Board Papers 23rd June, 2009 - South Essex Homes

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7.7 7.8 7.9 7.10 KP14 - On Right to Repair, the figures will improve once the manual editing is carried out to exclude communal repairs KP16 - The dip in tenants satisfied with jobs completed is unexpected. This applies to Connaughts only. There is currently a dialogue taking place with Connaughts as we expect them to examine the reasons given by tenants for dissatisfaction, and identify specific areas where action needs to be taken. KP17 - The present figure for gas safety certificates is better than last year at the same point in the service cycle, and we fully anticipate achieving very close to 100% by the end of the service year. It is important to celebrate successes as well as examine shortfalls. Particularly good performances this month are: • KP4 • KP11 Occupancy rate for hostels Anti-social behaviour cases successfully resolved 7.11 We are currently receiving more referrals from Southend BC for our hostels to add to the places reserved for children leaving care, which has led to the highest occupancy rate recorded for two years. The high ASB figure offsets the low figure for April, and reflects the actions taken by Neighbourhood Services to improve procedures. 8 Empty Properties 8.1 The key performance indicator we use to measure performance is the overall turnaround time. This is the total time from the tenancy termination date to the new tenancy date for ordinary voids (expressed in calendar days), and the time from ready to let date to new tenancy date where the property has to undergo major works. 8.2 Overall void turnaround time is made up of three components • Initial administration • Repairs time • Letting time 8.3 The first stage is usually very short - and can actually be negative if the keys are returned to us before the due date. Figures for the other 2 stages are given in the table below Target 2008/9 April May Overall turnround 26 days 25.3 27.5 27.7 Repairs time 19 days 20.1 22.1 27.1 Lettings time 8 days 5.9 11.3 8.1 8.4 The total of repairs time and lettings time will be greater than the overall turnaround time where major works properties have been relet, as these have an effective repairs time of zero. Title of Report: Board Assurance Page 6 of 8 Report No: 33009
8.5 Overall turnaround time is also monitored separately for general needs properties and for sheltered properties. It often takes longer for sheltered properties, last year the figures were quite similar (24.5 days for general needs and 27.1 for sheltered) because we did not relet many of the "hard to lets" but held them pending the sheltered review, and then refurbishment. 8.6 The repairs time is the largest component of overall turnaround. We also measure the quality of work in 2 ways: • Post-inspections by the surveyors • Asking new tenants at the 4 week visit 8.7 The table below gives information Target 2008/9 April May Voids on time (Connaughts) 97% 96.2% 97% 98% Quality score (surveyors) 97% 99% 98% 98% Satisfaction with condition (tenants) 80% 71% 8.8 The 4 week visit survey and the post-inspections are currently under review and we have no data yet for this year. 8.9 Lettings time is made up of three parts • The time it takes to advertise and allocate properties • The time it takes to sign people up • The time it takes to move in. 8.10 The process has changed substantially as a result of choice-based lettings (CBL) which started in February. We find that properties are sometimes ready before viewings have been completed under CBL. Furthermore when we are unable to let from the initial shortlist, we have to wait for a new advertisement cycle. For these reasons letting time has increased. 8.11 The table below shows the CBL related lettings indicators and targets for 2009/10. There is no 2008/9 data because the new system only started in February. Target April May CBL adverts on time 98% 100% 97% Viewings in 5 days (of shortlist) 99% 63% 62% Sign ups in 5 days (of ready or viewing) 98.5% 95% - Let in first cycle 90% 94% 100% 8.12 Delays in viewing arise when the top names on the shortlist all refuse, and we have to arrange new viewings from people further down the list. As we gain familiarity with CBL these numbers should drop. 8.13 Lastly we measure overall from the 4 week survey whether the new tenants are satisfied with their new home. 97% were satisfied last year, and that is our target for this year. Title of Report: Board Assurance Page 7 of 8 Report No: 33009
Page 1 and 2: South Essex Homes Limited Board Mee
Page 3 and 4: • Customer Care and Access Leader
Page 5 and 6: Agenda Item 6 Board Minutes 210409
Page 15 and 16: 3 Background 3.1 Re-affirmation of
Page 17 and 18: South Essex Homes Limited Report of
Page 19 and 20: 3.2 Budgetary Control 2009/10 - May
Page 21: 7 Monthly Performance Report 7.1 7.
Page 25 and 26: May 2009 Appendix 1 to Agenda Item
Page 27 and 28: Improving Performance Appendix 1 to
Page 29 and 30: Making People Matter Appendix 1 to
Page 31 and 32: Appendix 2 to Agenda Item 9 - Perfo
Page 33 and 34: compared to other ALMOs. 4 Business
Page 35 and 36: grounds maintenance and caretaking.
Page 37 and 38: 9 Financial Implications 9.1 There
Page 39 and 40: Councillors, SBC officers and contr
Page 41 and 42: 7 Financial Implications 7.1 It is
Page 43 and 44: 4. Capital Programme 2009/10 Agenda
Page 45 and 46: Glossary: Agenda Item Number 13a 5Y
Page 47 and 48: Item 3 - Opening Hours Agenda Item
Page 49 and 50: Agenda Item Number 13b 8. Date of n
Page 51 and 52: Agenda Item Number 13d 4.2 Matters

Board Papers 23rd June, 2009 - South Essex Homes

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