Cornwall Housing Limited Agenda No: Finance and ...€¦ · This report provides an exception overview on the company’s performance and management actions across the following key

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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: [email protected]

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 Standard Units Developed as a % of Current Stock Q4: 0.18 Target: Q1: Q1 Activity: Development programme put on hold by Cornwall Council (client) Q2 2015/16.

Q2 Activity:

SHCL 36 HRA- Average Re-Let Time of all Re-Lets (Inc. any time spent in works)

Q4: 63.76 Target: 55 Q1:46.5 Much Better Than Target Q1 Activity: Hard to let properties impact on our overall relet time. We continue to have 2 bedsits we have been unable to let. Additional advertising of these properties has been undertaken through the channels available to the Communications team. A 3 bedroom bungalow suitable for tenant with disabilities was let through HomeChoice at the beginning of July. However, significant work has been undertaken on Voids and will continue. This is reflected in the improved times.

Q2 Activity: We will continue to focus attention on improving the Voids processes. Some of the challenges we face include adaption works and in particular we have some work occurring to 4 bedroom property for family with specific needs. - Tenancy unlikely to start until works completed. Report provided to DLT regarding properties with adaptation needs and the impact of this much needed work on void timescales. To be considered as part of the Voids Improvement programme.

In addition to the Q4 Action Plans, ‘Route to Green’ actions have also been agreed in relation to all current red indicators in the 2016/17 basket.

Ref: Title Route to Green: - 3 Key Activities/Milestones

SHCHL22 Percentage of dwellings with a valid gas safety certificate (HRA Stock)

● Actions with Legal to expedite referral process● Communications campaign to raise tenant awareness● Table proposal to recharge for missed appointments

SHCHL21 Average number of responsive repairs per property (includes supported units)

● Continuing to add further module enhancements to Open Housing● Initiation of the Mobile Working Solutions project

SHCHL27 The average number of calendar days taken to complete repairs.

● More efficient stores management system● Initiation of the Mobile Working Solutions project

TBC % of all reactive repairs completed

● Void improvement Programme will highlight and deliver benefits which

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within target time should enable operatives to be re-aligned to responsive works● Assets restructure will deliver a team suitably resourced for the work expected

SHCHL24 Average cost per property of a responsive repair and voids

● Secure supply chain efficiencies ● Test the accuracy of postings within the financial management system to ensure the accuracy of job cost postings

SHCHL29 Average cost of void repair. (PSL Stock)

● New staff will continue to build their knowledge and skills with appropriate training and support. ● Quarterly inspections and pre-void inspections will be planned in to enable more effective property management. ● New ways of ordering and scheduling works will be investigated and implemented as appropriate.

SHCHL10 PSL - Rent collected from current tenants as a % of the rent due (excl. arrears brought forward)

● Adhering to the rent management policy and tenants in breach of their tenancy will be dealt with accordingly i.e. possession instructions issued.● Rent accounts are reviewed weekly including checking the progress of HB applications.

SHCHL31 HRA - Rent arrears of current and former tenants written-off as a percentage of annual rent due

● Pursue arrears as per policy.● Trace using various method including debt collection agencies.

PI30 No. tenants evicted due to rent arrears as a % of all tenancies (GN&HfOP)

● Actions with Legal to improve response and court outcomes● Continued enforcement of Rent Management Policy● Engagement with tenants around Welfare Reform

SHCHL46 Avg. % time lost to sickness

● Recruitment of resource to assist support on absence management● Work towards Healthy Workplace Bronze Award● Review additional measures which have been effective at CORMAC

SHCHL32 Successful preventions as a %

● Increased staff one to ones with managers● Reviewing cases to ensure

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of homelessness approaches

all prevention measures exhausted● Ensure all prevention activity is appropriately captured and recorded

CAMCSCPI22

HRA - Avg. relets (standard) days

● Project manager to scope and initiate project within the programme● Agree prioritisation of voids● Review Asbestos Activity

SHCHL38 HRA - Avg. time from property handover from maintenance to tenancy start

● Weekly meetings with Void team to review pipeline● Identifying potential suitable applicants for hard to let properties● Advertising properties which receive no bids through social media

PI38 INTERNAL

ASB: % satisfaction ● Review and reword the survey to bring in line with benchmarking

SHCHL44 No. Complaints resolved at Step 1

● Accessing capacity requirements for Step 1 investigations via a pilot● Quicker response to complaints, to resolve as first contact● Review of complaints and compensation policy and procedures.

SHCHL45 % complaints upheld ● Review and launch of Lesson Learned initiative● Trend analysis of complaints for quick improvements to service● Ensuring feedback is assigned correctly as either a complaint or request for service

SHCHL47 % of management framework outputs provided within the quarter as per the agreed schedule

● Testing of access permissions to be completed for Risk reporting● Agree timescales and monitoring arrangements for the H&S Action Plan updates● Review requirements as part of the Strategic Housing Review

b. Key Company Risks

The new format for presenting risks can be seen at appendix 2. It follows a similar format adopted for the PI reporting. The information provided has been expanded upon and the format has tried to achieve and display progress in an easy to read format. Currently our highest risk relates to the recent changes in legislation.

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Risk Score – 20: Implication of new Government Housing and Welfare policies, and the impacts on the Company’s income streams. Proposed implementation of the Governments Universal Credit Scheme has been timetabled for 2016. Event: Implementation of new policies that affect the operation of the company. Such as the Temporary Accommodation subsidy that is due to end, and the introduction of the Levy (taxation on high value homes). Also direct payment to tenants of their housing benefit and impact of legislation reducing household income. Results in increase of rent arrears of a significant value. Effects: Impacts on Budgets, policy changes such as removal of HB to under 21s and the disposal of high value stock and Levy that will need to be paid. That the current rent model and budgets will be reduce income for the general fund, creating budget pressures. • Significant increase in rent arrears. • Significant increase in resource required to chase debt • Loss of reputation if other services are reduced, Increase in evictions, increase in court activity which potentially could lead to eviction. • Loss of company income. • Negative social impact. Management Action: • Understanding the impacts of new policies as they are introduced and ensuring that these are escalated to the client where they affect service delivery (Action Ongoing) • Recovery processes - processes in place to recover rental income (action needed). • Modelling of the different potential impacts of the Levy will need to be undertaken with CC Finance (action needed) • Partnership working - there are close working relationships with Housing Benefits (action ongoing) • Direct payment of Housing benefit to offset rent (Action Ongoing) •Fundamental review of budgets required (action needed) •Propose to remodel TA provision and budget to be more sustainable (action needed) • Universal credit ready project (action ongoing). •Detailed arrears monitoring resulting in early intervention (action ongoing). •Tenant profiling project (action ongoing) •Tenant profiling data collected and used to identify tenants that will be affected by the legislative changes. •Property modeller produced that can assist us with identifying different criteria that can assist with the decision to sell properties to fund the levy - leading to the development of a Disposals Strategy to present to the council for consideration. • UCAN project funding being considered Latest Actions: Housing and Planning Bill has Royal Assent - details of levy expected to be imminent. No disposal strategy with CC member approval - expected later in the summer. Proposal for additional inclusion resources not agreed by Client - passed to troubled families to contribute. UCAN funding proposals are being considered.

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c. Company Programme Update

There are two key Programme issues: 1. Contracts Module: There have been a number of ongoing problems with the module, which have resulted in us withholding payment to Capita. A resolution is currently under test, and early indications are that it is working. Final sign off is due middle of August. 2. CBL: A number of project delays necessitated programme level interventions. These have stabilised the critical elements within the project. In addition, two new projects will be added to the programme plan during August; The Voids Improvement Project and Mobile Technology/Total Mobile. Appendix 3 provides the programme overview.

d. Health, Safety and Wellbeing

Health, Safety and Wellbeing continues to be promoted across the company. Mike Lawton (Senior HSW Advisor) is now providing additional support, working with Nigel Hughes, specifically in reviewing and updating our Health and Safety action plan, and in the longer term to achieve ISO 18001 (45001).

A full report on current activities can be found at Appendix 4. However, specific items to note from the Q1 Report include;

1. Total Accidents/Incidents Whilst the figure shows an increase of almost twofold on the same period last year this may be down to an increased awareness of the reporting process rather than poor performance. Closer monitoring of the statistics will be required to accurately identify any emerging trends. The important thing is to ensure that accidents and near misses are investigated in order to prevent recurrence. Days lost due to accidents are, however, down on Q1 2015/16

2. Occupational Health Referrals Total numbers of referrals to occupational health are down but both late referrals and the average time for referral are up. The key message to managers needs to be that early intervention is the most effective way of reducing the likelihood of preventing employees going off sick or in getting them back to work especially where stress is concerned. These factors will also have a bearing on the average length of absence which is also up. 3. Waiting Times and Report Turnaround Times Waiting times for a first appointment following referral and report turnaround times are both up and this is due to the fact that the Council’s occupational health team have been 2 posts short due to staff illness and leaving. These posts have now been filled and this will hopefully be reflected in the Q2 stats. 3. Financial Implications and Budget: This report has no direct impact on the budget.

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4. Value for Money Implications: None

5. Other Resourcing Implications: None 6. Legal Implications: Non-compliance with agreed standards 7. Equality Impact Assessment: N/a 8. Significant Risks:

Budget Pressure / Risk

Impact Comments RAG Rating

Risk Implications of New Government Housing and Welfare Policies on Company’s income streams.

Increase in client financial stress – resulting in increasing rent arears. Increased pressure on GF. Increased cost of debt recovery.

Monitoring Bill progression – assuming consent: impacts anticipated.

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9. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

DLT Supporting Information

Appendices: 1 - Key Performance Indicators 2 - Key Company Risks 3 - Company Programme Update (to July) 4 - Health, Safety and Wellbeing Background Papers: None Approval and Clearance of Report

Report cleared by: Emma Blatchford Date: Report Cleared by Managing Director and Company Secretary: Date:

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2016-2017 Quarterly

Performance Indicators

Q1 2016

FINAL 2nd August 2016

Company Confidential

Quarterly Performance Indicator Report Q1 2016

Executive Summary

Key Performance Indicators

Key Activity achieved in Q1

Key Activity for Q2

● HRA Gas Engagement with Legal and communications campaign for Gas Safety

●HRA Rent Focused work on Universal Credit cases to mitigate risks of reduced income

● HRA Re-lets Void Improvement projects to be scoped and initiated

● PSL Gas Engagement with Legal and communications campaign for Gas Safety

● % CHS Additional Cornish Standard contracts to be procured

● N156 Continued work on Temporary Accommodation reduction strategy

● Families in

B&BContinued work towards Gold Standard Assessment for HomelessnessJoint work with children's service to utilise alternatives to B&B for young people in crisis

This report provides an exception report on the company's performance and key performance indicators.Appended to the report are key documents with detailed findings.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.

Following a review of the 50 performance indicators contained in this report against the SCOT framework, the following PIs have been identified as Key:

● % CHS On track programme of works for achieving the Cornish Standard

● HRA Re-lets Project manager recruited to work on Void Improvement Plan

● N156 Project manager funded by CHL reserves in place and working on Temporary Accommodation handbacks

● Families in

B&BAlternative provision now available for families in crisis and at risk of homelessness

● HRA Gas 42 HRA properties referred to Legal following denial of access for Gas Safety Checks

● PSL Gas PSL Gas Safety moved back into the Housing Options Service

●HRA Rent Active rent management and interventions with tenants delivering high rent collection rates

Company Confidential 02/08/2016

Cornwall Housing Ltd Quarterly Performance Indicator Report Q1 2016

CORNWALL HOUSINGPerformance Indicators Dashboard

Strategic Objective Performance Company Performance

Key:

Much better than target

Better than target On target Worse than

targetMuch worse than target



CORNWALL HOUSINGPerformance Indicators Dashboard

Balanced Scorecard

Key:

Much better than target

Better than target On target Worse than

targetMuch worse than target


Quarterly Performance Indicator Report Q1 2016

Red Indicators

Ref: TitleSHCHL22 Percentage of dwellings with a valid gas safety

certificate (HRA Stock)

SHCHL21 Average number of responsive repairs per property (includes supported units)

SHCHL27 The average number of calendar days taken to complete repairs.

TBC % of all reactive repairs completed within target time

SHCHL24 Average cost per property of a responsive repair and voids

SHCHL26 Average cost of void repair.

SHCHL29 Average cost of void repair. (PSL Stock)

SHCHL10 PSL - Rent collected from current tenants as a % of the rent due (excl. arrears brought forward)

SHCHL11 PSL - Rent arrears of current tenants as a % of the annual rent debit (excluding voids)

SHCHL31 HRA - Rent arrears of current and former tenants written-off as a percentage of annual rent due

PI30 No. tenants evicted due to rent arrears as a % of all tenancies (GN&HfOP)

SHCHL46 Avg. % time lost to sickness

SHCHL32 Successful preventions as a % of homelessness approaches

SHCHL02 (PSL) - Average time taken (in days) to relet dwellings

CAMCSCPI22 HRA - Avg. relets (standard) days

SHCHL38 HRA - Avg. time from property handover from maintenance to tenancy start

PI38 INTERNAL ASB: % satisfaction

SHCHL44 No. Complaints resolved at Step 1

SHCHL45 % complaints upheld

SHCHL47 % of management framework outputs provided within the quarter as per the agreed schedule

Route to Green: - 3 Key Activities/Milestones● Actions with Legal to expedite referral process

● Communications campaign to raise tenant awareness

● Table proposal to recharge for missed appointments

● Adhering to the rent management policy and tenants in breach of their tenancy will be dealt with accordingly i.e

possession instructions issued.● Rent accounts are reviewed weekly including checking the progress of HB applications.

● Review and launch of Lesson Learned initiative

● Trend analysis of complaints for quick improvements to service

● Ensuring feedback is assigned correctly as either a complaint or request for service

● Further discussions with HB 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 I some cases to reduce arrears if this enables a move-on offer

which ends the Homelessness duty

● Pursue arrears as per policy.

● Trace using various method including debt collection agencies.

● Actions with Legal to improve response and court outcomes

● Continued enforcement of Rent Management Policy

● Engagement with tenants around Welfare Reform

● Recruitment of resource to assist support on absence management

● Work towards Healthy Workplace Bronze Award

● Review additional measures which have been effective at CORMAC

● Increased staff one to ones with managers

● Reviewing cases to ensure all prevention measures exhausted

● Ensure all prevention activity is appropriately captured and recorded

● Project manager to scope and initiate project within the programme

● Agree prioritisation of voids

● Review Asbestos Activity

● Weekly meetings with Void team to review pipeline

● Identifying potential suitable applicants for hard to let properties

● Advertising properties which receive no bids through social media

● Review and reword the survey to bring in line with benchmarking

● Project group meets weekly to review all handbacks to ensure adequate move on plans and actions are

implemented● All actions addressed to ensure movement with properties.

● A new way of working within the DLO to assist with scheduling and priority of works

● Continuing to add further module enhancements to Open Housing

● Initiation of the Mobile Working Solutions project

● More efficient stores management system

● Initiation of the Mobile Working Solutions project

● Void improvement Programme will highlight and deliver benefits which should enable operatives to be re-aligned

to responsive works● Assets restructure will deliver a team suitably resourced for the work expected

● Secure supply chain efficiencies

● Test the accuracy of postings within the financial management system to ensure the accuracy of job cost

postings

● Secure supply chain efficiencies

● Test the accuracy of postings within the financial management system to ensure the accuracy of job cost

postings

● New staff will continue to build their knowledge and skills with appropriate training and support.

● Quarterly inspections and pre-void inspections will be planned in to enable more effective property management.

● New ways of ordering and scheduling works will be investigated and implemented as appropriate.

● Accessing capacity requirements for Step 1 investigations via a pilot

● Quicker response to complaints, to resolve as first contact

● Review of complaints and compensation policy and procedures

● Testing of access permissions to be completed for Risk reporting

● Agree timescales and monitoring arrangements for the H&S Action Plan updates

● Review requirements as part of the Strategic Housing Review



Ref SHCHL22

Target Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

99 98 95 99 98


100 99 99 99

Achieving the Cornish Standard Assets

Title Percentage of dwellings with a valid gas safety certificate (HRA stock)

Status

Much

worse

than

Target

Definition

Measures the number of properties with a landlord owned gas appliance, for which the landlord holds a current, valid gas certificate to confirm that the annual safety check has been completed, when due, as a percentage of all properties with a landlord owned gas appliance.

Previous

Year

This

Year

Narrative

Next Steps in Q2:

July

Gas Servicing Manager to restart regular quarterly progress meetings with Legal Services.Meeting to be arranged with Jane Barlow and Legal Services to review process, identify obstacles and agree way forward to expedite referrals.Communications team to review and reissue tenant leaflet regarding gas safety.Research benchmarking data on Gas Servicing to identify high performing organisations and engage regarding best practice.Ensure colleagues are aware that if they successfully attend a property with an overdue Gas Safety check they should call in and an engineer will be re-deployed as a priority.Team Support Officers to continue and improve systems for confirming next day appointments with tenants to reduce no access.August

Communications team to liaise with Gas Safety team and launch awareness campaign to coincide with September National Gas Safety Week.Proposal to recharge for missed Gas Safety check appointments to be tabled with Tenant Engagement Forum.September

Engage with Regional Housing Management Forum regarding legal delays and court reluctance to issue injunctions and propose a Start and Finish group to share best practice.

Explanation:

All of our properties which are due Gas Safety check have either had a check completed, or have had appointments made and been visited. There are currently 77 properties without the required Gas Safety certificate in place. All properties have been visited and in these instances access has been denied. Due to the age of the majority of our stock, gas meters are internally located. This impedes our ability to swiftly make safe by capping meter outlets. We currently cap meters where there is no gas credit, but are now considering capping meters, when externally located, for second no access visits. We will be asking the client for their support with this approach.Where no access is gained, we refer the case to legal, and in the majority of cases, once court dates for hearings are issued access to the property is granted. We continue to pursue the court hearing to recover costs.Activity in Q1: Legal Update

442 properties are currently within the Legal process to gain injunctions and recover costs following failure to gain access at the first visit prior to the property breaching. Of the 42 referrals, 7 have been to court or have dates for hearings. We gained access to 2 properties upon tenant receiving Court papers (we pursued our costs through the Courts and received awards circa £650 in each case). 1 further property has since agreed an appointment upon receiving Court papers though yet to be fulfilled. 3 have future Court dates whilst for the final property we gained an injunction to give access and an appointment has been booked. Delays previously in both CHL and CC Legal process has led to some properties being in the system for 3 months before court action is taken Recent tightening of CHL systems, aided by the new Housing Management System have resulted in properties now being passed for legal action before service due date. This is a major improvement and will be continued. The target is to ensure that all properties are in the legal process prior to the expiry of their annual certificate, which is being achieved with recent cases.Activity in Q1: Pursuing Access

17 properties are with contractors and 18 are with the DLO to make second and third attempts to visit.One property has a tenant who has a court order prohibiting his return to the town and the Gas Team are working with the Housing Officer to agree a way forward. (Update – the property is soon to become void)

A further property has a tenant who is currently in hospital and no local relatives to allow access.Activity in Q1: Costs

Using an average service cost against the failed first access visit, not including travel and admin support, equates to a loss equivalent to two gas engineers.Activity in Q1: Resourcing

During a recent recruitment campaign, where no suitable external candidates applied, we have taken the decision to offer support and training to two response plumbers, one being a third year apprentice, to gain experience and Gas Safe accreditation to join the M&E team and become our first ‘home grown’ gas technicians. This is not a fast process

but they will both hold registration by the end of 2016, further training and mentoring will see them working fully autonomously by end 2017.

92.00

93.00

94.00

95.00

96.00

97.00

98.00

99.00

100.00

101.00

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

No. dwellings with a valid gas safety certificate (HRA Stock)

Target 2015-2016 2016-2017



Ref SHCHL28


N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A


100 99 99 100

Ref PI 10

Target

100

Target

100%


Title Percentage of dwellings with a valid gas safety certificate. (Non HRA stock)

Status On Target Definition

This performance indicator allows both the landlord and their customers to be assured that the landlord is complying (or otherwise) with the legal requirement to check and service all landlord owned gas appliances in their properties.

Previous

Year

This

Year

Narrative

Explanation:

The monitoring of the gas servicing has now been moved back into the Housing Options Service and monitoring spreadsheets and process has been implemented.

Currently there are 71 PSL properties with a gas supply. Within quarter one there were 12 PSLS where a gas service was due. Out of these 12 all were completed. We have received 8 copies of the gas certificates, one is currently being forwarded and three certificates that cannot be provided. The three certificates that cannot be provided are Cornwall Housing certificates that have been archived. We however have been advised that they have been completed.


Title % of HRA properties that are HSE compliant


Properties comply with HSE if the landlord holds a current, valid gas certificate to confirm that the annual safety check has been completed, when due, or is pursuing legal action against tenancies where access has been denied. Where a gas supply has been disconnected, these units are excluded from the denominator, but the landlord must hold an appropriate record confirming disconnection. Tenanted properties with disconnected gas pipework should only be excluded if there is a record of annual checks to verify the gas supply is still disconnected (having regard for regulation 33(2)).

Previous

Year

This

Year

Narrative

Activity in Q1:

42 properties have been referred to Legal to gain injunctions and recover costs following failure to gain access at the first visit prior to the property breaching. Of the 42 referrals, 7 have been to court or have dates for hearings (what was the outcome?)A case referred in April now has a court date set for 25th July.

Next Steps in Q2:

Gas Servicing Manager to restart regular quarterly progress meetings with Legal Services.Meeting to be arranged with between Jane Barlow and Legal Services to review process, identify obstacles and agree way forward to expedite referrals.

Q1 Q2 Q3 Q4

Q1 Q2 Q3 Q4

98.3 94.71 98.64 98.4

100%

98

98

99

99

99

99

99

100

100

100

100


No. dwellings with a valid gas safety certificate (non HRA Stock)

Target 2015-2016 2016-2017

92

93

94

95

96

97

98

99

100

101

Q1 Q2 Q3 Q4

Percentage of HRA properties that are HSE compliant.

Target 2015-2016 2016-2017



Ref SHCHL04

Target

86%

Target

90

Ref SHCHL21

Target

N/A

Target

2.04

Q1 Q2 Q3 Q4

0.649

Narrative

Explanation:

CHL is continuing to develop its system having combined three into one to ensure timely and proven performance improvements can and are being delivered. The summary stats reflect our restricted ability to analyse our business but for where the business is at the moment it does represent a significant improvement on the previous year which will continue to be reflected in the following months.Next Steps in Q2:

That includes continuing to add further module enhancements to the system planned over the next year.The most notable improvement will be the delivery of a mobile working solution which at the very least significantly improves the processing and completion of orders and consequently improves the timely delivery of quality and auditable statistics.

Title Average number of responsive repairs per property (includes supported units)

Status

Much

Worse

than

Target

Definition

This indicator measures the average number of responsive repairs issued per property. It includes all priority categories of responsive repair: emergency, urgent, routine and other. Planned work programmes generally provide better value for money than comparatively uncontrolled responsive works. For organisations seeking to reduce the number of responsive repairs, this can be a useful indicator over time.

Previous

Year

Q1


Q2 Q3 Q4

N/A N/A N/A N/A

This

Year

79% 79% 82% 86%

This

Year

Q1 Q2 Q3 Q4

86.6%

Narrative

Explanation:

Programmes of work continue on Kitchens, bathrooms, heating, insulation, windows and doors. Work on track to achieve target in Q2.

Next Steps Q2:

Several additional contracts will be run through the procurement process for work required in Q3 & Q4

Previous

Year

Q1 Q2 Q3


Title Proportion of homes that meet the Cornish Housing Standard


Cornish Housing Standard sets the standard to which CHL will maintain CC Stock and the Capital programme details the schedule of works for all stock to meet this standard within the Business Planning Period 2012/2013 - 2017/2018

Q4

72

74

76

78

80

82

84

86

88

90

92

Q1 Q2 Q3 Q4

Proportion of homes that meet the Cornish Housing Standard

(%)

Target 2015-2016 2016-2017

0.00

0.50

1.00

1.50

2.00

2.50

Q1 Q2 Q3 Q4

Avg. no. responsive repairs per property

Target 2016-2017



Ref SHCHL27

Target

N/A

Target

11

Ref TBC

Target

N/A

Target

94.5%

This

Year

Q1 Q2 Q3 Q4

90.63%

Narrative

Explanation:

Appts change at behest of tenant. Some cases system not updated to reflect new date.Apptsments can be advanced by staff or tradesman if they are in the area before the due date and contact tenant for access. New date is not always reported on the system-both issues are being addressed. If the system shows the completion date as being the same as the appointment date it will count it as a success. Occasionally duration of the job, if longer than a day, will mean completion date is beyond original apt date as we work off completion dates not attendance dates. Activity in Q1:

CHL have a protocol for missed appts to ensure they are rebooked and letters issued.Next Steps in Q2:

Additional training to be provided to improve analysis by those completing the orders .Initiation of the Mobile Working Solutions project which will improve scheduling and appointing of jobs given sufficient trades resources to undertake the work.

Narrative

Explanation:

Whilst there is a sufficient skills mix in response repairs to complete work required, a number of operatives have been redeployed to the voids team. This has impacted on the repairs service. Activity in Q1:

Improved time management of the workloads has allowed us to cope with demand, however we are also delivering a backlog of work whilst maintaining the incoming current workload and this has stretched the workforce.Next Steps in Q2:

We have a programme that will deliver a more efficient stores management system which will see better, efficient and auditable use of the stores asset. Initiation of the Mobile Working Solutions project - which will improve the scheduling and appointing of jobs given sufficient trades resources to undertake the work.


Title Appointments kept as a % of appointments made

StatusWorse

than

Target

Definition

This indicator asks for the number of appointments kept by the landlord as a percentage of all appointments made. Where a repair requires multiple separate visits to complete, then the appointments for each separate visit should be counted. If a repair takes multiple continuous working days to complete, then the appointment should be counted as a single event which is the time slot at which the operative is due to arrive to start the work.

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

This

Year

Q1 Q2 Q3 Q4

12.814


Title The average number of calendar days taken to complete repairs.

Status

Much

Worse

than

Target

Definition

The number of calendar days taken to complete a repair should be measured from the date that the repair was brought to the landlord’s attention by the tenant to the date that the

repair was complete, as confirmed by the contractor. Include all responsive repairs completed during the period. Do not include repairs to empty properties.

10.00

10.50

11.00

11.50

12.00

12.50

13.00

Q1 Q2 Q3 Q4

Avg. no. calendar days to complete repairs

Target 2016-2017

84.00

86.00

88.00

90.00

92.00

94.00

96.00

98.00

100.00

Q1 Q2 Q3 Q4

Axi

s Ti

tle

% of appointments kept

Target 2016-2017



Ref TBC

Target

N/A

Target

98.50%

Ref TBC

Target

N/A

Target

97.5%

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

28 emergency jobs are currently recorded as not having been completed within timescales. It is likely that this is down to an administrative process and reporting issue. We are confident that 100% of 24hr jobs have indeed been completed on time, an internal audit is currently underway this.Next Steps in Q2:

Improved ability to generate the stats will come and better analysis prior to reporting will happen

This

Year

Q1 Q2 Q3 Q4

97.17%


Title % of Emergency repairs completed within target time

StatusWorse

than

Target

Definition

Ensure that the landlord is keeping its commitment to tenants to complete emergency repairs within an agreed target time. Indicates how efficient and reliable the landlord is at delivering on a key customer care promise of its repair service; at protecting the H&S of the occupiers of its homes and maintaining the value of its assets. Repair time starts from the time the tenant first reports the repair not from the time it is ordered. The repairs time ends when the repair is actually completed, not when the completed repair is input into the computer.


Title % of all reactive repairs completed within target time

Status

Much

Worse

than

Target

Definition

This indicator is used to ensure that the landlord is keeping its commitment to tenants to complete repairs within agreed target times. It indicates how efficient and reliable the landlord is at delivering on a key customer care promise of its repair service; at protecting the health & safety of the occupiers of its homes and maintaining the value of its assets. This indicator measures the total number of repairs completed within the landlord's targets, expressed as a percentage of the total number of repairs completed.

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

The pressure on performance in this area is felt most keenly on the 20 day jobs. This is often a relatively short timeframe for the nature and range of work that falls within this target. These jobs also suffer as a result of work fluctuations across other priorities. The redeployment of repairs operatives to the Voids team has been having a significant impact on these 20 day jobs.Next Steps in Q2:

Void improvement Programme will highlight and deliver benefits which should enable operatives to be re-aligned to responsive worksAssets restructure will deliver a team suitably resourced for the work expected.

This

Year

Q1 Q2 Q3 Q4

94.20%

95.50

96.00

96.50

97.00

97.50

98.00

98.50

99.00

99.50

100.00

Q1 Q2 Q3 Q4

% Emergency repairs completed on time

Target 2016-2017

91.00

92.00

93.00

94.00

95.00

96.00

97.00

98.00

99.00

100.00

Q1 Q2 Q3 Q4

% responsive repairs completed on time

Target 2016-2017



Ref SHCHL25

Target

95%

Target

94%

Ref SHCHL24

Target

N/A

Target

£600


Title % of residents satisfied with the most recent repair

Status

Much

Better

than

Target

Definition

This indicator is to measure the percentage of residents who say they are ‘very satisfied’ or

‘fairly satisfied’ with the overall repairs service they received at their most recent responsive

repair.

This

Year

Q1 Q2 Q3 Q4

95.71

Previous

Year

Q1 Q2 Q3 Q4

N/A 93.98% N/A N/A

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

In Q1 2016 77 surveys were carried out with tenants following a repair. The Survey asks the following questions:● How easy was it to contact Cornwall Housing?

● Did we solve the problem?

● How friendly/helpful were Housing Staff?

● How helpful was the operative/contractor?

● How satisfied were you with the work carried out?

● How satisfied with the time it took to complete the work?

● How well did the operative clear up rubbish?

● Overall how do you rate the service?

● Was an appointment made for the work?

● Was the appointment kept, or were you notified of changes?

Next Steps Q2

More resource is being allocated to this work to improve the data set and utilise the feedback received. A business case has ben put together to increase the Voids team and release operatives back to the repairs team to ensure works are completed within timescales.


Title Average cost per property of a responsive repair and voids

Status

Much

worse

than

Target

Definition

This performance indicator requires landlords to identify the average cost of repairing their properties and allows them to compare average costs with other landlords. Average cost of maintenance per property expressed in £s. This is defined as the numerator is divided by the denominator, where: Numerator - The cost to the landlord of repairing their properties and is measured by the amount of expenditure on repairs over the period. Denominator - The median number of dwellings owned during the period.

Narrative

Explanation:

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. 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.

This

Year

Q1 Q2 Q3 Q4

£176.07

93.00

93.50

94.00

94.50

95.00

95.50

96.00

Q1 Q2 Q3 Q4

% residents satisfied with the most recent repair

Target 2015-2016 2016-2017

£0.00

£100.00

£200.00

£300.00

£400.00

£500.00

£600.00

£700.00

Q1 Q2 Q3 Q4

Avg. cost per property of a responsive repair and voids

Target 2016-2017



Ref SHCHL26

Target

N/A

Target

£2,500

Ref SHCHL29

Target

N/A

Target

£1,000


Title Average cost of void repair.

Status

Much

worse

than

Target

Definition

The performance indicator provides an average spend per property for void repairs which informs business planning assumptions, future management fee calculations and value for money

This

Year

Q1 Q2 Q3 Q4

£3,575

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

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. 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.

Achieving the Cornish Standard Housing Options

Title Average cost of void repair. (PSL Stock)

Status

Much

worse

than

Target

Definition

The performance indicator provides an average spend per property for void repairs which informs Temporary Accommodation modelling, and value for money

Narrative

Explanation:

3 properties were recorded as requiring major works, including asbestos removal, issues with heating and a major water leak. 3 properties required an environmental clear followed by a deep clean due to H&S risks i.e. drug paraphernalia, clinical waste, dog/cat hair and animal excrement, mouldy food has been left and the properties were particularly dirty etc. We are currently using external contractors for some works.Activity in Q1:

Accommodation Officers have been accompanied on void inspections by technical surveyors.Changes have been implemented in relation to the void inspection, works instructions and scheduling processes to ensure that estimated costs are more realistic and works are more effectively co-ordinated.Next steps for Q2:

Engaging in company void improvement project. New staff will continue to build their knowledge and skills with appropriate training and support. Quarterly inspections and pre-void inspections will be planned in to enable more effective property management. New ways of ordering and scheduling works will be investigated and implemented as appropriate.

This

Year

Q1 Q2 Q3 Q4

£1,488.38

£0.00

£500.00

£1,000.00

£1,500.00

£2,000.00

£2,500.00

£3,000.00

£3,500.00

£4,000.00

Q1 Q2 Q3 Q4

Avg. cost of void repair

Target 2016-2017

£0.00

£200.00

£400.00

£600.00

£800.00

£1,000.00

£1,200.00

£1,400.00

£1,600.00

Q1 Q2 Q3 Q4

Avg. cost of void repair (PSL stock)

Target 2016-2017



Ref CAMCSCPI08

Target

97%

Target

99%

Ref SHCHL10

Target

97%

Target

97%

Efficient use of resources Landlord Services

Title HRA - Rent collected from current tenants as a % of the rent due (excl. arrears brought forward)

Status

Much

Better

than

Target

Definition

Rent collected year-to-date (rent collected from current and former tenants in year) as a percentage of the rent due year-to-date, for all current General Needs and Housing for Older People tenancies. It should be 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 should exclude rent lost due to properties being vacant, and should also exclude current tenant arrears brought forward at the beginning of the year.

This

Year

Q1 Q2 Q3 Q4

104.47%

Previous

Year

Q1 Q2 Q3 Q4

101.64% 102.24% 100.26% 99.32%

Previous

Year

Q1 Q2 Q3 Q4

86.03% 90.79% 91.73% 95.28%

Narrative

Explanation:

Our single rent management system has been introduced and teething problems are still being experienced and worked through. Performance may look better than expected due to the timing of pulling these figures from the system as this included direct debit income from 1st of month, which is not always included. Activity in Q1:

Teams work hard and methodically to increase this income. Through active rent management and interventions with tenants.Next Steps in Q2:

Focused work on increasing numbers of Universal Credit cases to mitigate risks of a reduction in rental income. Work also underway to understand and mitigate the impact of the reduced Housing Benefit cap.

Efficient use of resources Housing Options

Title PSL - Rent collected from current as a % of the rent due (excl. arrears brought forward)

Status

Much

worse

than

Target

Definition

Rent collected year-to-date (current and former tenant) as a percentage of the rent due year-to-date, for all current PSL properties. No adjustments should be made for late HB payments, pre-payments or post-payments. The rent due should exclude rent lost due to properties being vacant, and should also exclude current tenant arrears brought forward at the beginning of the year.

Narrative

Explanation:

PSL rents are charged in advance on a daily basis and there are no rent-free periods. As a rent account is started, it is in arrears, and until there is an outcome from the HB application, we cannot begin any other means of collection on a new rent account. We employ 1.8FTEs in the Directorate to manage PSL and B&B (emergency accommodation) rent and service charges. The Directorate has a strong focus on income collection, and operates to the wider Company’s Rent Management Policy.

Activity in Q1:

Housing Benefit (HB) application forms / HB change of address forms are completed with the applicants at PSL sign up and scanned in and emailed to HB within 48hrs of the sign up.HB claims are taking on average 6-8 weeks to be processed.28 HB applications are still awaiting an outcome and this accounts for £25k of arrearsA further 15 applications for HB have been turned down which accounts for £52k of arrears. A number of these are appealing this decision.Next Steps for Q2:

Adhering to the rent management policy and tenants in breach of their tenancy will be dealt with accordingly i.e possession instructions issued.Rent accounts are reviewed weekly including checking the progress of HB applications.Housing Options director to meet with Housing Benefits to discuss options to assign more resources to PSL properties.

This

Year

Q1 Q2 Q3 Q4

91.80%

96

97

98

99

100

101

102

103

104

105

Q1 Q2 Q3 Q4

HRA - Rent collected as a % of rent due

Target 2015-2016 2016-2017

80

82

84

86

88

90

92

94

96

98

Q1 Q2 Q3 Q4

PSL - Rent collected as a % of rent due

Target 2015-2016 2016-2017



Ref SHCHL08

Target

2.98%

Target

2.50%

Ref SHCHL11

Target

2.00%

Target

3.00%


Title HRA - Rent arrears of current tenants as a % of the annual rent debit (excluding voids)


A key measure of the effectiveness and efficiency of a social landlord’s rent arrears collection

service. This indicator calculates the rent arrears of all current General Needs and Housing for Older People tenants at the end of the period as a percentage of the annual rent debit (for the current financial year). This figure should include arrears due to late Housing Benefit payments and no adjustments should be made for this.

Q4

5.30% 5.86% 5.07% 5.04%

This

Year

Q1 Q2 Q3 Q4

2.48%

Previous

Year

Q1 Q2 Q3 Q4

2.09% 2.14% 2.29% 2.56%

Narrative

Explanation:

Performance on this indicator will be affected by new Universal Credit claimants who become tenants, as they are paid their benefit income 4 weekly in arrears. Whilst the number of these applicants is low at present, it is expected that these will increase. The reduction in the Benefit cap will also effect some tenants (est. 82 CHL tenants will be affected by this reduction in benefit cap from £23k to £20k) when it is introduced in the Autumn 2016. The effect of an increasing number of tenants claiming Universal Credit; and tenants with less income due to the Housing Benefit cap, could see this debt increase during the financial year.Next Steps for Q2:

Prepare for cases affected by Benefit cap.Greater familiarity with the new Open Housing system should hopefully speed processing times.Monitor Housing Benefit postings.Continue to promote Direct Debit as preferred payment method.

Efficient use of resources Housing Options

Title PSL - Rent arrears of current tenants as a % of the annual rent debit (excluding voids)

Status

Much

Worse

than

Target

Definition

A key measure of the effectiveness and efficiency of a social landlord’s rent arrears collection

service for Temporary Accommodation PSL properties. This indicator calculates the rent arrears of all current PSL tenants at the end of the period as a percentage of the annual rent debit (for the current financial year). This figure should include arrears due to late Housing Benefit payments and no adjustments should be made for this.

This

Year

Q1 Q2 Q3 Q4

6.47%

Previous

Year

Q1 Q2 Q3

Narrative

Explanation:

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.Activity in Q1:

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. Next steps for Q2:

Further discussions with HB colleagues to explore any opportunities to improve processes to reduce claim failure rates, overpayment risk and processing timesEnsuring that all systems are up to date and actions have been evidenced appropriately.Make use of Discretionary Housing Payments I some cases to reduce arrears if this enables a move-on offer which ends the Homelessness duty.

0

0.5

1

1.5

2

2.5

3

Q1 Q2 Q3 Q4

% of current tenant arrears

Target 2015-2016 2016-2017

0

1

2

3

4

5

6

7

Q1 Q2 Q3 Q4

PSL - arrears as a % of rent debit

Target 2015-2016 2016-2017



Ref SHCHL30

Target

0.98%

Target

0.75%

Ref SHCHL31

Target

0.63%

Target

0.50%

Explanation:

This performance has been effected by debt being written off, thus reducing the overall debt; as well as staff performance to chase former tenants arrears and increase income against this former debt. Performance is expected to be better than target for 2016/17 but will be influenced by tenants leaving who end their tenancies still owing CHL moneyNext Steps for Q2:

Pursue arrears as per policy.Trace using various method including debt collection agencies.


Q4

0.61% 0.55% 0.52% 0.53%

Title HRA - Rent arrears of current and former tenants written-off as a % of annual rent due

Status

Much

Worse

than

Target

Definition

Measures the rent written off as a proportion of the rent roll. Rent written off is based on the total amount of rent (including service charges eligible for housing benefit) which is written off during the period benchmarked as unrecoverable. The amount written off includes both current and former tenant arrears. The rent roll is the total amount of potential rent (including service charges) which would be collected in the year on all General Needs and Housing for Older People dwellings (excluding garages) if they had been occupied at all times.

This

Year

Q1 Q2 Q3 Q4

0.19%

Previous

Year

Q1 Q2 Q3


Title HRA - Rent arrears of former tenants as a % of the annual rent debit (excl. voids)

Status

Much

Better

than

Target

Definition

This indicator calculates the amount of former tenant arrears outstanding at the end of the period as a percentage of the total rent debit. It includes former tenant arrears from all GN & HfOP social rented dwellings (excluding garages). It includes former tenant’s service charges,

but would not include court costs or overpaid Housing Benefits which are sundry debts normally accounted for separately.

Narrative

This

Year

Q1 Q2 Q3 Q4

0.23%

Previous

Year

Q1 Q2 Q3 Q4

0.21% 0.34% 0.40% 0.48%

Narrative

Explanation:

Performance reflects higher than expected levels of rent write off’s

during the first 3 months, and may be difficult to bring back on target during 2016/17. This will be challenging considering the economic and welfare changes which tenants are experiencing. Next Steps for Q2:

Pursue arrears as per policy.Trace using various method including debt collection agencies.

0.000

0.100

0.200

0.300

0.400

0.500

0.600

Q1 Q2 Q3 Q4

% Rent arrears written off

Target 2015-2016 2016-2017

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

Q1 Q2 Q3 Q4

% former tenant rent arrears

Target 2015-2016 2016-2017



Ref CAMCSCP102

Target

1.80%

Target

1.20%

Ref PI 30

Target

N/A

Target

0.10%


Title Number of tenants evicted due to rent arrears as a % of all tenancies - GN & HfOP

Status

Much

worse

than

Target

Definition

Measures the total (cumulative) number of evictions due to rent arrears over the period benchmarked expressed as a percentage of the average number of current tenancies for the period. An eviction is a tenancy brought to an end by a court order and the execution of a bailiff’s warrant. Eviction does not include abandonment, even where a property is

abandoned in the period between the court order being granted and a warrant being obtained and executed.

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

This

Year

Q1 Q2 Q3 Q4

1.60%

Narrative

Explanation:

Performance reflects the rent loss due to the number of void properties and the length of time which these homes have remained empty. Performance is effected the amount of work being necessary to complete, the length of time this is taking and number of offers and refusals. This is a reflection of our stock which can be older, less desirable homes needing more maintenance.Next Steps for Q2:

Start of Void Project Manager.Progress on Voids Action Plan.Progress LEAN process mapping.

This

Year

Q1 Q2 Q3 Q4

0.038%

Narrative

Explanation:

As this is a cumulative performance indicator for the year, the 4 evictions which we have completed within Q1, means that we are slightly worse than target. This should come back into target as we progress through the year.Activity in Q1:

We follow a robust Rent Management Policy and eviction of social housing tenants is not easy to achieve with Courts being increasingly lenient towards the plight of our tenants, especially those in debt as a consequence of Welfare Reform changes. Next Steps in Q2:

Work with colleague and Housing sector to improve response from legal services and the courts.Officer will continue to enforce the Rent Management Policy and approach the Court for evictions when required.Engagement with tenants around welfare reform.

1.30% 1.47% 1.59%


Title HRA Rent loss due to empty properties (voids) as a % of rent due

StatusWorse

than

Target

Definition

measure calculates the amount of rent and service charges lost through GN & HOP properties being vacant as a percentage of the total GN & HOP 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.

Previous

Year

Q1 Q2 Q3 Q4

1.66%

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

Q1 Q2 Q3 Q4

% of rent loss due to voids

Target 2015-2016 2016-2017

0.000

0.020

0.040

0.060

0.080

0.100

0.120

Q1 Q2 Q3 Q4

% tenants evicted due to rent arrears

Target 2016-2017



Ref SHCHL40



0 0 0 0

Ref SHCHL39



30 3 5 8

Title Enforcement Authority Action


(Prosecution, Prohibition & Improvement Notices)

Number of stop or safety warning notices issued by the HSW team as part of its second party monitoring function.

Previous

Year

This

Year

Explanation:

Significant work has been undertaken on Health and Safety within the company over the last year.

Next Steps for Q2:

A detailed action plan was in place last year and a new revised plan is being finalised to support our focus of achieving BSI 18001 in the next 24 months

Efficient use of resources

Efficient use of resources Resources

Title Total number of accidents / incidents

Narrative


Reporting certain incidents is a legal requirement. The report informs the enforcing authorities (HSE, local authorities and the Office for Rail Regulation (ORR)) about deaths, injuries, occupational diseases and dangerous occurrences, so they can identify where and how risks arise, and whether they need to be investigated.

Previous

Year

This

Year

Narrative

Explanation:

Minor incidents, two to thumbs and one resulting in a bruised arm.One accident involved an operative hitting their thumb with a hammer. They visited the minor injuries unit and were given first aid and advice. The further 2 incidents were due to a lack of awareness around doors. 1 incident resulted in a fractured thumb. None of these incidents resulted in lost days.

Managers have spoken to the colleagues involved in all 3 incidents and advised to take more care. No further investigations required.

Next Steps for Q2:

Supervisory Managers Incident Investigation Training (SMIIT) on 18th and 31st August.

Resources

0

5

10

15

20

25

30

35


No. accidents/incidents

Target 2016-2017



Ref SHCHL41



3 1 1 1

Ref SHCHL42



90 11 20 20


Title Total number of days lost due to accidents/injury

Status

Much

Better

than

Target

Definition

Days off work due to workplace injuries and work-related ill health. The figures are expressed as full-day equivalents, to allow for variation in daily hours worked.The total economic cost of workplace injuries and ill health includes both the financial costs incurred and a valuation of the human costs.


Title Total RIDDOR reported accidents


The HSE places certain duties on employers, the self-employed and people in control of work premises (the Responsible Person) to report certain serious workplace accidents, occupational diseases and specified dangerous occurrences (near misses).

Previous

Year

This

Year

Narrative

Explanation:


Next Steps for Q2:


Previous

Year

This

Year

Narrative

Explanation:


Next Steps for Q2:


0

0.5

1

1.5

2

2.5

3

3.5


RIDDOR Reported Incidents

Target 2016-2017

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00


No. days lost to accident/injury

Target 2016-2017



Ref SHCHL46



3.5% 4.73 5.62 4.27

Ref PI 21


11 0.98 1.99 3.21 4.36 5.29 6.42 7.80 8.77 9.92 11.16 12.49 13.75


11 1.06 2.23 3.2


Previous

Year

This

Year

Narrative

Explanation:

Average over the quarter is at 4.89%. We have seen a significant drop in days lost to sickness in June compared with preceding months. This follows the delivery of training on Capability, Disciplinary and Absence Management training.

To achieve target in this measure we will need to be averaging 1.06 calendar days sickness per FTE. Our current figures are 1.31 days. However with our contingent of operative staff we believe it will be difficult for us to meet the 3.5% target which is set for EE&E office based staff.

Next steps for Q2:

Recruitment of resource to support on absence management.Work towards Healthy Workplace Bronze Award.Review additional measures which have been effective at CORMAC.


Title Average % of time lost to sickness

Status

Much

worse

than

Target

Definition

Measure of the level of sickness absence taken by CHL employees per calendar month.It helps understanding of employee health and well-being, and identification and comparison of sickness trends within different service areas.

Title Average working days lost due to sickness absence

Status

Much

Better

than

target

Definition

Measures the average number of working days lost to sickness absence, per employee. Includes all days lost due to sickness absence, including industrial injury, self-certified sickness, or certified by a GP. Sickness is included even if the employee is not paid.

Previous

Year

This

Year

Narrative

Explanation:

Overall sickness figures have gone down in June compared to April and May. If the current rate of sickness is maintained then we will end the year on target at 11.43 days.This cannot be solely attributed to leavers in June and therefore demonstrates that staff have taken less time off sick.

Activity in Q1

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.

Next Steps Q2

Activity underway to achieve Health Workplace Bronze award

0.00

1.00

2.00

3.00

4.00

5.00

6.00


Avg. % time lost to sickness

Target 2016-2017

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00


Avg. working days lost to sickness

Target 2015-2016

2016-2017 Forecast



Ref New



85% 86% 89% 89%

Ref New


N/A 0.2% 0.5% 0.5% 1.4% 0.2% 1.4% 1.9% 1.9% 1.4% 1.2% 0.7% 1.2%


1.9% 0.5% 0.9% 1.4%

Status

Much

better

than

Target

Definition

Companies usually see employees leaving as a bad thing, but there is an argument that employees sticking around for too long can be just as damaging. The UK average employee turnover rate is approx. 15% a year, although this varies drastically between industries. Those with low turnover include legal, accountancy, education and the public sector.

Previous

Year

This

Year

Narrative

Explanation:

Resignations are above this time last year. However as new ways of working bed in this is to be expected. Should resignations spike, this could pose a risk to productivity levels and achievement of outcomes.

Activity in Q1:

Assets have the highest proportion of resignations with 42% (5 people). Housing options are close behind with 33% (4 people) and Landlord Services have 25% of the resignations (3 people).Whilst losing experienced staff in Assets is having an impact on productivity, (see Assets narratives) there has also been recruitment in this area resulting in average FTE of 129 in the DLO over the quarter. A business case has also been put together to recruit additional Void operatives to enable redeployed repairs staff to return to responsive repairs work.

Next Steps Q2:

Monitoring will continue along with trend analysis to identify any areas of concern.

Previous

Year

This

Year

Narrative


Title Retention Level - Staff Wellbeing

StatusBetter

than

Target

Definition

A stability index indicates the retention rate of experienced employees. This can be used across an organisation as a whole or for a particular part of it. The usual calculation for the stability index is A/B:A = Number of staff with service of one year or more x 100 B= Total number of staff in post one year ago

Explanation:

Our retention level is holding steady and is above UK average of 85%.

Next Steps Q2

Working towards Investors in People will aid us in being an employer of choice and therefore retain valuable staff.

The Assets restructure is due to become operational on 1st October, therefore we may see attrition over the next 3 months.


Title Resignation Level - Staff Wellbeing

75.00

77.00

79.00

81.00

83.00

85.00

87.00

89.00

91.00

93.00

95.00


Employee Retention over 1 year

Target 2016-2017 Forecast

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00


Resignations as a % of Headcount

Target 2015-2016

2016-2017 Forecast



Ref SHCHL49

Target

N/A

Target

15% 3.98%


Title Total Staff Turnover

Status

Much

Better

than

Target

Definition

This measure illustrates the number of leavers year-to-date as a percentage of the average number of staff employed over that period. This includes both voluntary leavers (resignations) and involuntary leavers (redundancy, retirement, dismissal, death).

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

Our total staff turnover is far below UK averages. However we would expect to see lower levels as we are in the public sector.

This would indicate that people are happy to work for Cornwall Housing and the environment and reimbursement we offer is attractive enough to deliver high levels of staff retention.

This

Year

Q1 Q2 Q3 Q4

0

2

4

6

8

10

12

14

16

Q1 Q2 Q3 Q4

Total Staff Turnover

Target 2016-2017



Ref CAM156


205 226 227 236 235


205 210 222 211

Excellent Housing Services Housing Options

Title Total number of households in temporary accommodation - N156

Status

Much

Better

than

Target

Definition

The total numbers of households accommodated in Temporary accommodation as a snapshot irrespective of whether the applicant has been awarded a full homeless duty or is accommodated pending a full decision. Narrative to include a breakdown of the occupancy by accommodation type and the previous periods totals.

Previous

Year

This

Year

Narrative

Explanation:

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)

Activity over Q1

1 - Project manager, funded by CHL reserves, continues to meet milestones in project plan, including a robust hand-back programme for 50 homes.2 - 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. to our customers.

Next Steps Q2

Delivery of milestones for PSL and 16/17 action plan

185

190

195

200

205

210

215

220

225

230

235

240


No. Households in

temporary accommodation

Target 2015-2016 2016-2017



Ref CAMCHL33


0 2 1 0 2


0 0 0 0

This is a snapshot of the number of families with children that are accommodated for more than 6 weeks. The narrative should provide additional information if accommodated ending a review.

Title B&B - Number of families with children in B&B over 6 weeks

Previous

Year

This

Year

Narrative


Status

Explanation:

This indicator is a detailed focused snapshot of one element of PE156, and has been a focus of legislation for several years and therefore is an important measure of legislative compliance and best practice in delivering housing options services.

At the end of June 2016 we had 0 families in B&B over 6 weeks. Performance of 0 means that we are effective in preventing homelessness crises for families, also we have alternative provision for emergency accommodation if a crisis cannot be prevented, and/or that we are able to move any families with children (FWC) on from B&B within the legislative time limit of 42 days.

FWC cases either likely to require accommodation or in emergency accommodation are reviewed weekly by the Temporary Accommodation and Move On Team Manager and the Information and Case Work Manager to ensure that move on plans and housing solutions are in place for each case.

We have managed to maintain this indicator at 0 for many months and the case review process has been embedded in weekly monitoring and processes and is proving to be an effective tool. If we are able to maintain this performance and evidence this in accordance with the criteria, we will be in a position to apply for assessment under the Gold Standard framework to demonstrate effective compliance with this national best practice framework. This will support Cornwall in moving from a Silver Standard service to a Gold Standard service.

On Target Definition

0

1

2

3


No. of families with Children in B&B over 6 wks

Target 2015-2016 2016-2017



Ref SHCHL34

Target

0

Target

2

Ref SHCHL32

Target

30%

Target

35%


Title B&B - Number of Young Persons (16/17) in B&B (snapshot)


This is a snapshot of the number of 16/17 year olds accommodated for more than 6 weeks. Whilst there is no statutory obligations not to accommodate 16/17 year olds in B&B accommodation other than in an emergency it is acknowledged as good practice to only accommodate in cases of an emergency and for the period not to exceed 6 weeks.

Excellent Housing Services

Previous

Year

Q1 Q2 Q3 Q4

2 2 2 4

Previous

Year

Q1 Q2 Q3 Q4

24% 33% 27% 25%

Q2 Q3 Q4

2

Narrative

Explanation:

At the end of June 2016 we have 2 young people (YP) accommodated in B&B accommodation over 6 weeks. Due to the number of placements in B&B for YP, a joint action plan is in place with Social Care to develop alternative accommodation as emergency accommodation. This has been agreed in principle with Social Care and Housing Benefit and a Service Level Agreement (SLA) is in development. To benchmark the use of B&B for YP this has been tabled at the Devon and Cornwall Housing Options Managers Group and we have been provided with relevant data. All YP cases are reviewed weekly and all prevention measures are used to ensure B&B is used as a last resort. Managers are agreeing B&B placements to ensure that all options are exhausted prior to placement. Next steps for Q2:

Alternative accommodation placements will commence, beginning a shift away from using B&B. In order to strengthen the prevention options, the YP mediation contract is under review and part of this will be the review of policy and procedure to ensure that this is used on all cases at first presentation. In order to free up spaces in supported housing for young people, we will be working with supported housing providers to identify young people ready for move-on with a view to finding more independent accommodation.

Housing Options

Title Successful preventions as a % of all approaches where the threat of homelessness is identified.

Status

Much

worse

than

Target

Definition

This provides an illustration of how CHL prevention policy is meeting demand and contributing to the reduction in placements into Temporary accommodation.

This

Year

Q1

Narrative

Explanation:

During the reporting period we have seen 2210 applicants approaching the service: 1291 applicants stated they were threatened with homelessness. The service has prevented and recorded 322 preventions, most of which have been either financial payments or sanctuary scheme (for Domestic Abuse cases). Staff are having regular case supervision to ensure that all prevention measures have been exhausted and utilised. Due to the implementation of the information and advice team there has been a decrease in cases being allocated to casework, due to these cases being resolved at the first point of contact. Moving forward process and procedure will be reviewed to ensure that all preventions are effectively and accurately captured and recorded.

Next steps for Q2:

Training and development for staff.Reviewing cases to ensure all prevention measures exhausted.Ensure all prevention activity is appropriately captured and recorded.

This

Year

Q1 Q2 Q3 Q4

24.94%

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Q1 Q2 Q3 Q4

No. young persons (16/17) in B&B

Target 2015-2016 2016-2017

0

5

10

15

20

25

30

35

Q1 Q2 Q3 Q4

% successful homelessness preventions

Target 2015-2016 2016-2017



Ref SHCHL02

Target

21

Target

28

Ref HO 12

Target

45%

Target

38%


Title (PSL) - Average time taken (in days) to relet dwellings

Status

Much

Worse

than

Target

Definition

The average number of days that the total number of Private Sector Lease properties are void during the period (excluding major works)

This

Year

Q1 Q2 Q3 Q4

32

Previous

Year

Q1 Q2 Q3 Q4

35 36 35 34

Previous

Year

Q1 Q2 Q3 Q4

35% 36% 35% 34%

Narrative

Explanation:

There have been 43 voids with 1713 void days in total. 448 days as major works across 4 properties and therefore the overall relet days for standard voids 32.44. 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. Voids are updated on the voids dashboard weekly and reviewed by all managers. Next Steps for Q2:

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 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.


Title % of applicant refusals: CBL partnership stock

Status

Much

Better

than

Target

Definition

% refusal rate of lettings: CBL partnership stock.

Narrative

Explanation:

At the end of quarter 1 performance is better than the target set. This is due to the ongoing challenge of refusals with the Registered Providers (RP) and targeted partnership working with the RPs. A re-registration and cleansing exercise of the register is being completed in anticipation of the new policy, and this will ensure that live applications and applicants details are correct which should minimise refusals as the new rules bed in.

This

Year

Q1 Q2 Q3 Q4

32.98%

30

31

32

33

34

35

36

37

38

39

Q1 Q2 Q3 Q4

% applicant refusals CBL partnership stock

Target 2015-2016 2016-2017

0

5

10

15

20

25

30

35

40

Q1 Q2 Q3 Q4

Avg. end to end re-let time (standard) PSL

Target 2015-2016 2016-2017



Ref SHCHL36


55 65 58 64 62 63 64 66 64 62 63 63 64


55 40.1 47.3 46.5

Previous

Year

This

Year

Narrative

Explanation:

Current better than target and expect this to continue based on voids figures for July.

Activity in June:

Continue to have 2 bedsits we have been unable to let. Additional advertising of these properties has been undertaken through the channels available to the Communications team.3 bedroom bungalow suitable for tenant with disabilities was ready to let from 22nd June . 2 prospective tenants were identified and visits arranged with Occupational therapists. If neither of these applicants accept the property it will be advertised through HomeChoice.

Activity in July:

Adaption work to 4 bedroom property for family with specific needs. - Tenancy unlikely to start until works completed.Report provided to DLT regarding properties with adaptation needs and the impact of this much needed work on void timescales. Void team seeking views and direction on this issue.

Title HRA - Average re-let time of all re-lets (inc. any time spent in works)

Status

Much

better

than

Target

Definition

This indicator measures the average end-to-end time (in calendar days) to re-let all properties including those that undergo major works during the void period. It includes both the time spent awaiting works, undergoing works, and the time spent in the lettings stage (awaiting re-let).

Excellent Housing Services Landlord Services

0

10

20

30

40

50

60

70


Avg. end to end re-let time (calendar days)

Target 2015-2016 2016-2017



Ref CAMCSCPI22


25 43 42 40 44 44 46 45 44 43 43 43 43


32 29.1 41.6 40.5

Next Steps Q2

A project manager has been appointed, funded from CHL reserves, and starts in August. They will be tasked with progressing the Voids Action Plan and the LEAN process mapping.The PM will have management control of all 3 directorates Voids teams and will be empowered to manage resources and make decisions. Specific projects will be scoped and defined during August.

Key Milestones (dates TBC)

● Agreeing prioritisation of voids

● Deploy Workflow tool in Open Housing

● Review Asbestos Activity

● Review impact of Cornish Standard

● Review impact of allocations process

Previous

Year

This

Year

This indicator measures the average time (in calendar days) to re-let vacant GN & HfOP properties during the period benchmarked. It is calculated by dividing the total number of days re-let properties were vacant in the period, by the number of applicable lettings in the period.

Narrative

Landlord Services

Status

Much

Worse

than

Target

Definition

Excellent Housing Services

Title HRA - Average re-let in days (standard re-lets only)

Explanation

Poor condition of returned properties, clearance of personal belongings, general cleanliness and decoration issues cause delays on standard voids; external issues with gardens where alterations made by tenants without permission are also adding time i.e. fish ponds, refusal of major work by tenants during the tenancy increases time spent on all void, however it is important to note that the majority of the stock is built pre 1970 and has been tenanted for long periods by the same tenant in many cases. Enhanced analysis of these areas will be possible when the voids module is finalised within the HMS system.

Other contributing factors include the high number of property refusals. For the properties let during June we recorded an average of 2.30 offers per let. During the first quarter 79 properties accounted for 338 offers; so for these 79 properties CHL needed to offer the property to 4 or more HomeChoice applicants before it was accepted.

Activity over Q1

1 - Asbestos 58% of standard void properties required an asbestos survey, asbestos surveys are time consuming and are adding up to 10 days to each void this has been exacerbated by utilisation of one contractor, however supplier options have been increased to 3 additional providers and the possibility of using Advantage South West’s

framework for removal and survey requirements. It is anticipated that this will improve turnaround by 3-5 days. This will be an improving situation with the information gathered being held in the HMS so asbestos surveys will be a reducing need.

2 - Analysis of refusalsA number of applicants tell us they refused properties because they were unsuitable for their needs. To improve this and provide quality assurance regarding adverts we made changes within the team giving sole responsibility for this to one person. However we still receive anecdotal feedback from applicants that they don’t read the property description we have

provided. Applicants also tell us they are "using up their bids". We expect this to be rectified by the implementation of the new HomeChoice policy

0

5

10

15

20

25

30

35

40

45

50


Avg. re-let time for standard re-lets (calendar days)

Target 2015-2016 2016-2017



Ref SHCHL37


60 86 84 97 88 89 92 97 96 94 93 90 91


60 52.7 57.3 59.1

Ref SHCHL35

Target

40%

Target

45%

This

Year

Narrative

Explanation:

The volume of properties requiring major work is lower than anticipated. Properties requiring major work have also been received in a better condition that in previous months.

Activity in June:

A number of properties were contracted to external suppliers. Additional rigor and challenge on the work required has led to a reduction in timescales.

Activity in July:

Continued focus on works required and smart scheduling and allocation of works to contractors to stay within target timeframes.


Title % of applicant refusals: CHL stock

StatusBetter

than

Target

Definition

% refusal rate of lettings: CHL stock


Title Average re-let time of all major works voids


This indicator measures the average time (in calendar days) to re-let vacant GN & HfOP properties during the period benchmarked. It is calculated by dividing the total number of days re-let properties were vacant in the period, by the number of applicable lettings in the period.

Previous

Year

This

Year

Q1 Q2 Q3 Q4

41.1%

Previous

Year

Q1 Q2 Q3 Q4

41.4% 48.0% 49.5% 48.3%

Narrative

Explanation:

Performance for Q1 was 41.1%, which is slightly below our 45% target for 2016/17. We do not expect performance on this to measure to worsen during the year, if the new allocation system is operational during 2016/17 this should dramatically improve this indicator, as the number of refusals should decrease significantly.

Next Steps for Q2:

Ensure that advert information is accurate and detailed, including photographsMonitor refusal reasons

0

20

40

60

80

100

120


Avg. re-let time for Major Works re-lets (calendar days)

Target 2015-2016 2016-2017

0

10

20

30

40

50

60

Q1 Q2 Q3 Q4

% applicant refusals CHL Stock

Target 2015-2016 2016-2017



Ref PI 39

Target

N/A

Target

8.75%

Ref PI 40

Target

N/A

Target

0.80%

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A


Title Tenancy turnover as a % of tenancies

StatusBetter

than

Target

Definition

This indicator measures the total number of GN & HfOP tenancies terminated during the period benchmarked, excluding terminations arising as a result of mutual exchanges/succession. It also excludes terminations resulting from stock transfers or demolitions

Narrative

Explanation:

204 tenancies have been terminated in the first quarter. This is better than expectations and the benefit of this is felt in the void timescales indicators.

Next Steps for Q2:

Analysis of tenancy end reasons will be undertaken as part of the Void Improvement programme and any relevant lessons learned identified will be feed back.


Title % of dwellings that are vacant but unavailable to let - GN only

Status

Much

Better

than

Target

Definition

Measures the number of properties vacant but unavailable for letting, and the proportion this represents of the housing stock. It is a snapshot at the end of the period.

This

Year

Q1 Q2 Q3 Q4

1.97

This

Year

Q1 Q2 Q3 Q4

0.69%

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

Explanation:

72 properties unavailable to let as either undergoing works or being held for decisions regarding disposal.

Activity in Q1:

Improvements seen in end to end void time are also seen in this measure.

Next Steps for Q2:

Project Manager will be in post in August and will being scoping Void Improvement projects and initiating appropriate work.

0

1

2

3

4

5

6

7

8

9

10

Q1 Q2 Q3 Q4

Tenancy Turnover

Target 2016-2017

0.62

0.64

0.66

0.68

0.7

0.72

0.74

0.76

0.78

0.8

0.82

Q1 Q2 Q3 Q4

Vacant properties unavailable to let

Target 2016-2017



Ref SHCHL38

Target

9

Target

9

Ref PI 37

Target

N/A

Target

TBC

Previous

Year

Q1 Q2 Q3 Q4

10.95 41.89 12.59 12.52


Title HRA - Average time from property handover from maintenance to commencement of tenancy

Status

Much

Worse

than

Target

Definition

Provides details of the management of the void process once a property has been handed over from maintenance. The period that the property remains empty should be kept to the minimum to maximise income collection.

Narrative

Explanation:

Refusal rates is the key driver of performance in this measure. We are seeing high number of last minute refusals, and further nominations and verification work is taking additional days before a tenancy agreement is in place.Activity in Q1:

Weekly meetings held with Void team managers to review the Void pipeline. Managing this more effectively should reduce scenarios where work completes on a Friday and tenancies start the following Monday. This situation puts pressure on the tenancy sign up process.Next Steps for Q2:

Weekly meetings with Void team to review pipeline.Identifying potential suitable applicants for hard to let properties.Advertising properties which receive no bids through social media.


Title % of ASB cases resolved successfully


Number of closed successfully resolved anti-social behaviour cases during the year. Closed resolved cases refer to those cases where, in the professional opinion of the landlord, 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 closed resolved cases.

This

Year

Q1 Q2 Q3 Q4

11.54

This

Year

Q1 Q2 Q3 Q4

100%

Previous

Year

Q1 Q2 Q3 Q4

N/A N/A N/A N/A

Narrative

No comment required.

0

2

4

6

8

10

12

14

Q1 Q2 Q3 Q4

Avg. days from property handover property to tenancy start

Target 2015-2016 2016-2017



Ref PI 38

Target

92%

Target

92%

Ref SHCHL44



92% 91% 79% 84%

Previous

Year

Q1 Q2 Q3 Q4

88% 88% 88% 91%


Title ASB: % of respondents fairly satisfied or very satisfied with the way their case was handled

Status

Much

Worse

than

Target

Definition

How satisfied our customers are with how ASB cases are being handled.

Narrative

Explanation:

Our satisfaction survey only measures satisfied, neither or dissatisfied. Therefore if a tenant ticks neither opposed to dissatisfied on the survey, it still indicates that the tenant is not satisfied. 2 responders to the survey in Q1 ticked neither satisfied or dissatisfied. On the survey, one tenant did not comment and the other wrote that they were very happy and the there is nothing they would change with the service.

Next Steps for Q2:

Unfortunately due to the way the PI is currently worded and then recorded, this response looks like it’s negative when this is clearly not

the case. Therefore in order to better reflect the opinion of the tenants we intend to change our satisfaction survey so that this is rectified.

Excellent Housing Services Resources

Title No. Complaints resolved at Step 1 (did not proceed to further stages)

Status

Much

Worse

than

Target

Definition

A complaint is considered closed when the matter has been investigated and responded to and the complainant has not notified the landlord that they wish to escalate the complaint to the next stage.

This

Year

Q1 Q2 Q3 Q4

75%

Previous

Year

This

Year

Narrative

Explanation:

We have seen a significant uplift in complaints escalating to Step 2 this year compared to previous performance. This could be due to more awareness of our complaints policy and the ability to escalate, genuine dissatisfaction with outcomes or the quality of Step 1 investigations.

Activity in Q1

The complaints team have made changes to put more focus on achieving good performance in complaints and are driving this agenda across the business. This has included recruitment to a secondment of a member of staff tasked managing complaints.

Next Steps Q2

Accessing capacity requirements for Step 1 investigations via a pilot.Quicker response to complaints, to resolve at first contact.Review of complaints and compensation policy and procedures.

0

10

20

30

40

50

60

70

80

90

100

Q1 Q2 Q3 Q4

ASB - Satisfaction with case handling

Target 2015-2016 2016-2017

75.00

77.00

79.00

81.00

83.00

85.00

87.00

89.00

91.00

93.00


% Complaints resolved at Step 1

Target 2016-2017



Ref SHCHL45

Target

N/A

Target

40%

Ref SHCHL51


100% 75% 75% 78% 65% 66% 65% 75% 72% 70% 70% 70% 69%


80% 75% 78% 89%

Previous

Year


Title % of Complaints responded to within deadline


Narrative

Explanation:

Whilst achievement on complaints which have been closed, there are 9 outstanding items which pose a significant risk to this PI moving forwards.Activity in Q1:

To improve performance across the board on complaints an new approach pilot has been agreed. A 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.Next Steps in Q2:

Complaints team to undertake Step 1 investigations for Assets Directorate. Additional support is also to be provided to issue holding letters and manage customer expectations regarding complaint responses.

This

Year 60%

Title The % of Stage 1 complaints upheld in the year

Status

Much

Worse

than

Target

Definition

A main objective of CHL is to provide excellent housing services minimising the number of complaints received. Complaints handling should provide a process for complaints resolution, minimising the number of complaints that progress beyond stage 1.

N/A N/A N/A N/A

Explanation:

We are seeing a very high number of complaints being upheld. This is indicative of the service customers are receiving from Cornwall Housing.

Activity in Q1:

A corporate Lessons Learned initiative has been scoped to ensure improvements are made and outcomes are improved for customers.

Next Steps for Q2:

Review and launch of Lessons Learned initiative.Trend analysis of complaints for quick improvements to services.Ensuring feedback is assigned correctly as either a complaint to request for service.

Status

Much

Better

than

Target

Definition

Measure and demonstrate to customers the value we place on their feedback and the dedication Cornwall Housing has to customers and customer service.The number of complaints resolved within the policy timescales as a percentage of all complaints due a resolution at the end of the period.

Previous

Year

This

Year

Narrative

0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4

No. Stage 1 complaints upheld

Target 2016-2017

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00


% Complaints responded to in policy

Target 2015-2016 2016-2017



Ref SHCHL47

Target

N/A

Target

100%

Good Governance and Tenant Involvement Resources

Title % of management framework outputs provided within the quarter as per the agreed schedule

Status

Much

Worse

than

Target

Definition

This will monitor the compliance of CHL in relation to their reporting requirements as per the agreed schedule of outputs that is derived from the management framework agreement. The receipt of timely accurate contract monitoring and management information is essential to support both the company and the Council to effectively manage the contract.

Previous

Year

This

Year

Narrative

Narrative from CC - Julia Lansdowne: CC attainment 83.33%The performance against Management Agreement outputs has been assessed based on whether the outputs have been achieved within the quarter. It has been noted where there have been agreements on amended deadline and or responsibilities. However of the 8 outputs initially identified as CHL responsibility 6.5 have been completed. The two areas not completed were risk updates, this was also not completed by CC. To date both CC and CHL have agreed the high level strategic risks and they have been uploaded into spar.net. CHL will now test the access and permissions in order to make any further updates at which point regular reviews can take place. CHL did not provide an update of the H&S Action Plan. This has been requested again.Next Steps for Q2:

Due to the Strategic Housing Review it is suggested that at the next client meeting the outputs for quarter 4 are reviewed and agreed so that monitoring this provides a fair reflection of compliance.

N/A N/A N/A N/A

81.25%

0

20

40

60

80

100

120

Q1 Q2 Q3 Q4

% of mgmt framework outputs provided on time

Target 2016-2017


Cornwall Housing Ltd Monthly Risk Report June 2016



2016-2017 Monthly Risk Report

June 2016

DLT Review



Executive Summary

Trends

New Risks

Risk Profile

This is a new format for presenting risks and follows a similar format adopted for the PI reporting. The information provided has been expanded upon and the format has tried to achieve and display progress in an easy to read format. Six of the 14 risks are financial risks. Currently our highest risk to us relates is a financial risk relating to the recent changes in legislation and the not knowing the full extent of the impact of these changes to us. There is a period of uncertainty for the company going forward due to the group structure and the changes to the back office and the challenge of the Housing Review, which will require significant focus whilst ensuring that business as usual continues.

One risk has increased in its scoring from a 6 to a 12. This relates to the collection of rent from G&T sites. Although we are taking steps in enforcing the collection of rent and water payments the collection is proving difficult. Some risks have also decreased their score, this includes HO3 (failure to achieve performance targets) the review of the PSL model is underway and although performance will be impacted by handbacks but this will be a short term budget impact. Risk 49 (evidencing of capital expenditure to CC Client) has also reduced the score due to the improved data we are submitting and Risk 47 (stock condition data incomplete) due to interim arrangements to continue to use our Lifespan system to hold the stock condition data. Two of the Risks, 49 and 51 have been recommended for removal. Risk 49 - indications from Cornwall Council suggest that there will be no capital sampling or penalties in 2016/17. Risk 50 - recommends that Cornwall

An emerging risk regarding Out of Hours has been highlighted due to the bedding in of the new service delivery. We have recently taken back the call handling aspect of this service from the Councils/BTC Alfie service due to concerns regarding the answering of our phones and their inability to check our systems for risks to our staff. We have highlighted this as a risk while it beds down as it has encountered some teething problems to start with.

Operational

15

20

25

33 47

53

New

Strategic

26

37

49

50

51

HO3

Financial

49

51

53

37

HO3

15



Ref 30



Risk Matrix Scores

What would success look like? • No HSE fines or prosecutions and ultimately acheivement of ISO 18001, All staff understand roles and responsibilities in relation to H&S, Minimised preventable H&S risk, delivery of H&S infrastructure within budget.

This Year15

Effects

Health and Safety Executive Fine or prosecution •Corporate Manslaughter charge• Company absolved• Loss of reputation• Imprisonment A coordinating role for Health and Safety is vacant along with some specialist resource to undertake the CDM/contractor management for the company. The company is currently at risk of possible prosecution by the HSE due to the lack of consistency across the company and the lack of a single focus of H&S that the vacant role provides. In addition managers are failing to take responsibility of their statutory H&S duties across the company. There is a fundamental gap in the required training provision for managers and employees.

Mitigation

• Review implementation of all relevant Health and Safety policies and revise where appropriate (Actions Ongoing) •Monitoring and Enforcement of policies underway with an Audit programme being developed and 4 BSI Auditors trained (Actions Ongoing)• Staff training in accordance with mandatory training matrix (Actions ongoing) • Health and Safety at a strategic level across the company (Actions completed) • Procurement of expert Health and Safety advice on an advisory basis (Action completed) • Ensure the managers understand their duties as required by the H&SW act 1974 - development of training programmes, signposting to H&S policy and presentations given at Managers Aways days (Action completed) •Development of a comprehensive action plan in development - Further to the completion of the Gap Analysis work, a comprehensive action plan is being produced to aid in getting the company ready for 18001 accreditation. Plan being developed by Dawn Bailey (Action completed.) • Additional H&S resources procured by the Company - we have procured 5 days a week of a Senior HSW officer for H&S and 1 day a week for Wellbeing. • Staff vacancies in the Gas team have been partially filled and some work has now been outsourced to cover the shortfall of Gas engineers. • additional paper to DLT re the Gas team for consideration in July regarding a strategy going forward. (Action Ongoing) • 4 members of staff are trained to be BSI Auditors and an audit workplan is being developed and should be fully operational in September 2016.

LatestActions

Changes to the resources for H&S in 2016 are being planned with additional days being delivered by Mike Lawton (senior HSW advisor) to support us in the review and update of the Health and Safety action plan for the next year with a longer term view of achievement of ISO 45001. Re Gas Safety - Continued attempts to recruit have been in vain so some work has been oursourced and additional inoramtion is being provided to DLT for a decision on taking this forward.Extended and weekend working is helping to maintain Landlord's Obligation to Gas Safety. Contractors employed in Mid Cornwall to release engineers into North Cornwall. Further contractors have been approached to assist in South East Cornwall. Re Electrical Safety - Risk Assessments complete and ready for issue to all staff, currently under review by H&S Team. All RAs prohibit 'Live Working' on electrical systems. Electrical training for gas engineers sourced awaiting funding approval. EICR not being undertaken on properties other than at void.

Previous Year

Strategic Emma BlatchfordCategory Legislative/Regulatory

Score 15 Source

Company Health and Safety management needs to be more robust. Additional training for Managers required in high risk areas. Including possible failure to discharge statutory duty regarding Gas and Electrical works. The risk is that staff are not discharging their Health and Safety duty correctly and putting the company and themselves at risk. This is a newly amalgamated Risk.

Event Health and Safety failing s lead to preventable injury or death



Ref 37



What would success look like? • implementation plans in place to mitigate impact of the changes when they take effect. • impact of legislation financially modelled and tracked and mitigations put into place • disposal strategy developed and agreed by the council

Strategic Jane Barlow

Category Financial and Political

Score 20 Source

Implication of new Government Housing and Welfare policies. Implications of Universal Credit on the Company's income streams. Proposed implementation of the Governments Universal Credit Scheme - timetabled for 2016. However budget announcements on benefit cap. The risk is that there will be significant impact on the companies finances and busiens processes.

Risk Matrix Scores

Implementation of new policies that affect the operation of the company. Including the Temporary Accommodation subsidy that is due to end, and the introduction of the Levy (taxation on high value homes). Direct payment to tenants of their housing benefit and impact of legislation reducing household income. Results in increase of rent arrears of a significant value.

Impacts on Budgets, policy changes such as removal of HB to under 21s and the disposal of high value stock and Levy that will need to be paid. That the current rent model and budgets will be reduce income for the general fund, creating budget pressures. • Significant increase in rent arrears• Significant increase in resource required to chase debt• Loss of reputation if other services are reduced, Increase in evictions, increase in court activity which potentially could lead to eviction. • Loss of company income • Negative social impact

Mitigation

• Understanding the impacts of new policies as they are introduced and ensuring that these are escalated to the client where they affect service delivery (Action Ongoing) • Recovery processes - processes in place to recover rental income (action needed). • Modelling of the different potential impacts of the Levy will need to be undertaken with CC Finance (action needed) • Partnership working - there are close working relationships with Housing Benefits (action ongoing) • Direct payment of Housing benefit to offset rent (Action Ongoing) •Fundamental review of budgets required (action needed) •Propose to remodel TA provision and budget to be more sustainable (action needed) • Universal credit ready project (action ongoing). •Detailed arrears monitoring resulting in early intervention (action ongoing). •Tenant profiling project (action ongoing) •Tenant profiling data collected and used to identify tenants that will be affected by the legislative changes. •Property modeller produced that can assist us with identifying different criteria that can assist with the decision to sell properties to fund the levy - leading to the development of a Disposals Strategy to present to the council for consideration. • UCAN project fundings being considered

LatestActions

Housing and Planning Bill has Royal Assent - details of levy expected to be imminent. No disposal strategy with CC member approval - expected later in the summer.Proposal for additional inclusion resources not agreed by Client - passed to troubled families to contribute. proposals from UCAN fundings being considered.

Previous Year

This Year

12

Event

Effects

12 12 15 16

20 20

15 12

20

CRITICAL 5

SERIOUS 4 20

MODERATE 3

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow

Low Med High VeryHigh

Likelihood

Impa

ct



Ref 50



What would success look like? • Changes to the Board goes smoothly • Service provision to the company is not reduced as a result of the centralisation

Risk Matrix Scores

Mitigation

• Continue to restructure services in such a way that they can be lifted into the new group structure as required, and gain sign off from CORSERV in advance. • Continue to develop the company strategy to take into consideration known impacts from legislation etc. • continue to push for the clarity of the Top Slice funding and associated SLAs (all ongoing) • Ensure that communications provide accurate and timely information to staff on the impacts of the changes • Communications plan needs to be developed by the compnay in how it will engage with the affected staff and the wider Company. • Consideration will be needed at Board regarding the impact and timing of the changing chair.

LatestActions

Waiting for more detail in relation to back office proposals. Restructuring of assets about to commence - flagged with Corserve and no concern raised as client and contractor split required Limited information yet in relation to the governance arrangements re shareholder role. But a new Managing Director and Chair of group soon to be appointed.

Previous Year

This Year12 12 12

Score 12 Source

Revised Group Structure implications and new governance arrangements. Leading to change to the Governance of the company which could lead to change and the risk is linked to managing that change. And the potnetial relocation and transfer of a number of CHL staff to a new organisition and ensuring that the services that they provide are not reduced.

EventChanges to the location of back office services announced. And a new Chair for the compnay introduced.

Strategic Jane BarlowCategory Governance

Effects

• potential to change the management arrangements of the company. • Could impact on the way the repairs service is delivered. • Likely to impact on back office functions and where and how delivered. • Likely to impact on the governance arrangements for the company • improved performance • selling our offer and successes • uncertaintly and change impacts on staff morale

CRITICAL 5

SERIOUS 4

MODERATE 3 12

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood



Ref HO3



Effects

Financial rent loss in excess of budgeted levels, failure to meet targets within management agreement. Overspend on budgets and increased delays in rehousing tenants. Long turnaround time. Reputational. Financial. Hard to manage. Income restriction and restricts to grow the business. Homelessness decisions not being made in a timely way, no 'match' of suitable. homeless household to vacancy, oversupply. Lack of management control on budgets and performance. Voids taking too long to let. New housing functions awarded to another housing provider. Not being seen as the 'go to' housing service and new areas of work of housing providers.

Strategic Steve England/Cathy HadfieldCategory Financial

Score 9 Source

Failure to achieve performance targets • General fund overspend- voidsPSLs / Hostels vacancy rate exceeds budgeted tolerances • Failure to turning around properties in an efficient and effective manner. • Not being seen as the go to housing service for new functions. The Council has developed the Housing Mandate and as part of this there will be the development of new housing.

EventThe company fails to perform effectively

Mitigation

•Weekly void monitoring - Weekly void meetings to discuss current cases to match against current vacancies. (Action ongoing). •Handback schedule developed (action completed). • Identify any properties that are surplus to requirements and diarise notices to handback properties based on demand, quality (Action ongoing) • New Void action plan being developed (action needed). • Lean process training session completed in May with learning to be incorporated in action plan (action needed.) • Weekly monitoring of performance at DLT (action ongoing). • CHL to meet with CC to understand the specification to ensure we are aboe to respond accordingly. • Challenge project will help us understand out baseline and build our service.(action needed). • A project manager has been appointed to start early August to assist in the delviery of the Voids Action Plan.

LatestActions

There was an overspend at year end of £294k overall. The PSL element forecast position for PSL leasing had worsened from £325k overspend to £427k, due to ‘works in progress’ issues/invoicing being cleared down at year end. Underspends in bad debt substantially offset the PSL overspend above. The overspend is within the ‘approved and expected tolerance' of £317k for the whole retained GF – the approved growth we were given ‘in year’ during 15/16. Now the Review of the PSL model is underway, there is a handback phase pending which will certainly in the short term have negative budget implications. This risk has been made clear to the client also as part of the project highlight reports.

Risk Matrix Scores

What would success look like? • Voids reduce to an acceptable level • PSLHostel vacancies reduce to acceptable levels • The council automatically come to us to delvier new Housing initiatives.

This Year12 9

Previous Year

CRITICAL 5

SERIOUS 4

MODERATE 3 9

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood



Ref 26



Strategic Emma Blatchford

Event

Cornwall Housing's Average sickness absence performance indicator is worse than target and sickness monitoring has highlighted that 37.5% of current absence is attributable to stress, depression and mental health. Failure to use the absence management policy; failure to adhered to employment support policies; unclear role of Occupational Health

Effects

Higher levels of long term absence; poor performance; low morale; loss of productivity; potential employment tribunal claims and increased costs. Affects staff turnover. •High levels of long and short term sickness absence and failure to meet company target; • Additional cost to service areas. • increased stress on staff covering the roles

Mitigation

• Stress survey undertaken - report and action plan being developed (Action Completed) • Early intervention is a key aspect when managing sickness absence (Action Ongoing) • Ensure consistent application of sickness management policy use and use of ERP - Sickness absence monitoring reports are in place and are sent to managers on a monthly basis. A report from ERP is being produced to extract the number of return to work interviews are done after every staff absence. (Action ongoing) • Obtain OH or other professional advice and guidance and plan and undertake workplace adjustments (Action complete) • Refreshing communication cascade (no data) • Train Managers on Stress Management and to recognise signs of stress in staff - ensure managers have support when implementing change initiatives and a clear programme of change and staff consultation is in place. (Action Ongoing). R l ti i k f SLT d DLT (A ti C l t d)

Category Managerial/Professional

Score 9 Source

High sickness Uncertainty; change and budget cuts across the company impact on the health and wellbeing of staff. Limited employment relations support; lack of management intervention; lack of employee wellbeing and genuine ill health.

LatestActions

Reporting and monitoring continuing across the company, identifying hotspots and supporting the managers in undertaking the necessary actions

Previous Year16 16 16 16 15 15 9 9 9 9 9 9

What would success look like? • Sickness levels reduced to acceptable levels • Identify actions needed to improve the operational wellbeing of our staff • Delivery of the action plan leading to our IIP accreditation

Risk Matrix Scores

This Year9 9 9

CRITICAL 5

SERIOUS 4

MODERATE 3 9

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Likelihood

Impa

ct



Ref 51



Effects

Negative impact on CHL accounts as increased potential for overspend and bad debt liability.

Mitigation

proposals underway to review key areas of risk within the budgets - eg prevention activity (loans) and temporary accommodation management. Full due diligence to be carried out regarding budget transfer prior to any decision (by relevant bodies in both CC and CHL) being made. Full visibility of implications (eg tax, VAT, bad debt) to be considered.

Event

The budgets transferred are insufficient to cover the expenditure incurred

Strategic Steve England/Cathy Hadfield

Category Financial

Score 9 Source

Transfer of GF budget. The budgets are currently held by the council and are high risk for overspend, due to both Universal Credit changes and current performance.

To be removed risk reduced to manageable level

LatestActions

During the period an initial assessment of the implications in relation to VAT has highlighted what appears to present a negative financial implication for the company should the budgets transfer. As such, CHL has registered this with the client pending further, more detailed advice from a VAT expert from Grant Thornton, w/c 23/5/16

Previous Year

Risk Matrix Scores

This Year9 12 3



Ref 49



Risk Matrix Scores

To be removed risk reduced to manageable level

This Year12 12 6

Mitigation

Regular report and review: A suite of job by job reports of various categories are sent out to over 60 users/managers for review on a fortnightly basis (Action Ongoing) CC Finance regular review before data submission : Detailed review is undertaken by Finance (Chris Dawes) of submission data extracted from ERP and Housing systems before it is submitted . Any errors found are corrected at source in ERP and not submitted to CC Finance . Queries are resolved by contact with key Assets managers (action ongoing). Capital Guidance Manual: Capital Guidance Manual for CHL completed in March 2015 following approval by CC Finance (Action completed) Additional training provided to key memebrs of staff to stop the errors happening - linked to the production of the Capital guidance.

LatestActions

Initial letter from CC Client received indicating no capital sampling and penalties to apply in 2016/17 provided CHL meet monthly deadlines for capital submissions. Issue however raised regarding capital/revenue split of disabled adaptations and review needed.

Previous Year12

Category Financial

Score 9 Source

Evidencing of capital expenditure to CC Client. Cause: Incorrect coding of non-capital jobs/works orders to CHL capital expenditure.

Event

The capital management fee is reduced as the items charged to capital are incorrect

Effects

CHL capital management fee reduced due to errors in the records capitalised. The quality of the data provided by CHL is then under increased scrutiny which could cause additional work to correct. The relationship between the council and the company can become strained and increased resources are required in the company to check compliance.

Strategic Steve England/Adrian Pengelly



Ref 33



Operational Emma Blatchford

Event

Requests for management information to inform business cases; mandates; options appraisals; performance indicators which potentially informs decisions could be incorrect, flawed or not produced in a timely manner to inform these decisions

Effects

• Delays in decision making or incorrect decision made• making decisions on inaccurate information • additional resources required to check amend and manipulate data • other systems put inplace to hold data - ERP training informaiton not robst enough for H&S purposes, therefore a training database has been developed. • Delays or issues with data used to complete KPIs

Mitigation

• Suite of reports developed for workforce data from ERP (Actions completed) • Record of required management information from current and new housing management systems (Actions completed) • Agreed systems in place to obtain accurate performance information from managers (Actions Ongoing) • Open Contractor development (Action Ongoing) • Additional report writing training courced and delivered for all staff who needed to write reports from the system (Action Completed) •Specialist IT resource appointed June 2015 for 3 months to add capacity to overall management programme.(Action completed) • Further support required for managers as they are struggling writing the reports for KPI monitoring (we are seeking to purchase more days from Capita for them to come down and develop repreots with Managers) (Action Ongoing) • Data warehouse to go live in early September when it has 6 months of data loaded for reporting (action ongoing)

Category Technological

Score 12 Source

Inability to access data for management informationDelays in ability to access data systems and ERP that holds staffing data and impacts on the ability to make management decisions, or the quality of the decision.

LatestActions

Recently advised that new reporting information is available for the Council in ERP and we are looking to source this for the company (this will automate the collection of the sickness collection data rather than the manual process that is in place now). The perfromance reports from the Open Housing System are being used, but still need double checking to ensure that the correct fields have been selected.

Previous Year16 25 16 16 16 16 16 16 12 12 12

This Year12 12 12

Risk Matrix Scores

What would success look like? • Accurate timely reports produced • Ideally reports are automated and emialed at agreed timescales • ERP dashboards are in place for CHL • Plans are to Treat the risk and get the residual risk to 6 or below.

CRITICAL 5

SERIOUS 4 12

MODERATE 3

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow Low Med High Very

High

Likelihood

Impa

ct



Ref 25Operational drian Pengelly/Emma Blatchford

Event

Health and Safety - someone is injured or killed as a result in failures of Health and Safety. Or we fail to manage data correctly that leads to a potential fine for the organisation.

Effects

Asbestos - An incident occurs that puts a member of staff and/or public at risk of exposure to asbestos. Gas - If gas appliances, such as gas appliances installed by CHL, are not properly installed and maintained, there is a danger of fire, explosion, gas leaks and carbon monoxide (CO) poisoning. Electrics - Lack of work planning, risk assessments, procedures and training. Lack of fault or incident reporting. PCI - By March 2017 we must be PCI compliance in our office environment . Data Management - Personal/ customer case files are lost or fall into the wrong hands

Mitigation

Asbestos • Asbestos Policy being finalised and management procedures are being revised and training matrix in development (Action Ongoing) • Asbestos Awareness training has been provided to Trade Staff (Action Completed) • Asbestos surveys required more frequently which come at a) cost, b) time delay. Gas • Update polices, advice and guidance on maintaining and servicing gas appliances (Action ongoing) • Ensuring that gas pipework appliances and flues are regularly maintained Prosecution, possible fatality (Action ongoing) • Check to ensure that all rooms with gas appliances have adequate ventilation (Action ongoing) • Robust management and review of contractor requires implementation (Action ongoing) Quality Control - High level QC of contractors and DLO. 100% checks of all gas paperwork genertaed by DLO. Minimum 10% QC of DLO work. 100% inspection of contractor installs prior to sign off with additional technical inspection by QC. (Action Ongoing) Staff shortages- extended and weekend working is helping to maintain Landlord's obligation to Gas Safety (Action ongoing) Electrics • To ensure that those working on electrical equipment, machinery or installations are competent to do (Actions Ongoing) •to make sure staff are trained to appropriate level, experience and re-assessment (Actions Ongoing) • To remove all old policies and procedures replacing with relevant consistent documentation (Actions Ongoing) Electrical Installation Condition Report - Business Case submitted for the undertaking of electrical installation condition reports on a cyclical basis across all properties. (Action Needed) PCI Manager responsible for Telephony aware of the issue and working with the /council to ensure we will meet the requirements. Working group starts in April 2016 (action ongoing) Full scope of the issue is not fully known and once we know what the 300 requirements of PCI compliance needs we will self-assess. (action needed) Data Management •Data Retention Policy (action completed) • Implementation of Modern Working practices (action ongoing)• Review of office accommodation requirements across the company (action completed)• Consider the benefits of EDRM project (action Ongoing)• Consider the cost/benefit of introducing an EDRM's project and having all records available digitally, thereby removing the need to hard copy files to be left in offices. Externally mobile staff will then be able to access

Category Legal

Score 12 Source

Failures in compliance Company Health and safety management needs to be more robust other specific actions include: • Asbestos - Records on asbestos not uptodate. Accidental exposure possibility. • Gas servicing - Failure to comply with statutory duty. To include annual inspections. • Working with electricity and associated processes - Failure to discharge statutory duty. • PCI - Changes to environmental requirements in order to meet security standards being introduced by the Council and to meet legislative requirements. • Data Management - Unsecure data storage for manual records. Previous office arrangements meant that records and files were held in a number of locations and not always securely. Some files are also transported by visiting officers when visiting customers.





LatestActions

Final Policy amendments due for sign-off - Asbestos requirements progressed and currently being aligned with data loading process for new HMS module. Gas Servicing: Ongoing recruitment problems due to combination lack of comparable wages (local housing providers) and suitable engineers in Cornwall. Attempt to restart Market Supplement or regrading business case with AP, awaiting Assets restructure. Continued use of contractors for servicing with circa 250 properties per month being issued. Plumbing Apprentice and Response Plumber joining team to be trained as gas engineers (long term fix)Circa 40 properties with Legal Services for access injunction

Electrics: Mid area response contractor has departed from service. Some staff taken via Agency to undertake responsive repairs. Electric Installation Condition Reports only undertaken as part of void processSmoke Detection: Testing of smoke detectors only undertaken as part of Gas, Oil and Solid Fuel servicing. Not all properties have compliant detector installations PCI:Payment Card Industry - we have met with the council who are driving this agenda forward. we are undertaking a self assessemnt to see where we have non compliance and we review Data Management: Files stored at Flashpoint have been achived into appropriate shelving facilitating ease and safety of access, Core Four campaign is onging and highlighting Information Governance to staff, guidance and advice provided to the business on matters of data protection and security, New Information Governance mandatory training launched.

Previous Year

What would success look like? • ISO 18001 accrediation acheived • statutory duties discharged correctly • processes and proceudres in place and beign adhered to in order to ensure compliance • The plans are to treat the risk and reduce to a tolerable level

This Year12 12

Risk Matrix Scores

CRITICAL 5

SERIOUS 4 12

MODERATE 3

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood



Ref 53



Operational Pete Jarman

Event

Rent collection across the G&T sites falls below target and bad debt is higher than the tolerance in the financial plan.

Effects

This would have a negative affect on our ability to carry out necessary day-to-day repairs as well as much needed improvements to the sites and the individual pitches. This would also increase the amount of enforcement requried on sites and could lead to reputational issues if large debts are raised.

Mitigation

• Enforce rent payments and arrears management in accordance with our rent management policy, including legal actions up to eviction. Carry out further water-meter installations and charge the correct amount per pitch (action on-going). • Resource the enforcement of rent collection and possibly consider publicising sucessful cases. (action on-going)

Category Financial

Score 12 Source

G&T sites - rent collection and repair funding. Enforcing agreements and reputational risk Enforcing ren and water charges collection on G&T sites is problematic with some licencees refusing to pay.

LatestActions

Although we are now making steps to enforce rent and water payments these are so far still proving difficult. Meetings are held to review cases on a regular basis and a meeting was recently held to work in a more joined up way between the RMOs and the Support Worker

Previous Year

This Year6 6 12

Risk Matrix Scores

What would success look like? • Arrears kept within approved limits • Rent collected used to maintain sites to acdeptable standard •We are continue to treat the risk until it has reduced to a tolerable level - this is a risk that the council has just transfered to us.

CRITICAL 5

SERIOUS 4 12

MODERATE 3

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood



Ref 54




This Year12

Risk Matrix Scores

LatestActions

Pay and reward for the role has been reviewed and increased to a more attractive level (completed) Increased take up of volunteers being trained to deliver the function (ongoing), Purchasing cards issued to all Out of Hours supervisors to assist in making temporary accommodation placements. Data is collected on call volumes and types of calls received in order to validate the OOH payments made.

Previous Year

Event

A customer emergency occurs out of hours and no one responds, could result in a death or injury of the customer or significant damage to the property.

Effects

Health and Safety prosecution, failure to meet statutory requirements of homelssness, reputational risk of no one answering the telephone. Calls would not be picked up at all but customers may try to circumvent by approaching the councils OOH to complain.

Mitigation

• Review Pay and reward for the role to a more attractive level (completed) • provide OOH coordinators with a payment card to allow them to place people into temporary accomodation in emergency situations. cards have been ordered (Action Completed • Increase the training for OOH cordinators - particularly in homeless situations. Additioanl training ahs started tobe provided (Action Ongoing) • Advertise the role outside CHL and explore more mobile devices for staff to access the system.

Category Customer/Tenant

Score 12 Source

Out of Hours Emergency not dealt with. Not enough people on the out of hours register for the coordinator role. Risk that calls are not answered and responded to appropriately leading to Health and Safety, and reputational risk

New Risk What would success look like? • a suitable and effective service is in operation that does not compromise Business and Usual deliver • the risk needs to be treated to reduce it down to 6 or below.

CRITICAL 5

SERIOUS 4

MODERATE 3 12

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5VeryLow Low Med High Very

HighLikelihood

Impact



Ref 47



Operational Adrian Pengelly

Event

The stock data we hold is incomplete. Leading to poor decisions based on this data.

Effects

Potential increase in costs due to incomplete stock condition data being available, this is compounded by the current lack of a single Asbestos IT Module (due for implementation August 2016). Significant impact on Capital Programme budget and the procurement/commissioning process of major works.

Mitigation

• Implementation of single Assets Module (Action ongoing) • implementation of Asbestos Module (Action ongoing) • acceleration of stock condition surveys within budget constraints (Action ongoing) • more detailed analysis of cloned stock data (Action on going)59.5% of properties have had a property survey completed - 40.5% of properties are reflected as cloned data.

Category Technological/Financial

Score 9 Source

Stock condition information incomplete. Difficulty in programming works and being aware of stock condition in advance of surveys being carried out. Risk that decisions are made using flawed data and money is spent in the wrong place

LatestActions

Interim arrangements in place including the extension of the Lifespan Stock Condition IT system. Improvements in mobile IT to increase the productivity of Stock Condition Surveyors.

Previous Year9 6 12 12 12

This Year12 12 9

Risk Matrix Scores

What would success look like? • All stock data updated and held in an appropriate place that provides the correct and timely information to the business • The risk is to be treated to brign it down to 6 or below

CRITICAL 5

SERIOUS 4

MODERATE 3 9

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood



Ref 15




Effects

• Breakdown of relationships• Unrealistic expectations of services provided• Additional costs to CHL• Poor service quality. • not enough staff to deliver the service required or provide the information required to management •difficult to calculate value for money provided to the company •External benchmarking has to exclude the top sliced elements as the values for the services are unclear as to what they provide • unable to secure additional services of certain sections of the Council as funding in the wrong place

Mitigation

• CHL continue to raise with the Council at Strategic Level (action ongoing Contact has been made and will continue to be made at a strategic level regarding SLAs. Currently we have in place an ICT SLA We have been advised that the creation of the group may impact on these contracts. But we have no further information on this to date (Action ongoing)

Category Partnership/Contractual Supplier/Financial

Score 9 Source

Support services provided by the Council are not subject to contracts, SLA's should be in place. Many of our support services are provided by the Council so are not subject to contracts, but SLA's should be in place for these service areas. Some services are funded through a Top slice arrangement that is unclear and not visible.

Risk Matrix Scores

What would success look like? • Costed contracts in place, that’s clearly provide detail on what is delivered and perfromance standards • Ideally the top slice is given back to the company in order for it to puchase the services it requires • the risk is being treated but may be transfered as part of the Group Structure development.

This Year9 9

No Change. Still cannot prove value for money and cannot prove what we need to aid the changing demands on our services.

Previous Year

Event

Disagreement regarding the level or cost of service provided by the Council and no SLA in place to clarify. Ability to Benchmark hampered by no clarity around the top sliced payments and the services that they cover.

LatestActions

CRITICAL 5

SERIOUS 4

MODERATE 3 9

MARGINAL 2

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Likelihood

Impa

ct



Ref 20



Operational Cathy Hadfield

Event

The application of the Councils allocations policy does not happen within the agreed timescale

Effects

Complaints from customers; stakeholders and client due to failure to implement the outcomes of the policy. leading to: • Loss of reputation• Loss of contract to manage the • Allocations register. • Loss of income

Mitigation

• Procurement of new allocations management system (action completed)• Project resources in place to implement outcomes of allocations policy (action completed) communications with key stakeholders to keep them informed (action needed) • Explore alternative delivery options (action completed) • Project plans in development with supplier (action needed)

Category Customer/Tenant

Score 6 Source

Ability to implement the Council's Housing Allocations PolicyCo-ordinating the resources to implement the Council's Allocation Policy. Risk that the policy is not implemented in a timely manner and meetig the Councils expectations

Risk Matrix Scores

LatestActions

The project is well underway with a detailed project plan. Implementation of key phase is due by end of July, slightly later than the Council's deadlines. However, this delay and a further phase due to complete by the end of October has been accepted by the Council. There is a communications strategy in place to ensure all key stakeholders are engaged. Project resources are in place and key tasks are underway.

Previous Year12 12 8 8 8 8 8 6 6

What would success look like? • The allocations policy is fully implemented • new system is in place •procedures are amended to reflect the changes • waiting list relects housing need not housing aspirations

This Year6 6 6

CRITICAL 5

SERIOUS 4

MODERATE 3

MARGINAL 2 6

NEGLIGIBLE 1

1 2 3 4 5

VeryLow


Impa

ct

Likelihood

CHL – Corporate Programme Report – 07/16 Page 1 of 7

Open Housing

Corporate Programme Report

July 2016 Cornwall Housing

(Incorporating IT Implementation and System/Business Change Integration Plans)




SRO Emma Blatchford Reporting Period July 1 – July 31 2016 Programme Manager

Programme Manager Summary Update

Overall the OPEN Housing Programme remains at Amber due to: 1. Ongoing unresolved issues with the Contract Management module. A resolution is expected before the end of the first week of August; and 2. Lack of confidence around the CBL Project delivery timeline, Programme oversight is now actively driving the project with a focus on the remaining deadlines. Go-Live of Phase 1 has been finalised as 23rd Sept. This is now the Drop-dead date as any movement past that date impacts the remaining portfolio timelines. The upgrade and AMS Projects are both green as their respective kick off dates are not impacted by the issues on the in-flight projects.

Number of projects under report

4 Projects under this programme: • OH001-HMS Project: 7 inflight modules • OH002- Version Upgrade • OH003- CBL Project: 4 inflight modules • OH004- AMS Project

Projects reporting as red this month

None

Projects on hold None

Projects delayed commencing

None

Projects completed this month

None

Projects closed this month

None

Projects starting this month

AMS Project Work up and User story review continuing through July

Actions/ Decisions required by DLT

DLT agreed that the 23rd Sept drop dead date for the CBL phase 1 go-live was accepted, after Client formal approval


Major Projects – Corporate Programme Report July 2016

Project Status

– Under control and within tolerance – Out of tolerance and with a plan in place to bring back under control

– Out of tolerance with no current approved plan HMS Project: OH001

Asbestos Module May – RED Jun – AMBER Jul - AMBER

• Phase II deliverable: Deferred from January Go-Live at Module Lead’s request due to concerns with the Business’ data quality. • Data Cleansing exercises undertaken in March-May 2016 • Parameters reviewed and updated during June 2016 • Module Lead - status update July: Happy with the way the module currently looks and test loads have been successful. Wants H&S

confirmation that everything required is being uploaded and how we transmit that data out to operatives and officers. Requested hold Module implementation until Assets restructure impacts have been assessed

• Estimated Module go-Live date now 29th August 2016 due to the above update. HMS Project: OH001

Contract Management Module

May – AMBER Jun – AMBER Jul - AMBER

• Phase II deliverable: Full deployment sign off held at January Go-Live due to an unresolved P1 issue around Part-paying certificates. • Capita developers have undertaken several diagnostic sessions with the Business in order to focus in on the issue. We are the only

purchasers of the module to utilise this functionality, so we are trailblazing the functionality. • A Web-Ex session was held 9th May to identify the problem, Senior Capita developer has reviewed and a ‘solutionising’ session was

undertaken Tuesday 5th July. • Update 28/07- Capita have advised fix will be available and tested at their end by COB Fri 29th July and provided to CHL 1st week of

August. CHL testing resource is on leave until 2nd Aug so no impact on timeline estimates. • Estimated Module go-live date- 29th Aug but TBC until Fix received and tested

HMS Project: OH001 CRM Module

May – GREEN Jun - AMBER Jul - AMBER

• Phase III deliverable: Non-Critical module at January Go-live • All design & build activities completed in April & May, First phase testing complete • CRM Policy required for other directorates to agree level of interaction with CRM Module before Workflow elements can be configured. • Capability build ready to deploy- awaiting Module Lead update on deployment timeline • Update 26/07 VB- Attended presentation at CC Fri 22/07 of new Microsoft CRM software that CC is pursuing. If purchased, it will be

mandatory and will replace Capita CRM. Impacts to be investigated and systems reps to attend follow up session on 02/08 • Estimated Module go-live date- TBC

HMS Project: OH001 PSH Module

May – GREEN Jun – AMBER Jul - AMBER

• Phase III deliverable: Non-Critical module at January Go-live • Consultant dependency on Homelessness Module consultants [CBL Project] • Consultancy & development deferred due to dependency conflict with higher priority Homelessness module [CBL project] • Some PSH parameters will be in place from the CBL set up of the Homelessness Module • Estimated Module go-live date- September 2016


HMS Project: OH001 Resident Involvement

Module May – GREEN Jun – GREEN Jul - AMBER

• Phase III deliverable: Non-Critical module at January Go-live • Kick off meeting with Module Lead in April • First stage Business Testing complete 11th July • Update 26/07- Testing output resolutions have been delayed due to system resource switch to resolving higher priority

issues on the Live ASB Module. CH will respond to the Resident Involvement testers by 29/07 so testing can resume 01/08

• No dependencies- Estimated Module go-live date moved back from 29th July 2016 to w/c 15th August. HMS Project: OH001 Leasehold Service

Charge Module May – n/a Jun – n/a Jul- n/a

• Phase III deliverable: Non-Critical module at January Go-live • Business decision made to not pursue/utilise this module • Dependency registered from Service Charge Review project to develop in 2017/18 as part of their project • Estimated Kick off September 2016 • Estimated Module go-live date- November 2016-May 2017

HMS Project: OH001 Workflow Module

May – n/a Jun – n/a Jul- n/a

• Phase IV deliverable: Project Close down module • Dependency on all other modules deployed (with Exception of leasehold Service Charge Module) from HMS & CBL projects • Can be done post-upgrade to Version 13 • Estimated kick off September 2016 • Estimated Module go-live date- November 2016

OPEN Housing Version Upgrade: OH002

May – n/a Jun – n/a Jul- n/a

• Phase IV deliverable: Pre-close down • Dependency on all other modules deployed (with Exception of leasehold Service Charge Module) from HMS & CBL projects • CCIT will manage the upgrade under the re-negotiated SLA- SLA engagement session held 20/07 and timeline agreed • Kick off last week of Sept (kick off meeting with assigned DBA), upgrade to TEST & regression testing start 1st week Oct, testing to

complete end of Oct. DBA take through CAB in last week of Oct, Upgrade Live 1st week of Nov. (DBA support booked) CBL Project: OH003

Homelessness Module May – AMBER Jun – AMBER Jul - GREEN

• Phase I deliverable: Non-Critical Module • Module kicked off – 30th March 2016 • Parameter dependencies on PSH Module [OH001]- Capita consultant to detail in session 04/07/16 • 2 day consultancy held Tues 5th & Weds 6th July 2016 with follow up configuration complete by 25/07 • Estimated Module go-live date changed to drop-dead date of 23rd September 2016

CBL Project: OH003 Housing Options

Module May – GREEN Jun – GREEN Jul - GREEN

• Phase I deliverable: Non-Critical Module • Module kicked off- 30th March 2016 • 2 day consultancy held Tues 5th & Weds 6th July 2016 with follow up configuration complete by 25/07 • Estimated Module go-live date changed to drop-dead date of 23rd September 2016


CBL Project: OH003 Choice Based Lettings

Module May – GREEN Jun – GREEN Jul - GREEN

• Phase I deliverable: Critical Module • Module kicked off- 30th March 2016 • Estimated Shortlisting parameters complete- 21st July 2016- actual completion was 25th July • 2 day consultancy held Tues 5th & Weds 6th July 2016 with follow up configuration complete by 25/07 • Estimated Module go-live date changed to drop-dead date of 23rd September 2016

CBL Project: OH003 OPEN Access

May – Green Jun – AMBER Jul - AMBER

• Phase I deliverable: Critical Module • Portal work kicked off- 20th May 2016 • RSL & Applicant Portal work completion deadline- 28th July 2016 missed due to consultant access issues, Programme Manager instigated

contingency measures 27/07 to meet the critical Portal completion deadline of 10th August to avoid further damage to the delivery date.

• Estimated Module go-live date changed to drop-dead date of 23rd September 2016 AMS Project: OH004 Asset Management

Jul – n/a

• User Story in place with CCIT • Work up began during June 2016, with a view to Project kick off in September 2016 • Estimated Project duration 6-8 months • Estimated project delivery End of March 2017

HIGH LEVEL PROGRAMME RISK REGISTER Project Status Narrative Key issues, risks or decisions Savings/Benefits

A OH001: HMS Amber • Phase III progressing; Contract Management & Asbestos Modules outstanding from Phase II Contract Management Module issue remains outstanding

B OH002: V14 n/a • Scheduled to kick off after CBL delivery, estimating

September 2016 • Dependency on HMS Phase II and CBL Phase I & II

delivering on time

C OH003: CBL Amber • Meeting held to iron out remaining critical milestones. Programme level contingencies implemented

• Capita have moved the project back, the previous aspirational date of 22nd August was predicated on nothing being missed and as one element overran it was necessary to revert to the Drop-Dead date of 23rd September

D OH004: AMS n/a • Kick off prep underway, formal project start due in next month

• Awaiting resource availability to work up and kick off project

Health, Safety and Wellbeing Quarterly Report

Quarter 1 April 2016 – June 2016

Cornwall Housing Ltd

Health Safety & Wellbeing News

Mike Lawton from the Council’s Corporate HSW Team, who has been working with the Company on a part-time basis for the past year, starts a full-time secondment for a year on 1st August. Mike will be working with Nigel Hughes and can be contacted on 492155 or [email protected]

Nigel can be contacted on 493770 or [email protected]

Dawn Bailey has recently run 2 stress focus groups with DLT and SLT where some qualitative data was gathered - a report and an action plan will be developed for Senior Managers and the MD had committed to providing management training and workshop for all managers over to the coming months (Improving resilience, good management practice and dealing with stress in your teams). These will be run by Dawn & Julie DeGroot.

A new system of “Near Miss” reporting has been introduced involving pads of forms being placed in CHL vans enabling the quick and easy (and anonymous if required) reporting of near misses. Submitted forms will be collated by Nigel Hughes with a view to identifying potential trends and introducing proactive measures to mitigate risks.

A review of hand-arm vibration (HAV) exposure to trade operatives has started with a number of briefs being delivered to supervisors and team leaders. Manufacturers’ vibration date has been incorporated into a HAVs calculator and the next step will be to establish “hands on trigger times” in order to identify areas of higher risk. This in turn will inform the overall management of HAVs exposure including health surveillance requirements.

A system of Health & Safety Temporary Memoranda has been introduced to deliver quick and effective H&S messages on specific subjects via notice boards and toolbox talks. The first on concentrated on the new near miss reporting system and the feedback so far has been positive.

The CHL HSW Action Plan has been reviewed and re-written as part of a wider review of the Company’s governance arrangements for health, safety & wellbeing. The aim is to align the Company’s HS&W management systems with the requirements of BSI OHSAS 18001 with the aim of gaining third party certification to the standard over the coming years.

A new training database has been developed and will be used to record any H&S training delivered internally or externally including regular toolbox talks. It will also inform future training requirements related to refresher and renewal training such as first aid and SMSTS.

mailto:[email protected]


H&S Training News and Information

October

5th Manual Handling 13th First Aid Annual Refresher 14th DSE Assessor training 20th Level 2 Health & Safety 28th Emergency First Aid at Work 28th Manual Handling November 2nd Level 2 Health & Safety 11th Risk Assessment 13th Managers Incident Investigation Training 17th Emergency First Aid at Work 18th - 20th First Aid at Work 24th DSE Assessor training 26th Level 2 Health & Safety December 2nd Manual Handling 14th - 15th First Aid at Work Requalification

Wellbeing News A newly introduced Wellbeing action plan will compliment and support the work and activities needed to attain the Investors In People accreditation. Vicky Brooke took up her new role as the Operation and Wellbeing Manager and Emily Rowlands was appointed as our new Wellbeing Officer Wellbeing activities during Q1 include;

• Food intolerance testing being completed for interested staff at various sites, with some surprising results.

• Quality awards- We received a massive 41 nominations for both

teams and individuals resulting in 31 winners.

• Registration as a Mindful Employer means we are positive about mental health.

• A Health and Wellbeing library is available at Bodmin for loan.

• A Skin checking machine was provided at each site during early May

to support cancer awareness month.

• Staff took part and enjoyed Beach games on 13th May at Perranporth. The team came 5th out of 15 teams from a variety of organisations in Cornwall.

• North Cornwall Chiro attended a wellbeing day in Bodmin for 15th June. 41 Physio and massage treatments were provided as well as Health needs questionnaires being completed.

Q1 Accident /incident Headlines 2016/17

Incident Statistics Q1 15/16

Q1 16/17

Trends

Total Incidents 5 9 See note below *

Employee Incidents 4 8

Non-Employee Incidents 1 1

RIDDOR Incidents 0 1

Days Lost due to incidents 41 20

Total employee incident rate per 1000 employees

10.39 19.05

Employee RIDDOR Incident Rate 0 2.38

* The data shows the number of new health and safety incidents involving employees recorded in the council's online incident reporting system. Incident by Type 1st April-31st May 2016 June 2016

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Assisting client 0 0 0 Contact with harmful substance 1 1 0 1 Fall from Height 0 0 0 Hit something stationary 0 1 1 1 Injured whilst handling lifting or carrying 1 1 0 1 Physical assault 0 0 0 Slip, trip, fall on the same level 1 1 2 0 2 Struck by moving object 0 1 1 2 2 Verbal Assault 1 1 0 1 Other 0 0 0

Total 3 0 1 1 0 5 1 0 1 1 0 3 8 RIDDOR Reportable Incidents 1 1 0 1

Non-Employee Incidents Days Lost 20 20 0 20

Occupational Health

(Further detail at the end of this report)

Q1 2015/16 Q1 2016/17 Trends

Total Referrals

The number of new management referrals received by occupational health

19 15

Late Referrals >28 days 1 3

Absent at time of referral

12 7

The number of new management referrals where the employee is already absent from work due to ill health. A low number may indicate a more proactive approach by mangagement in relation to managing ill health andchronic conditions.

Average time for referral

16.2 days 32 days

The average time from an employee going absent from work due to ill health to a completed management referral being received by occupational health. Policy states that a referral should be made if an employee is likely to be absent for more than 28 days and an immediate referral considered in cases of stress anxiety and depression.

Principal Cause of Referral Stress/Anxiety/Depression

Stress (work related) 2 2

Stress - Partially Work Related 3 0

Stress - Non Work Related 4 3

Percentage work Related 56 40

The single largest reason for occupational health referral (based on presentation to clinician NOT management opinion). For services where there are extremly low numbers of referrrals this information may be witheld due to the possibility of identifying individuals.

Employees Present at time of referral – early interventions

10 8

Where possible managers should be identifying issues at an early stage and taking steps to support the employee to remain in work – including early referral to Occupational Health.

Waiting Time to Appointment

Number of Appointments provided

9

40

18

20

The average number of days (including weekends) from the receipt of the Referral to the first appointment. Every referral is triaged by an Occupational Health professional. The triage process includes an evaluation of urgency which influences the waiting time from referral to first appointment. Waiting time is also influenced by the number of ongoing referrals – referrals which require multiple appointments impact on the Clinical Team’s ability to see new referrals. Reduced staffing levels in the occupational health team have contributed to the longer waiting times. This has been resolved now and will hopefully reflect in the Q2 stats. Report Turnaround Time

Average length of absence

4.2 days

25 days

8.7 days

56 days

Employees returning to work 8 3

Rejected/Incomplete Referrals 0 0

Missed appointments 0 3

Occupational Health Dashboard Data Breakdown by Directorate

Occupational Health Dashboard

Data

Q1 - 2016

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Cornwall Housing 15 7 32 3 3 56 24 18 8.7 2 CHL - Housing Assets 8 3 20 1 2 48 13 20 9.6 1 CHL - Housing Options 1 0 0 0 0 0 2 15 0 0 CHL - Housing Landlords Services 2 0 0 0 0 0 3 21 6.0 0

CHL - Housing Resources and Finance 4 4 41 2 1 71 6 13 8.3 1

Occupational Health Dashboard Data

Q1 - 2016

Str

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Cornwall Housing 2 0 3 40 CHL - Housing Assets 1 0 2 33 CHL - Housing Options 0 0 0 0 CHL - Housing Landlords Services 0 0 1 0 CHL - Housing Resources and Finance 1 0 0 100

Key Observations / Recommendations

Total Accidents/Incidents Whilst the figure shows an increase of almost twofold on the same period last year this may be down to an increased awareness of the reporting process rather than poor performance. Closer monitoring of the statistics will be required to accurately identify any emerging trends. The important thing is to ensure that accidents and near misses are investigated in order to prevent recurrence. Days lost due to accidents are, however, down on Q1 2015/16 Occupational Health Referrals Total number of referrals to occupational health are down but both late referrals and the average time for referral are up. The key message to managers needs to be that early intervention is the most effective way of reducing the likelihood of preventing employees going off sick or in getting them back to work especially where stress is concerned. These factors will also have a bearing on the average length of absence which is also up. Waiting Times and Report Turnaround Times Waiting times for a first appointment following referral and report turnaround times are both up and this is due to the fact that the Council’s occupational health team have been 2 posts short due to staff illness and leaving. These posts have now been filled and this will hopefully be reflected in the Q2 stats.

Report Prepared by: Mike Lawton, Strategic Health, Safety and Wellbeing Consultant [email protected] August 2016 Contact details: Nigel Hughes [email protected] Tel: 493770



Documents

Cornwall Housing Limited Agenda No: Finance and ...€¦ · This report provides an exception overview on the company’s performance and management actions across the following key