Summary (Quarter 1)
Strategic Objective / Q1 / Q2 / Q3 / Q4 / Q Trend / Year to Date / Projected / Actual YearEnd
1. Strategic Objective 1
Reactive & Planned Maintenance Services / To invest in its existing housing stock to ensure that OVHA provides the highest standard of accommodation possible / 17% / 31% / / 31% / 86% /
2. Strategic Objective 2
Housing Management Service & Tenancy Sustainment / To provide a comprehensive and responsive customer service to tenants, sharing and factored owners which supports sustainable tenancies and delivers customer satisfaction / 78% / 44% / / 44% / 78% /
3. Strategic Objective 3
Resident Participation and Communication / To actively promote and support resident engagement in the management, maintenance and development of their homes / 67% / 71% / / 71% / 100% /
4. Strategic Objective 4
Provision of New / Adapted Homes & Residential Property Acquisitions / To contribute to the supply of high quality, accessible, secure, affordable and sustainable homes where financially viable / 60%
(Corr) / 80% / / 80% / 80% /
5. Strategic Objective 5
Financial Management / Corporate Governance & Corporate Sustainability / To ensure that OVHA’s work is underpinned by effective financial, administrative, and management processes within a framework of effective corporate governance / 71% / 86% / / 86% / 86% /
6. Strategic Objective 6
Human Resources and Health & Safety / To ensure that OVHA recruits and retains sufficiently trained and experienced Committee members and suitably qualified staff and satisfies all health, safety and environmental requirements and legislation / 56% / 67% / / 67% / 67% /
SUMMARY KEY
/ High compliance (75% and over) with Strategic Objectives/ Moderate compliance (between 50% and 75%) with Strategic Objectives
/ Low compliance (less than 50%) with Strategic Objectives
Strategic Objective 1
Reactive & Planned Maintenance Services
To invest in its existing housing stock to ensure that OVHA provides the highest standard of accommodation possible
Measured by 14 KPIs
Q1 17%
Q2 31%
Q3 %
Q4 %
Projected Year End 86% / 1. Emergency repair response times / 99% / 99% / 99% / / 99.1% / 99.5% / / 96%
2. Ave length of time to complete emergency repairs / 2 hours / 1.9hrs / 1.9hrs / / 1.9hrs / 1.8 hrs / / 5.14 hours
3. Ave length of time to complete non- emergency repairs / 7 days / 7.4 days / 7.9 days / / 7.7 days / 6 days / / 7.52 days
4. Reactive repair response Times (all categories) / 95% / 92.37% / 91% / / 91.7% / 95% / / 93%
5. % Reactive repairs completed right first time / 92% / 89.17% / 84% / / 86.4% / 92% / / 91.31%
6. % Reactive Repair Recalls* / <2% / N/A / 1.49% / N/A / 1.49% / <2% / / N/A
7. % Reactive repair appointments kept / 95% / To be calculated from Q2 / To be calculate from Q3 / N/A / N/A / 95% / / 94.40%
8. Tenant Satisfaction with Reactive Repairs (In – house surveys) / 95% / 91.61% / 94.5% / / 93.1% / 95% / / 89.87%
9. % tenants satisfied with condition of home on taking up tenancy (New tenants only) In- house surveys / 90% / 78.95% / 86.6% / / 81.1% / 90% / / 87.68%
10. % Planned Maintenance Spend v. Budget / 80% / 49.9% / 43% / / 45.6% / 80% / / N/A
11. % Planned Maintenance works v. programme / 80% / 73.15% / 46.1% / / 56.4% / 80% / / N/A
12. %. of Stock Meeting SHQS by year end / 100% / 99.05% / 99.27% / / 99.7% / 100% / / 92.76%
13. % Properties compliant with EESSH (by 2020) / 90% / 76.6% / 76.6% / / 76.6% / 77.3% / / 58.10%
14. Average reactive repairs completed per occupied property / 3.4 repairs / 1.1 repairs / 1 repair / / 2.1 repairs / 4.2 repairs / / 3.62 repairs
Strategic Objective 2
Housing Management Service & Tenancy Sustainment
To provide a comprehensive and responsive customer service to tenants, sharing and factored owners which supports sustainable tenancies and delivers customer satisfaction
Measured by 9 KPIs
Q1 78%
Q2 44%
Q3 %
Q4 %
Projected Year End 78% / 15. Re-let Times: All Stock / 15 days / 19.7 days / 18.3 days / / 18.3 days / 15 days / / 32 days
16. Void Rent Loss (Net) / 0.4% / 0.48% / 0.41% / / 0.41% / 0.4% / / 0.99%
17. Gross Rent Arrears / 4.5% / 4.0% / 4.5% / / 4.5% / 4.5%+ / / 5.26%
18. Current non-Technical Arrears / 3% / 2.7% / 3.1% / / 3.1% / 3.1%+ / / 2.87%
19. Rent Collected as% of Total Rent Due / 99% / 100.1% / 99.7% / / 99.9% / 99% / / 99.51%
20. % Anti-social cases resolved with in target timescale / 95% / 95.4% / 92.5% / / 92.5% / 95% / / 86.63%
21. % tenancy offers refused (no more than) / 20% / 15.9% / 22% / / 22% / 20% / / 37.82%
22. % tenancies sustained for more than 1 year / 90% / 94.2% / 92.1% / / 92.1% / 90% / / 92.55%
23. % Tenants satisfied with tenancy sustainment service / 95% / 100% / 100% / / 100.0% / 100% / / N/A
Strategic Objective 3
Resident Participation & Communication
To actively promote and support resident engagement (and communication) in the management, maintenance and development of their homes
Measured by 7 KPIs
Q1 67%
Q2 71%
Q3 %
Q4 %
Projected Year End 100% / 24. Tenant representation on Management Committee (including former tenants) / 5 / 5 / 5 / / 5 / 5 / / N/A
25. % Tenant Satisfaction Response Rate – Reactive Repairs (In - house surveys) / 15% / 10.8% / 32.3% / / 21.5% / 15% / / N/A
26. % 1st Stage Complaints resolved within timescale / 90% / 95% / 100% / / 96.7% / 95% / / 98.14%
27. % 2nd Stage Complaints resolved within timescale / 90% / 100% / 75% / / 94.1% / 90% / / 95.45%
28. No of Formal Complaints upheld by Ombudsman / 0 / 0 / 0 / / 0 / 0 / / N/A
29. Positive comments from service users recorded on Complaints Register (Number per quarter) / 15 / 11 / 21 / / 16 / 15 / / N/A
30. Percentage of customers who were satisfied with the service they received from staff / 95% / N/A / 82% / N/A / 82% / 95% / / 89%
Strategic Objective 4
Provision of New / Adapted Homes & Property Acquisitions
To contribute to the supply of high quality affordable and sustainable homes where financially viable
Measured by 5 KPIs
Q1 60%
Q2 80%
Q3 %
Q4 %
Projected Year End 80% / 31. Residential Property Acquisitions (No. per annum) / 2 / 1 / 0 / / 1 / 2 / / N/A
32. Stage 3 Adaptations % Expenditure (min) per Q / 100% / 56% / 101% / / 51% / 100% / / N/A
33. Ave time to complete approved applications for medical adaptations / 25 days / 24.1 days / 64.1 days / / 50.5 days / 35 days / / 49.93 days
34. % approved medical adaptations completed / 80% / 36% / 63% / / 63% / 80% / / ??
35. Scottish Government Subsidised Capital Programme (Expenditure) excl Stage 3 Adaptations / 100% / 0% / 0% / / 0% / 100% / / N/A
Strategic Objective 5
Financial Management / Corporate Governance & Corporate Sustainability
To ensure that OVHA’s work is underpinned by effective financial, administrative, and management processes within a framework of effective corporate governance
Measured by 14 KPIs
Q1 71%
Q2 86%
Q3 %
Q4 %
Projected Year End 86% / 36. Voids (Gross accounting) / 0.5% / 0.5% / 0.38% / / 0.4% / 0.5% / / 1.39%
37. Current Ratio / 6.42 / 7.26 / 6.1 / / 6.1 / 6.94 / / 1.85 times
38. Net Debt per unit / £12,687 / £12,771 / £12,485 / / £12,485 / £12,618 / / £8,277
39. Turnover Growth / Decrease / 2.09% / 0.98% / 2.61% / / 1.79% / 3.44% / / 4.2%
40. Borrowed Monies v. Net Worth(not exceeding) / 31.8% / 32.6% / 32.4% / / 32.4% / 31.8% / / n/a
41. Operating Surplus v. Debt Service Liability (not less than) (RBS Loan Covenant) / 3.73 / 5.09 / 5.42 / / 5.25 / 3.97 / / 2.94:1
42. Staff Costs / Turnover / 18.69% / 18.42% / 18.16% / / 18.29% / 17.61% / / 31.48%
43. Management & Maintenance Admin Costs per Unit / £1,171 / £1,128 / £1,151 / / £1,139 / £1,135 / / £1,195
44. Total management & maintenance cost per unit (£) / £2,529 / £1,886 / £2,171 / / £2,235 / £2,406 / / £2,203
45. % Non-financial loan covenant information sent to lenders within timescales / 100% / 100% / 100% / / 100% / 100% / / N/A
46. Average Management Committee Attendance / 75% / 82% / 78% / / 78% / 82% / 84% / N/A
47. RRisk management actions completed on time / 90% / 98% / 98% / / 98% / 100% / 100% / N/A
48. Volume of Private & Confidential waste Recycling (increase per annum) / +5% / -20% / -46% / / -33.1% / -14.1% / 67.2% / N/A
49. Volume of General Recycling (increase per annum) / +5% / 1.0% / -7.1% / / -3.1% / 1.0% / 2.4% / N/A
Strategic Objective 6
Human Resources & Health & Safety
To ensure that OVHA recruits and retains sufficiently trained and experienced Committee members and suitably qualified staff and satisfies all health, safety and environmental requirements and legislation
Measured by 9 KPIs
Q1 56%
Q2 67%
Q3 %
Q4 %
Projected Year End 67% / 50. % Staff turnover in the year (Max) / 8% / 0% / 0% / / 0% / 0% / / N/A
51. Staff Absence (Average Days per annum / 2.5 days / 1.33 days / 2.85 days / / 4.17 days / 5.44days / / N/A
52. Staff Absence (Days lost as% of days available) / 1.13% / 2.52% / 5.40% / / 3.96% / 2.54% / / N/A
53. Gas Safety Checks Undertaken / 100% / 100% / 100% / / 100% / 100% / / 99.75%
54. Gas Maintenance Programme on (or ahead of) Schedule (Per Q) / 100% (50%) / 31% / 56% / / 56% / 100% / / N/A
55. Breaches of H&S Legislation (Office) (Number per annum) / 0 / 0 / 0 / / 0 / 0 / / N/A
56. Health & Safety Monitoring Checks Fulfilled / 100% / 93% / 100% / / 98% / 98% / / N/A
57. No of No Accesses (Gas maintenance) / 50 / 11 / 22 / / 33 / 50 /
58. No of Forced Entries / Capped properties (Gas maintenance) / 8 / 9 / 9 / / 9 / 5 /
George Tainsh
Director
18th October 2017
KEY
Target AchievedFailed Target
/ Improving Trend
/ Deteriorating Trend
/ No real change
/ KPI Projected to be Achieved at/by Year End
/ KPI Projected to Fail at/by Year End
Also a Corporate Performance Indicator
Key Customer Satisfaction Survey Results 2015/2016
CSS / % tenants satisfied with overall service / 2015/16 TSS
87% / 2015/16 TSS
87% / 2015/16 TSS
87% / 2015/16 TSS
87% / 2015/16 TSS
87% / / 87%
CSS / % satisfaction with repairs service / 2015/16 TSS
84% / 2015/16 TSS
84% / 2015/16 TSS
84% / 2015/16 TSS
84% / 2015/16 TSS
84% / / 84%
CSS / % tenants satisfied that rent represents value for money / 2015/16 TSS
70% / 2015/16 TSS
70% / 2015/16 TSS
70% / 2015/16 TSS
70% / 2015/16 TSS
70% / / 70%
CSS / % tenants satisfied with quality of their home / 2015/16 TSS
81% / 2015/16 TSS
81% / 2015/16 TSS
81% / 2015/16 TSS
81% / 2015/16 TSS
81% / / 81%
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