to review all handbacks to ensure adequate move on plans and actions are implemented. A wider company void project is moving into a new phase, with PSL void performance as a key strand within this. All actions are reviewed and updated and addressed if needed to ensure

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    Voids are updated on the voids dashboard weekly and reviewed by all managers.

    movement with properties. A new way of working has also be introduced within the DLO and this should assist with scheduling of works and priority of works, supplemented by some internal re- allocation of staffing to focus on improving the end to end process.

    CAM 156 Total Number of Households in Temporary Accommodation (N156)

    Q4: 235 Target: 205 (June profile: 225)

    Q1: 211 Much Better Than Target

    Q1 Activity: i. Project manager, funded by CHL reserves, continues to meet milestones in project plan, including a robust hand-back programme for 50 homes. ii. Joint work with EHSC to develop an action plan to reduce the use of B&Bs for 16/17 year olds to zero. As part of the Temporary Accommodation (TA) re-model we are reducing the Private Sector Leasing (PSL) portfolio which will remove some of the surplus/unoccupied TA units which better align the stock of TA in line with demand. The B&B target set for this year is 20 households and separate action plans are in place to support this reduction. Monthly actuals and breakdowns across TA types will vary from month to month.

    Q2 Activity: Delivery of milestones for PSL and 16/17 action plan. (This indicator is a measure of the 'health' of the wider Housing Options directorate, and a direct measure within the current Temporary Accommodation (TA) Reduction Strategy (2014-17). A reducing trend should broadly track a reducing trend in statutory homelessness (as reported quarterly via the P1E return), which tells us that we are being effective in preventing homelessness and managing demand in the service, in accordance with the wider homelessness and housing strategies. At the end of quarter 1 we had 211 households in temporary accommodation, broken down as follows: ● B&B (35) ● Hostel (17) ● PSL (130) ● Registered Provider (16) ● Other (13))

    SHCHL 26 Average Cost of Void Repair Q4: £2,657 Target: £2,500 Q1: £3,575 Much Worse Than Target Q1 Activity: Higher than target cost due to a number of larger voids being processed during the period. Work continues to secure supply chain efficiencies particularly in relation to materials and we are currently working with commercial services staff to achieve this.

    Q2 Activity: Work also continues to test the accuracy of postings within the financial management system to ensure the accuracy of job cost postings and this will continue in Q2.

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    PI 19 St