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Scrutiny Committee. Monday 18 th February 2008. Salix Homes. “More than just a place to live” What kind of organisation have we made? Customer led Forward thinking Project planning / managing Self aware / Challenging Performance focused Driven by excellence. Salix Homes Vision. - PowerPoint PPT Presentation
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Scrutiny Committee
Monday 18th February 2008
Salix Homes
“More than just a place to live”What kind of organisation have we made?• Customer led• Forward thinking• Project planning / managing• Self aware / Challenging• Performance focused• Driven by excellence
Salix Homes Vision
‘Steps to Excellence’
• Our strategy sets out how we are going to achieve excellence in Salix Homes
• Steps to Excellence is an overarching framework to make our vision, aims and the ‘Salix Way’ happen
• Includes cross cutting ‘Drivers for Excellence’
• Steps to Excellence links performance / work plans / appraisals / KLoEs and risk all together
• Driven by robust project management
• Effective performance = Golden Thread
Excellence Drivers
We have developed seven Excellence Drivers to focus our plans and actions to deliver excellence in all service areas in Salix Homes1. Customers2. Equality and Diversity3. Value For Money 4. The Salix Way5. Neighbourhoods6. Unique Service Provision7. Leadership and Governance
Steps to Excellence (1)What Steps have we taken so far?
• Successful launch!
• Key Partners event
• Introduced a Young Apprentices scheme
• Board Development: IL&M Qualified
• Developed Passport to Success
• Autumn Festival/ Spring Carnival cycle
• Staff Satisfaction survey
Steps to Excellence (2)What Steps have we taken so far?
• Received Two Ticks Disability symbol accreditation
• 'Salix Way' rolled out to key partners • Carried out our first appraisals• Drafted a four year business plan• WIN scheme launched• Adopted Respect Standard • Steps to Excellence staff conference
Inspection Preparation 2008 (1)
• Project Board established– Chaired by Deputy Chair of the Board– Sponsor: Director of Business Excellence– Project Manager: Senior Performance
Manager• Reporting into Performance Committee• Reporting to SCC
– Lead Member briefing
Inspection Preparation 2008 (2)
• Project Management Methodology (based on Prince 2) adopted
• New E&D strategy resulting from baseline assessment
• Savills Review Repairs & Maintenance• Countdown to Excellence: branded approach
to inspection preparation under the banner of Steps to Excellence
• Key Milestones identified
Inspection Preparation 2008 (3)
• Key Milestones:– Continuous Improvement timetable established
Dec 07 – Mar 09 – Customer inspection / Mystery Shopping April 08– Customer involvement development May 08– Peer Reviews: Regeneration / Estate Management
May 08– New Handbook and Service Standards Jul 08– Self assessment Sept 08
Key Strategies in place (1)
• New Business Plan 2008/12 (to Board 18/3/08)
• Workforce development strategy
• Continuous ImprovementStrategy
• Customer Involvement Strategy
Key Strategies in place (2)
• 2008/11 HMR Business Plan
• Value For Money Strategy
• Project Management Manual
• Steps to Excellence Strategy
Robust Performance Management
• Established a pyramid of key performance indicators: golden thread
• Managing performance across:– Agreed targets– Directorate work plans cascaded from Aims– Action plans flowing from KLoE diagnostics– Risk management assurance plans
• Performance linked to VFM
Rent Collection: BVPI 66a
Salix Homes Rent Collection Performance 2007/08
95.80
96.00
96.20
96.40
96.60
96.80
97.00
97.20
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51
Target BVPI66a Actual Performance Lower Expectation Upper Expectation
LA
UN
CH
LA
UN
CH
On target wk 42, above target all year
CPA Upper threshold target= 98.2%
Salix Homes BVPI 66b - % Tenants Owing 7 Weeks Plus Rent
0
1
2
3
4
5
6
7
8
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43
% Tenants 7 Weeks Plus Rent Arrears Target
LA
UN
CH
LA
UN
CH
Rent Collection: BVPI 66b Over target (6.75% year end)
Total current rent arrears
Salix Homes Monetary Arrears 2007/08
£750.00
£800.00
£850.00
£900.00
£950.00
£1,000.00
£1,050.00
£1,100.00
£1,150.00
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
Th
ou
san
ds
Current Tenant Arrears Stepped Target
LA
UN
CH
LA
UN
CH
On target (£1m year end)
Avg relet times (BVPI 212)
City Wide Average Relet Times 2007/8
0
10
20
30
40
50
60
1 3 5 7 9 11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
BVPI 212 2007/8 salix BVPI 212 Local Bvpi 212 Target
LA
UN
CH
LA
UN
CH
Reletting long term development voids
CPA Upper Threshold target= 34.2 days
Rent loss from Voids
Salix Homes Percentage Rent Lost from Voids 2007-8
0
0.5
1
1.5
2
2.5
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
Void Loss Target
LA
UN
CH
LA
UN
CH
On target
Urgent repairs (RtoR) xBVPI 72
Salix Homes Right to Repair Performance 2007/08
97
97.5
98
98.5
99
99.5
100
100.5
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
% On Time Target % 8 Week Rolling
LA
UN
CH
LA
UN
CH
Improving during Q3
CPA Upper threshold target = 97%
Non- urgent repair (avg time)
Salix Homes Ave Days for Non Urgent Repairs 2007/8
0
2
4
6
8
10
12
14
16
18
20
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
Reported To Complete Target 8 Week Rolling
LA
UN
CH
LA
UN
CH
Not at target but improving since launch
CPA upper threshold target = 11 days
Repair Appointments
Salix Homes Repair Appointment Performance 2007/08
78
80
82
84
86
88
90
92
94
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
% Appointments Kept Target 8 Week Rolling
LA
UN
CH
LA
UN
CH
On target and improving
Tracking Neighbourhood change April 2005 void rate
Tracking Neighbourhood change April 2006 void rate
Tracking Neighbourhood change April 2007 void rate
Salford City Council support
• Inspection Project support• Settled arrangements for performance
management, liaison and communication– Monthly monitoring meetings– 121 between relationship managers
• Challenging programme of SLA reviews• Salford CC key partners in service & VFM
reviews• Detailed arrangement with Internal Audit
Next Steps (1)
• Tung Sing – Equality & Diversity carried out baseline study Nov / Dec 07
• Bolton at Home peer support during 2008– Document Management (KLoEs)– Inspection preparation support– Peer review / mock inspection
• TPAS customer involvement accreditation
Next Steps (2)
• Continue KLOE review and self assessment
• Commence peer review preparation
• Continue service / SLA and VFM reviews
• Develop mystery shopping with Customer Inspectors
• Review / develop service standards with customers
• Develop a new customer handbook
• Area office refurbishment
• Community Interest Company
• Spotlight: Neighbourhood Renewal
• Development and management options
• Sponsorship Manchester FA Soccer Festival 2008
Next Steps (3)
“The Board of Salix Homes has made achieving a successful outcome from November’s inspection its highest priority. We are confident that the plans now in place will, with the right relationship between our two organisations and a satisfactory management fee arrangement in 2008/09, deliver 2 stars or better
I recommend this report to you.”
