Business Plan - Kensington and Chelsea TMO

Business PlanApril 2012/14

Delivering excellent housing services

through resident led management

KENSINGTON AND CHELSEA TENANT MANAGEMENT ORGANISATION

A4_businessplan2012v2.indd 1 20/06/2012 13:33

business plan 2012/14

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Contents2 Introduction

3 About us Priorities Consultation

4 Achievements since December 2009 6 The environment we operate in 7 Our Vision, Mission, Core Values and Priorities

8 Achieving Our Strategic Priorities

11 Monitoring

APPenDICeSAppendix 1 – Financial Business Plan

Appendix 2 - Corporate Action Plan 2012/13 Appendix 3 - Board Key Performance Indicators 2011/12

IntroductionCHIEF EXECUTIVE ROBERT BLACKSince our last Business Plan in 2009 there have been many changes in housing legislation and within Kensington & Chelsea TMO. It is important that our plan is up to date as it is the document that drives the organisation and sets out our priorities for the future.

We’ve also decided to refresh our Business Plan because we are in a different, and better, place than we were in 2009. At that time, with the Council, we were facing a Housing Revenue Account (HRA) deficit in 2012/13. Since then, we have achieved considerable business change and success.

We have a new executive Team who are improving service delivery, and by working in partnership with the Council we have delayed the deficit until 2021. Within the new HRA structures there is more freedom for us as a business, and we have cut costs substantially to address the HRA deficit. I am pleased to say we ended the financial year 2010/11 with a surplus and reduced our cost for 2012/13 by a further £500,000 - a much stronger position for us to be in. These savings have been delivered alongside improved performance and customer satisfaction. We have much more effective governance and a strong Board in place. Our employees have better working spaces in our offices following investment at network Hub, 346 Kensington High Street and the new Blantyre Office. As part of this work we’ve also ensured we offer excellent resident reception facilities.

We achieved our first small growth steps in winning the management contract for Stable Way travellers site, and we are proud to support the first Residents’ Association at the site. We’ve also secured £6.2 million to carry out regeneration work at Grenfell Tower which will make a real difference to our residents. I hope this Business Plan gives you a clear idea of where the organisation is going and how we can work together with our residents to achieve our aims.


I am delighted to be the new Chair of the Board at Kensington & Chelsea TMO, but I am also aware that it is a big responsibility and there is a lot to do. I am pleased that this updated Business Plan has been published and can be a useful reference for all of us.

Fay EdwardsBoard Chair


0800 137 111 | www.kCtmo.org.uk 3

About usKensington & Chelsea Tenant Management Organisation (KCTMO) was set up in 1996 and gained Arms Length Management Organisation (ALMO) powers in 2002. It is a not-for-profit private limited company managing 9400 properties of which 73%, (6879) are tenanted and 27%, (2521) are leasehold dwellings. 98% of our properties are flats, of which 25% are in blocks of 10 storeys or more. KCTMO also manages 69 hostel units and a travellers site of 20 pitches.

The Business Plan is a statement of our vision, mission and priorities. It includes our Corporate Action Plan (Appendix 2) stating our priorities, and the objectives and actions which flow from them. Other key documents underpinning the Business Plan include the Communications, Resident engagement, ICT and equality and Diversity Strategies.

The Business Plan was written in 2009 and sets out the aims, values and strategic objectives for the period 2009/14. However, since it was written there have been significant changes inside and outside of the organisation, including to housing legislation and regulatory requirements, and the plan has been updated for the period 2012/14 to reflect the changing operational environment.

PrioritiesHOW THEY ARE IMPLEMENTEDThe Business Plan priorities are translated into objectives by the Senior Management Team (SMT) with their managers and staff, which form Service Plans. These then form team and individual staff work plans and are part of the annual performance review and development process for staff.

ConsultationWITH OUR STAKEHOLDERSThis Business Plan review has also been developed in consultation with key stakeholders and the Board.

All staff have had opportunities to contribute to the development of the Business Plan and to help shape the strategic objectives which they will then be responsible for delivering.

Corporate Strategies

Business Plan

Staff annual performance

review

Individual work plans

Service Plans



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AchievementsSINCE DECEMBER 2009Our Business Plan set out three key aims which shaped the direction that we have taken over the past two years:

KeePInG OUR CUSTOMeRS AnD ReSIDenTS CenTRe STAGe

• The Resident engagement Team has been restructured and a new Resident engagement Strategy is in place. A new menu of engagement opportunities has been launched with rebranded literature as the Get on Board campaign. This has included a series of 16 road shows on our estates. Resident engagement is now a standard objective for all our employees and forms part of the annual performance review process.

• We consulted our residents on our revised Service Standards and they are in place and published. We have improved access arrangements for residents by standardising opening hours, and opening new receptions at the network Hub and the Blantyre Office.

• Keystone (an asset management system for information on our properties) is in use which will enable evidence-based planning of major works.

• A review of the Customer Service Centre is underway. Calls abandoned have reduced dramatically and the majority of calls are now answered within our targets. Further phases will include a remote working pilot scheme and investigating ways of making the contact centre better able to resolve calls at the first point of contact.

• A Communications Manager and the Communications Strategy is now in place. new corporate branding has been established and residents were consulted on the refreshed Link magazine.

• An electronic Document and Records Management System (W2) has been introduced across the organisation to reduce paper records and enable easier access to information staff need to do their job. We will continue to develop the system to make our work processes more efficient.

BeInG COMPeTITIVe AnD InCReASInG OUR InCOMe

• Pre qualification questionnaires (PQQs) have been successfully prepared to ensure that we get through to the next stage of tenders for new business. We were shortlisted for four new business opportunities in 2011/12.

• We were successful in obtaining the Stable Way

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0800 137 111 | www.kCtmo.org.uk 5

Travellers Site contract taking over management of 19 pitches and an office site for two years.

• We have managed and worked within our budgets and savings of £500,000 have been achieved for 2012/13.

• We have begun work on reviewing our parking service, with rents standardised and options for alternative uses being explored.

• The collection of major works and service charges has increased and the target has been exceeded in 2011. The total collected was £5,367,463 and arrears reduced by £1,237,169.

• We have reduced the time taken to relet empty properties to 24 days. This has increased income by reducing rent loss and we have also improved rent collection. We collected 99.6% of rent in spite of rent rises which amounted to £3.2 million. A cumulative total of £41,116,860 was collected between April 2011 and April 2012.

• Improved performance management framework and services have been benchmarked with similar organisations through Housemark.

• A Hidden Homes project has started and there is an agreement with the Council to develop in various sites throughout the borough. This project looks at unused areas on estates with a view to turning them into additional homes.

DeVeLOPInG ORGAnISATIOnAL COMPeTenCe

• A Governance Improvement Plan is in place, and a full time Company Secretary has been recruited.

• We have introduced Leadership and Staff Behaviours – The KCTMO Way – across the organisation which now form part of the annual performance review and development process.

• A Corporate Development Programme for staff

has been implemented on an annual basis and aligns staff development with the aims of the organisation.

• A staff survey, ‘Insider Views’, was carried out in 2010 and an action plan devised through a series of staff focus groups. The 30-point action plan was owned by the Senior Management Team and implemented in 2011/12.

• The Customer Service excellence Award (formerly Charter Mark) has been retained.

• We carried out a second staff survey as part of the Best Companies UK-wide process. We achieved ‘Ones to Watch’ status.

• The equality and Diversity Strategy has been reviewed and agreed by the Board.

• An ICT strategy has been reviewed and agreed by the Board.

• A Business Continuity Plan has been reviewed and embedded an annual emergency exercises carried out.

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6

the environment we operate in

KCTMO has to consider all influences on the organisation when developing its Business Plan. In order to fully understand the potential external and internal influences on the operating environment,

an analysis was conducted using two tools.A PeST (Political, economic, Social, and Technological) analysis highlights the major external and uncontrollable factors that influence an organisation’s decision making and a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis looks at the internal operating environment.

the external factors comprise:POLITICAL eCOnOMICCoalition Government and programme of legislative change, especially the Localism Act

Downturn in economy

Legislation from London Mayor’s new term of office emphasis on Value for Money and pressure to make savings

Tri-borough initiative between RBKC, Westminster and Hammersmith & Fulham to share non-housing services

Housing Revenue Account Self-financing

The Green AgendaSOCIAL TeCHnOLOGICALRise in unemployment Growth in social medianew welfare legislation. This could result in a change in the borough’s demographics.

Changes in methods of accessing services and demand for broadband

An aging population Changes in fuel technologyFuel poverty

the internal factors comprise:STRenGTHS WeAKneSSeSStrong Resident engagement and a resident led Board

95% of income is from a single source

Competent and ambitious executive Team and capable workforce

Small, so capacity for new business is limited

Good relationship with RBKC & Councillors

experience mainly in the area of Housing Management

Financial stabilitySolid performance and customer satisfactionOPPORTUnITIeS THReATSAcquiring external recognition for good performance

Failure to deliver Capital Programme

Improved performance though strong Senior Management Team

Unengaged residents

Winning new business Unable to collect rents due to housing benefit changes

Succession planning


0800 137 111 | www.kCtmo.org.uk 7

All the groups consulted were particularly concerned about the threat of increased poverty for residents. This concern coloured each part of the PeST assessment. Politically, the reshaping of the welfare agenda means that there will be significant changes in the way that benefit is paid, not least that it will be paid directly to claimants. It is almost certain that this will lead to increased rent arrears. The downturn in the euro economy and Britain’s close links with the currency mean that the income of many residents will not increase and may well decrease. This will again, have an impact on our ability to collect rent.

There will also be a knock-on effect regarding affordability affecting the cost of living generally and energy prices in particular. Socially, the impact of unemployment is likely to be felt mostly by school-leavers and those near to retirement.

The demographic of residents could change with residents down-sizing. There may be an increase on the Council’s housing register because residents may not be able to afford to remain in the more expensive private sector accommodation. There may also be a rise of multi-generational households where children and grandchildren remain in the original family home as they are unable to be rehoused or afford to move out.

With regard to the strengths and weaknesses of the organisation, we consider that our most significant challenge is developing our Growth Strategy over the next three years, to strengthen our longer term sustainability, and this forms a major part of our action plan.

As part of the Business Planning process we have adopted a new vision (shown opposite), and retained our mission, values and priorities. However, we have split our priorities to fit into five separate points, where previously there were four.

our Vision, mission, Core Values and Priorities OUR VISIOnYour community - a great place to be

OUR MISSIOnDelivering excellent housing services through resident led management

OUR CORe VALUeS• Delighting residents and customers by

exceeding expectations • Being open and accountable for all we do • Valuing the individuality and culture of

residents, staff and communities• Inspiring change for the better by improving

homes and communities

OUR PRIORITIeS• Increase resident satisfaction and put

customers at the centre of everything we do• Raise housing service standards by delivering

quality and accessible services• Grow our business and protect our assets• Maintain financial viability • Improve organisational capability



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Achieving our strategic priorities We have five strategic priorities and this section sets out the actions to achieve these:

InCReASe ReSIDenT SATISFACTIOn AnD PUT CUSTOMeRS AT THe CenTRe OF eVeRYTHInG We DO

Engage with residents and other providersThe Tenant Services Authority (TSA) was set up during the last Government as the regulator for social housing with a goal to raise service standards for tenants. Although the Coalition Government has decided to disband the TSA and incorporate its role into the Homes and Communities Agency, the government is committed to devolving power and listening to people at the grass roots. This is reflected in the principles of co-regulation, with inspection and regulation as light-touch, residents have been given greater influence by being able to scrutinise the way services are delivered. How we meet the regulatory standards and our Local Offers report can be found at www.kctmo.org.uk.We will continue to meet our residents through road shows as well as develop partnerships with other agencies who are working with our residents. We will develop estate surgeries for tenants and home owners. We will continue to collect profiling

information about our residents and also work to reach out to our young residents and promote employment and training opportunities for all.

Develop Neighbourhood Information Plans We will produce information at a more local level so that residents are able to view the proposed investment in the stock in their area and what the plans are for the future. We will link this to other actions across KCTMO in terms of providing a local service charter for residents. As part of this, we will collect information to produce a directory of local service providers explaining their role within the community.

Influence Council, regional and national policyWe will ensure that KCTMO responds to relevant consultations on behalf of the Board and residents. We will use our influence to seek improvements for vulnerable people and promote healthy and engaged communities.

RAISe HOUSInG SeRVICe STAnDARDS BY DeLIVeRInG QUALITY AnD ACCeSSIBLe SeRVICeS

Improve Customer Access The Customer Service Centre Change Programme is currently being undertaken by all staff in the centre. This initiative will continue into 2012/13. Other areas of the business will contribute to and support the programme as and when necessary.

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0800 137 111 | www.kCtmo.org.uk 9

Deliver the Asset Management Programme There will be more accurate programming of major works so that billing is improved for home owners. This will be achieved by a complete review of the housing stock through Keystone. The restructure of the Assets and Regeneration service will also enable the organisation to have capacity to manage and deliver the programme more effectively.

Review the Repairs ServiceFollowing the decision by Morrison to withdraw from the contract, we are now putting in place an interim arrangement before we arrange a more permanent solution.

Ensure that there are accessible services across the BoroughWe know that many residents want to come into our offices (about 10,000 visits per year) and we have opened the Blantyre Office as a service centre for residents living and working in the south of the borough. We are improving the payment options ensuring that residents can make payment by phone or online and we are also investigating texting and mobile application options. In addition to this an office strategy for Lancaster West will be developed.

GROW OUR BUSIneSS AnD PROTeCT OUR ASSeTS

Develop a strategy for growthThis strategy will review options for growth in services, development, mutualism and ownership, and set out priorities and options. The strategy will be based on the rationale behind growth aspirations and how existing and future residents will benefit.

Make the best use of our assetsWe are reviewing our community rooms and parking on our estates to ensure that they are fit for purpose and give a good return. We will also work in partnership with the Council to identify and develop Hidden Homes and potential new build or regeneration sites.

Invest in the stockWith the introduction of self-financing we will be able to take a longer term view of the asset base and work with the Council to develop 30 year investment strategies. We will seek to ensure that we have funding so that those homes that are becoming non decent are brought up to standard.

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MAInTAIn FInAnCIAL VIABILITY

New Financial ArrangementsThe new self-financing regime is now in place. Legislative changes mean that the subsidy system ceased to exist from April 2012 and rents are now being kept by the Council rather than being sent to the Government. Under these arrangements there is a ceiling set on the Council for the level of debt which must not be exceeded (£222m). This currently means only an additional £11m can be borrowed over the next 30 years to fund capital and major works in the housing stock.

Value for Money We will continue to adopt a zero growth approach to budgeting and hold budget challenge meetings with budget holders every year. When contracts are re-tendered, we will scrutinise for savings and see if the service is still required. (Financial Business Plan Appendix 1).

IMPROVe ORGAnISATIOnAL CAPABILITY

Develop a People StrategyOur People Strategy will concentrate on all aspects of staff development including: The return on investment in learning and development; reward and recognition; the role of the manager and management development; ‘The KCTMO Way’ leadership and staff behaviours, and internal communications.

GovernanceOur Board Development Strategy will set out the role and future development of Board Members. The strategy will include mentoring, succession planning, and making links with members of other Boards.

We will consider Board Member qualifications and continue with Board Member training. We will also review the constitution. In the long term we will review the current governance structure to ensure that it supports our growth ambition.

Information and Communications TechnologyThe ICT Strategy will be embedded and driven by the needs of the business and particularly the aspirations of the Customer Service Centre.

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0800 137 111 | www.kCtmo.org.uk 11

Develop online services for residents We will encourage IT literacy with our customers, and promote online services. We will encourage staff volunteers to train residents in using the internet as part of the Government’s Race Online 2012 / Go On UK initiative.

Review support functions We will review internal communications (intranet, W2, Keystone and information management). We will improve Geographic Information System use. We will investigate the use of mobile technology to monitor the repairs contract.

monitoringRiskseach year KCTMO assesses the risks which could threaten achievement of the organisation’s priorities and objectives. The business planning process identifies the key operational risks for each team, allowing both team risk registers and a Corporate Risk Register to be produced. The Corporate Risk Register is regularly monitored and reviewed by the executive Team, agreed by the Board and reported to the Finance and Audit Committee quarterly.

ReviewThe Business Plan is reviewed annually to ensure that it is up to date with any changes inside or oustide the organisation. It is rewritten every five years in consultation with residents, staff and the Council. Progress on the Corporate Action Plan is reviewed by the Board on a quarterly basis. Service plans are monitored at team meetings and by the Senior Management Team, and individual work plans are monitored at one-to-ones. Monthly Key Performance Indicators are monitored by the executive Team, reported to the Operations Committee and Board as required, and and are available to all staff on the intranet (2011/12 Report Appendix 3). Where there is evidence that an objective may not be achieved action plans are implemented or working groups are setup to.

Questions?If you are a staff member and have questions about the Kensington & Chelsea TMO Business Plan you can speak to your line manager, a Senior Management Team Member or look out for updates in Insider news and on the intranet.

All other interested people can contact us on 0800 137 111 for information.

Thank you to all contributors.



Financial BusinessPlan 2012/13




appendix 1


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Corporate Action Plan2012/13




appendix 2



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INCREASE RESIDENT SATISFACTION AND PUT CUSTOMERS AT THE CENTRE OF EVERYTHING WE DO

Engage with residents and other providers

• Continue the membership drive at estate roadshows and other events

• Develop activities towards under-represented groups including english for Speakers of Other Languages (eSOL) classes

• Plan and launch employment and training road shows

• Arrange ‘taster’ training courses and worklessness support sessions for KCTMO residents and young people

• Arrange a directory of local providers explaining their role within the community

• Make Key Performance Indicators more accessible to residents so that they are able to challenge and scrutinise them

• Develop partnerships with other organisations and share information

• Monitor and report quarterly to residents on the delivery of the Local Offers

• Monitor standards and report to residents and the new regulatory framework

• Brief executive Team and Board on STAR survey (replacement for STATUS)

• Fully establish role in the worklessness agenda

Develop Neighbourhood Information Plans (NIPs)

• Analyse Keystone for area based stock information

• Develop plans covering Area Review Boards and link to asset investment, repairs and other area based activities

RAISE HOUSING SERVICE STANDARDS BY DELIVERING qUALITY AND ACCESSIBLE SERVICES

Influence Council, regional and national

• To encourage the role of the resident voice • Board to lead in a response to the Council’s

Housing Strategy which reflects the KCTMO Board view and considers the aspirations of current and future tenants

• ensure that KCTMO respond to relevant consultations

• Influence the Council Strategy on vulnerable people. Review the regeneration of sheltered schemes for the future

• Raise profile of KCTMO externally with positive press coverage and recognition for the work we do

Improve Customer Access

• Continue with the Customer Service Centre Change Programme

• To support the programme, W2 (eDRMS) implementation to be extended to incorporate Customer Relationship Management

Deliver the Asset Management Programme

• Develop a five-year Capital Works plan including more accurate programming of major works; review the stock through Keystone in order to achieve above; achieve accurate five year estimates

• Develop and implement estate and block based asset investment plans as part of the wider Capital Programme

• ensure robust resident consultation and engagement mechanisms

• ensure the accurate, timely and compliant service of statutory notices

• ensure correct Procurement Strategy • Complete Stock Condition Survey

appendix 2: corporate action plan goals 2012/13

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0800 137 111 | www.kCtmo.org.uk 17

Review the repairs contract

• Implement interim repairs arrangements• Long term: Investigate alternative ways of

providing a more permanent solution• Develop handyman role in sheltered housing• Review and develop property standards

including minimum standards and void standards

• Improve access to services

Ensure that there are accessible services across the Borough

• establish Blantyre Office as a key customer contact point

• Remodel former TMO2YOU services to over 50’s drop in services

• Monitor and improve resident profiling • Launch quarterly home owner newsletter and

set up surgeries • Review and report on implementation of

the Complaints Policy and prepare for the complaints aspect of the Localism Act

• Report on complaints ‘Lessons Learnt’• Develop and implement the service charge

modules – Finance• Increase profile and access for Home

Ownership Services• Increase Direct Debit options• Increase payment options – implement Paris

Browser

GROW OUR BUSINESS AND PROTECT OUR ASSETS

Develop a Strategy for Growth

• Framework to be agreed by Board and implemented by executive and Senior Management Teams

• Market KCTMO Growth Strategy through the Communications Strategy

• Investigate opportunities for managing other stock

• ensure that any Hidden Homes initiative is

managed by KCTMO• Work with the Council to develop Hidden

Homes as a pilot to the development of new housing opportunities

• Review Modular Management Agreement with the Council so that it enables us to bid for new opportunities

• Investigate opportunities for providing ICT, leasehold, finance solutions to smaller companies

• Work with the Council to produce marketable Telecare solutions

• Review opportunities from West London framework

• Consider providing more services to home owners

Make the best use of our assets

• Deliver on Hidden Homes at Holmefield House • Develop a procurement plan which delivers

efficiency savings • Monitor and manage the income portfolio from

commercial properties• Review parking strategy and recommend other

options to increase income• Review community facilities and standards• Link Asset and Regeneration investment plans

to Repairs and Maintenance plans

Investing in the stock

• Develop and implement estate and block based asset investment plans as part of the wider Capital Programme

• Develop a Decent Homes Programme and a 30-year Investment Strategy with the Council

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MAINTAIN FINANCIAL VIABILITY

New Financial Arrangements

• Deliver Value for Money plan and challenge Performance Indicators for efficiency savings

• Develop a 30-year investment strategy with the Council

• Use W2 (eDRMS) to look at work processes and where we can make savings

• Work with the Council on self-financing and business change options

• Manage and work within our budgets• Adopt a zero growth approach to budgeting• Hold annual budget challenge meeting with

budget holders

IMPROVE ORGANISATIONAL CAPABILITY

Develop a People Strategy

• Set out the approach towards resourcing, rewarding, developing and leading our people

• Support new managers with a tailored induction, mentoring and working towards management and leadership development

• Consider new ways of working as a result of the reviews and restructures in Assets and Regeneration, Customer Service Centre and caretaking

• Develop and engage Managers’ Forum• Roll out Project Management training• Roll out coaching• Review HR database and look for opportunities

for enhancing the use of self-service• Produce an annual HR report• Produce an annual Health and Safety report • Develop staff engagement through: Investors

in People accreditation, Bi-annual staff review, staff forum

• Develop a suggestion scheme• Arrange a staff conference

Governance

• ensure that our Learning and Development Plan reflects our needs and aspirations and the return on our investment

• Improve our approach to Data Protection and Confidentiality

• Initiate Board Development Strategy• Initiate Board training• Strengthen input from independent Board

Members • Develop Succession Planning• Review Constitution• ensure that overarching procedures and

strategies are fit for purpose• embed Risk Management including

management of contracts• embed Business Continuity• Review the Lancaster West estate Management

Board Service Level Agreement / Modular Management Agreement

• embed W2 (eDRMS) • Investigate use of Customer Relationship

Management

Develop online services for residents

• Develop a strategic approach to social media• enable web access at receptions• Develop web online services• Help to improve IT literacy for our customers

(Race Online / Go On UK)• Review Communications Strategy • Raise profile of KCTMO externally with positive

press coverage and recognition for the work we do

• Review internal communications (intranet, W2 (eDRMS), Keystone and information management)

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Key PerformanceIndicators 2011/12




appendix 3



20

performance indicator how we did last year 2010/11

how we‘re doing now

2011/12

target 2011/12

recent trend

repairsemergency repairs completed on time 96.6% 99.4% 98.7% pUrgent jobs completed on time 91.7% 97.2% 98.4% nRoutine jobs completed on time 94.3% 95.1% 97.3% n

gas servicingProperties with valid Landlords Gas Safety Certificate 99.9% 99.8% 100% nProperties without a gas safety certificate (due for service) 5 16 0 nProperties without a gas safety certificate for more than three months 0 0 0 p

customer servicesCalls answered 64,397 70,523 n/A n/ACalls abandoned 17.3% 6.2% 10% pAverage waiting time 73 seconds 34 seconds 40 seconds p

empty propertiesnumber of properties relet 213 213 n/A n/AAverage time taken to relet empty properties 26.7 days 23.95 days 24 days p% rental loss from empty properties 0.66% 0.57% <0.75% pUnits unavailable for letting 10 3 n/A n/A

rent collectionCollection including arrears 97.42% 97.02% 97.6% nCollection excluding arrears 100.94% 99.61% 100.40% nCurrent rent arrears £1,115,000 £1,173,000 <£1,000,000 qArrears as a % rent roll 2.91% 2.83% 2.4% q% of tenants more than seven weeks in arrears 6.2% 5.79% 6.0% p

home ownership servicesService charge collection rate 112.1% 107.4% 105.28% pMajor works collection rate 294.4% 271.6% 200.4% pChange in service charge arrears (£ thousand) -382.0 -231 -47 pChange in major works arrears (£ thousand) -1281.8 -1006 -173 p

asset management Actual capital programme delivery spent - % of total budget 86% 99.5% 100% n

digital tvDigital TV backbones installed 31% 96% 100% nDigital TV faceplates installed 6% 77% 100% n


0800 137 111 | www.kCtmo.org.uk 21

performance indicator how we did last year 2010/11

how we‘re doing now

2011/12

target 2011/12

recent trend

grounds maintenanceestates which failed inspection standards 3.1% 3.2% 5% p

cleaning Callbacks 490 183 <400 pJoint inspections 92.4 794 n/A n/AQuality audit failures 22 9 n/A n/A

antisocial behaviour new cases 551 453 n/A n/ASatisfaction with handling * 62.9% n/A n/ASatisfaction with outcome * 68.3% n/A n/A

community alarm serviceTotal calls received 58,367 91,920 n/A n/ACalls answered within 60 seconds 97% 97.4% 90% pVisits attended within 45 minutes 96.1% 95.6% 90% pCustomer satisfaction 99.6% 99% 90% p

resident engagementnumber of residents enagaging in all KCTMO events, activities, and involvement opportunities 2464 2103 2000 p

number of residents involved in ‘decision-making’ activities * 568 200 pnumber of new residents signing up to become involved with KCTMO ‘decision-making’ activities 219 241 200 p

new Residents’ Associations or Compacts * 4 7 qAttendance at AGM/Conference 121 188 150 pAttendance at 2011/12 road shows n/A 519 300 p

complaintsnumber of stage one complaints answered 219 247 n/A n/AStage one complaints responded to within target 85% 77.7% 90% qnumber of stage two complaints answered 39 37 n/A n/AStage two complaints responded to within target 86% 73% 90% qnumber of stage three complaints answered 11 1 n/A n/AStage three complaints responded to within target 100% 100% 90% p

governance% attendance at Board meetings 74% 78.9% n/A n/A


Kensington & chelsea tmo offices network hub292a Kensal RoadLondon W10 5BeOpen weekdays 9am-5pm

worlds end estate office12 Blantyre StreetLondon SW10 0DS020 8964 6161Open weekdays 9am-5pm

lancaster west estate office, grenfell towerLondon W11 1TQOpen Monday to Thursday 9am-4.30pm, and Friday 9am-1pm

Kensington high street346 Kensington High StreetLondon W14 8nS

www.kctmo.org.uk


Documents

Business Plan - Kensington and Chelsea TMO