BOARD OF MANAGEMENT MEETING
Date:
Agenda Item:
Title:
No of Appendices:
1
1
Performance Indicators 2010/11 Quarter One
Introduced By:
Chief Executive
Financial Implications:
Comments:
Within Budget
HR Implications:
Comments:
Within Plan
Additional
x
x
Additional
x
Corporate Plan Implications:
Within Plan
Additional
Comments/Reference:
Positive outputs should be achieved to deliver all aspects of the Corporate Plan. The
PIs are linked to Corporate Plan strategic objectives.
Equality & Diversity Implications:
Within Plan x
Comments:
Some of the key PIs have Equality and Diversity implications.
Risk Assessment:
Comments/Reference:
Within Register
x
Additional
Additional
Provides the Board with actual performance information and a traffic light framework for
monitoring performance in key service areas. Promotes high standards of Corporate
Governance and control.
Customer Consultation:
Comments:
Next Update Report:
Included in Report
Not required
x
Will be monitored on a quarterly basis.
Executive Summary: Presents Board with performance against the agreed range of
performance indicators as at the end of quarter one 2010/11.
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1.0
INTRODUCTION
1.1
The purpose of this report is to present Board with performance at the end of
quarter one 2010/11 against the targets included in the performance
management framework.
1.2
The Indicators are presented in the format agreed by the boards in October
2009. This format provides a summary of performance against the Group’s
targets in a visual traffic light layout.
1.3
In addition to the quarterly report to Board, a number of internal management
arrangements are in place to ensure that PIs are monitored at all times. Weekly
and monthly reports are made available to the Managing Director and other
Operational Managers in respect of a wide range of performance information.
This close monitoring ensures that remedial action can be quickly put in place
should this be required.
2.0
YEAR END PERFORMANCE 2009/10
2.1
The detailed breakdown of performance against the indicators is attached in
Appendix 1.
2.2
Performance at the end of quarter one 2010/11 shows a majority of indicators
returning green lights. Ten amber and eighteen red lights have been returned.
Information regarding those indicators which have not returned green lights
including details of any actions required to improve performance are detailed in
the report.
2.3
None of the amber or red lights is seen as business critical and therefore overall
green or amber lights have been returned in respect of each of the key areas.
The green lights indicate that all, or the significant majority of the individual
indicators in that area have returned green lights. The amber lights in the overall
key areas indicate that there are some issues with performance in individual
indicators but actions are in hand to bring performance back into line with target.
3.0
ANALYSIS OF RESULTS BY CATEGORY
3.1
The table below provides a summary of traffic light performance for each of the
categories:
Green
Amber
Page 2 of 7
Red
No data
Viability
Governance
Asset
Housing
Management
Customer
Maintenance
Human Resource
Strategic Priorities
TOTALS
3.2
BB
H
TRH
2
3
1
3
11
7
3
3
3
25
7
1
2
21
4HG
3
2
1
1
1
8
BB
H
TRH
4HG
BB
H
1
1
TRH
4HG
BB
H
TRH
4HG
2
2
2
1
1
1
5
1
3
1
4
1
1
2
4
6
0
2
2
3
4
1
2
1
1
1
11
2
2
5
1
1
1
7
Viability – Five out of the total possible seven indicators have returned green
lights in this area.
Total operating costs were above target in both BBH (amber) and TRH (red).
The variance from the target is due to the profiling of some budgets. Further
detail is provided in the management accounts paper.
3.3
Governance – Four of the total possible eleven indicators in this area returned
green lights.
One amber light was returned relating to attendance at BBH Board Meetings held
during the quarter.
There were also six indicators where no light was returned these were:
 Board members assessment against the Key Strengths which are due to
be remeasured before the end of 2010.
 Audit reports in each of BBH, TRH and 4HG where no audits were
scheduled to be carried out during the quarter.
3.4
Asset – Five out of the possible ten indicators in this area have returned green
lights.
There were 5 red lights returned. Three of these relate to the Decent Homes
programme at TRH where profiling of the work required to bring the remaining
properties up to DHS by the deadline of December 2010 is underway. The works
are programmed to start on site in August 2010 as per the ProMaster
information, with a view to delivery and completion by the statutory deadline of
December 2010.
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The other 2 red lights related to completions of units and grant claimed by
development. These were due to delays in the legal process which prevented
the completion of 2 HOLD units during the quarter.
3.5
Management – Nineteen out of the total possible thirty one indicators in this
area have returned green lights.
There were six red lights returned relating to the following indicators:




TRH supported housing current arrears are inflated by three invoices for
registered services on which payment has been delayed because ownership
has transferred from the PCT to the Local Authority These payments although
late will be paid. Additionally, may recall that officers increased service
charges across supported housing in relation to administration charges, which
previously had not been included. There is still some clarification required by
two local authority areas, who continue to pay at the 2009/2010 rate until this
is resolved when payments will increase and backdating will be applied.
BBH supported housing former arrears – The supported housing function at
BBH is relatively new and whilst the former tenant arrears as a % of the debit
is above target it is not a large monetary amount. Officers are confident that
as the function becomes more established the % of FTAs will reduce and
come in line with the target figure.
TRH and BBH general needs and supported BME lettings – Numbers of
lettings to BME households across the group have been exceptionally low
during quarter 1. Officers are working to identify the reasons for this and to
ensure that remedial action is put in place.
TRH percentage of complaints resolved within target – The recently appointed
Head of Customer will be reviewing the complaints processes and procedures
to attain consistency across the group and ensure that the percentage
resolved in target at TRH is improved. Consultation with customers on the
process is currently underway. Quarter 1 performance continues the quarter
on quarter improvement shown in this area during 2009/10.
There were four amber lights returned.
tenant arrears and two to TRH void loss.
Two of these relate to TRH current
 Current tenant arrears have been affected by the unusually high turnover
during quarter 1. Approximately 90 new tenancies were created during
the period with the majority of these being housing benefit claimants
waiting for payments to come through. Officers are also reducing the
amount of eviction action that is taken which shows as a reduction in the
level of former tenant arrears against this point last year. This should
also help to reduce the high turn over levels and increase stability for
tenants who are experiencing financial difficulties.
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 TRH Supported Housing Void loss within the first quarter relates to void
properties in the Durham Learning Disability and Mental Health stock
where void payment indemnity from the local authority becomes payable
after the first 13 weeks. Last years void figures in supported housing at
this time were very similar, however, members will have noted that
despite the early loss due to indemnity periods, year end performance
came in on budget.
3.6
Customer – Eleven of the total available sixteen indicators in this area have
returned green lights.
There were 2 red lights returned.
 Percentage of calls abandoned was 6.9% against a target of 5% but has
been reducing month on month since the combined contact centre went
live at the beginning of quarter 1.
 The % of BME satisfaction with overall services at TRH is taken from a
sample of just 26 BME customers who returned the survey. Of the 4
customers who did not say they were satisfied there was just one who
stated they were fairly dissatisfied, the remaining said neither satisfied nor
dissatisfied.
There was 1 amber light returned which related to overall satisfaction at BBH.
This indicator returned a green light against last years target and will be remeasured through the tenants satisfaction survey later in 2010 against the tighter
target set for this year.
3.7
Maintenance – Four of the ten indicators have returned green lights in this area.
The one red light and three amber lights relate to the percentage of jobs
completed on target at TRH and BBH. The new Asset Management structure is
now fully in place and process are under review to ensure that the percentage of
jobs completed on target improves.
3.7
Human Resources – Six out of the twelve indicators in this area returned green
lights.
Two of the three red lights returned relate to sickness absence at TRH and 4HG.
During Q1 there were up to 8 staff members off on long term sickness absences.
Four of these members of staff have now returned to work and HR officers are
working with the remaining 4 to manage the absence.
The remaining 3 indicators relating to training days per employee did not have
data available to award a traffic light code. The newly established Learning and
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Development group has developed a process to improve the availability and
quality of information in this area which will be rolled out across the group within
the next few weeks.
3.8
Strategic Priorities – The new strategic priorities will be considered during the
board away day planned for September. Performance against the delivery plans
to achieve these priorities will be monitored after this event.
4.0
CONSULTATION
4.1
The monitoring of consulation activity through this report has been strengthened
by the addition of the Customer set of indicators for 2010/11. The indicators
included in this set will help to provide Board members with information relating
to how many customers are being reached by the groups involvement activities
and their satisfaction with the processes available.
5.0
EQUALITY & DIVERSITY
5.1
Equality & Diversity performance is measured through the inclusion of the
indicator on percentage of lettings made to BME applicants and the percentage
of BME staff employed by the association.
6.0
CONCLUSION
6.1
Overall, the vast majority of performance indicators continue to reach green light
performance. Ten amber and eighteen red lights have been returned. Actions
and recommendations to maximise the potential of improving performance in
these areas have been detailed in the report where relevant.
6.2
None of the amber or red lights is seen as business critical and therefore overall
green or amber lights have been returned in respect of each of the key areas.
However officers will be working to address these areas that are not currently
returning green performance. The green lights indicate that all, or the significant
majority of the individual indicators in that area have returned green lights. The
amber lights in the overall key areas indicate that there are some issues with
performance in individual indicators but actions are in hand to bring performance
back into line with target.
7.0
RECOMMENDATION
7.1
Members are requested to:
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I.
Note and comment upon the report and the performance at the end of quarter
one 2010/11.
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