1. HouseMark Benchmarking – presentation to CWAG Paul Edwards Director of Data Services 6 March 2015

2. Agenda Some background to HouseMark Our key data outputs  Core benchmarking  VFM Scorecard  Social Housing Dashboard  Priority Performance Benchmarking  PlanForm Strategic PIs Discussion and next steps

3. HouseMark history Founded in 1999. 950 member organisations including 43 ALMOs Leading provider of comparative cost & performance data. Sector changed = refreshed service offer

5. Data services 2 levels – in depth and priority overview Optional additional PI’s Mapping forms to assist data entry Optional mini modules – Welfare Reform / ASB Flexible Data Input Improved in year validation of Priority Performance Benchmarking (PPB) Enhanced system generated checks and manual review - 65% of customers have noticed improvement in data quality Enhanced Validation Proposed update of PPB indicators following consultation Evolution of services to meet customer needs - PlanForm Listening to Customers

6. Make evidence-based decisions Understand current VFM Core Benchmarking know your costs at a detailed level understand costs relative to performance explore what drives your costs self-assess VFM do the right things to maximise impact of limited resources do things right use scenarios to model changes support your decisions with evidence Key business insight

7. Core Benchmarking Core Benchmarking will enable you to:  Make cost and performance comparisons with other HouseMark members  Understand your key cost drivers  Learn from other high performing/low cost social housing providers 7

8. Core Benchmarking coverage

9. Data – enhanced visualisation VfM Scorecard Beta tested in 2014 More flexible scorecard in 2015 Social Housing Dashboard Improved quarterly priority performance benchmarking reporting

11. Social Housing Dashboard

12. Priority Performance Benchmarking Priority Performance Benchmarking has a quicker and easier to use data entry interface Reduced suite of PIs & enhanced validation Enhanced online reporting

13. Example PPB online report

14. Priority PIs 34 priority PIs collected through our core benchmarking and PPB modules  24 quarterly PIs  10 annual PIs

15. Priority PIs Corporate health Percentage of staff turnover in the yearQuarterly The average number of working days / shifts lost to the organisation due to sickness absence per employeeQuarterly Percentage of staff satisfied with your organisation as an employerAnnual Customer contact & complaints Percentage of calls answeredQuarterly Average time taken to answer inbound telephone calls (in seconds)Quarterly Percentage of complaints resolved at first contactQuarterly Major works & cyclical maintenance Percentage of properties with a valid gas safety record at the end of the periodQuarterly Percentage of dwellings that are non-decent at the end of the period benchmarkedAnnual Average SAP rating of self-contained owned general needs dwellings at the end of the yearAnnual Responsive repairs Average number of calendar days taken to complete repairsQuarterly The percentage of repairs completed at first visitQuarterly Average number of repairs per propertyAnnual Appointments kept as a percentage of appointments madeQuarterly

16. Priority PIs Rent arrears & collection Rent collected from current and former tenants as a percentage of rent owed (excluding arrears b/f)Quarterly Rent collected from current and former tenants as a percentage of the rent due (including arrears b/f)Quarterly Current tenant arrears as a percentage of the annual rent debitQuarterly Current tenant arrears net of unpaid housing benefit as a percentage of the annual rent debitQuarterly Former tenant arrears as a percentage of the annual rent debitQuarterly Current and former tenant arrears as a percentage of the annual rent debitQuarterly Rent written off as a percentage of rent dueQuarterly Percentage of rent lost through dwellings being vacantQuarterly Number of tenants evicted due to rent arrears as a percentage of all tenanciesQuarterly Rent collected (calculated method)Annual Anti-social behaviour Percentage of ASB cases that were resolvedQuarterly Void works & lettings Average re-let time in days (standard re-lets)Quarterly Percentage of re-lets accepted on first offerQuarterly Percentage of properties vacant and available to letQuarterly Percentage of properties vacant but unavailable to letQuarterly Tenancy turnover of propertiesAnnual

17. Priority PIs Satisfaction Percentage of complainants satisfied with case handlingAnnual Percentage of residents satisfied with the most recent repair (when surveyed in accordance with the organisation's own survey format)Quarterly Percentage of residents very or fairly satisfied with quality of new home (new build only)Annual Development Standard units developed as a percentage of current stockAnnual Affordable units developed as a percentage of current stockAnnual

18. PlanForm Real time HRA business plan comparison and analysis tool Information presented on an anonymised basis Minimal data collection effort – data sourced direct from business planning software – and real time reporting Combined with benchmarking – a forward and retrospective VFM tool – linking strategy to operations Better business planning Free subscription enhancement! 24 business plans already uploaded – on target to achieve 50 by end of March 2015

19. PlanForm

20. Open Data Zone Launched at the end of September 2014 as the first instalment in our suite of Big Data products In its first two months of release website had 1200 unique hits Created to help you navigate through the wealth of open data to enable you to understand the context of your benchmarking results and to inform future decisions on rent policy, new build and managing welfare reform

21. Strategic PI set Coverage & purpose  Monitor ALMO effectiveness To what extent does existing PI set meet this need?  Support other strategic aims What additional PIs are required?  Anything else? Next few slides highlight possible PIs suggested by Tim Campbell from Barnet

22. Corporate PIs – supporting corporate priorities Corporate Priorities Possible Definition Benchmarking Where in HouseMark Level of Homelessness Households in Short term overnight accommodation Table 784A CLG P1E Live Tables. Homeless households accommodated in B&B, Shared Facilities and Self Contained units. (Either Pending enquiries/ found to be intentionally homeless or where Sectn 193 Duty is owed) This is a key financial risk to the Council Delivery of Affordable Homes Additional Homes provided on HRA land Benchmarking is not well developed. This is a key deliverable in helping to reduce Homeless costs and meet strategic targets Satisfaction with the managing agent tenant satisfaction with overall service provided Housemark. Measure of overall resident satisfaction. It is a reputational issue for the Council as a landlord. Collected via annual CORE benchmarking and via STAR specialist benchmarking

23. Key PIs – supporting strategic service aims Service Area Possible Definition Benchmarking Where in HouseMark Homelessness Families B&B accommodation for more than 6 weeks DCLG P1E returns Families in B&B for more than 6 weeks is a reputational and legal risk to the Council Homelessness Total Number of cases where homelessness was prevented and relieved P1e Returns This measures the ability of the provider to manage the Homeless caseload and prevent placing people in Temporary Accommodation, and reduce the financial risk to the Council. Homelessness The proportion of all homeless households accommodated in B&B, Shared Facilities and Self Contained units pending enquiries or found to be intentionally homeless Table 784A CLG Live Tables (Extract). This measures the ability of the provider to manage homeless applications and efficiently discharge the Council’s duty to house thus reducing the financial risk to the Council.

24. Key PIs – supporting strategic service aims Service Area Possible Definition Benchmarking Where in HouseMark Lettings average time taken to re-let standard voids HouseMark This is an important efficiency measure. Reputation/Financial risk to Council. Excludes major works voids. Core BM & PPB - Quarterly Major Works Voids Percentage of dwellings that are vacant but unavailable to let - GN & HfOP HouseMark. This indicator measures the number of properties vacant but unavailable for letting, Reputational/financial risk to the council Core BM & PPB - Quarterly Income Collection Rent collected as a percentage of rent due (including arrears brought forward) HouseMark. This measures the ability of the service provider to effectively and efficiently manage the income collection service, and reduce the financial risk to the Council. Core BM & PPB - Quarterly Leasehold Income Collection Leasehold service charges collected as a percentage of service charges due HouseMark. This measures the ability of the service provider to effectively and efficiently manage the income collection service, and reduce the financial risk to the Council. Core BM - Annual

25. Key PIs – supporting strategic service aims Service Area Possible Definition Benchmarking Where in HouseMark Arrears Temporary Accommodation arrears as percentage of debit Local Indicator. No Comparative data This measures the ability of the service provider to effectively and efficiently manage the income collection service, and reduce the financial risk to the Council Repairs tenant satisfaction with how landlord deals with repairs and maintenance Housemark. This is a key measure of whether the service provider provides a good repairs and maintenance service from the tenant’s perspective. It is a reputational issue for the Council as a landlord. Core BM – Annual (HouseMark require that surveys are no more than two years old for benchmarking purposes) Estate Management tenant satisfaction with neighbourhood Housemark. This is a key measure of whether the service provider provides a good grounds maintenance and communal repairs service from the tenant’s perspective. It is a reputational issue for the Council as a landlord. Core BM – Annual (HouseMark require that surveys are no more than two years old for benchmarking purposes) Statutory Services Percentage of dwellings with a valid gas safety certificate Housemark. This measures the ability of the service provider to ensure that the annual safety check has been completed, when due, and reduce the legal and reputational risk to the Council. Core BM – Annual – note we have amended this PI to read: ‘Percentage of properties that require a gas safety record which had a gas safety check and record completed’

26. Key PIs – supporting strategic service aims Service Area Possible Definition Benchmarking Where in HouseMark Decent Homes % of properties failing to meet the decent homes standard Housemark. This measures the ability of the service provider to deliver an asset management strategy that reduces the legal and reputational risk to the Council. Core BM & PPB - Annual Energy Efficiencyaverage SAP rating Housemark. This measures the ability of the service provider to deliver an asset management strategy that reduces the legal and reputational risk to the Council. Core BM & PPB - Annual Customer Experience calls resolved at first contact Housemark. This measures the ability of the service provider to deliver a good customer experience reputational risk to the Council. We don’t measure calls resolved at first contact: we measure % of calls answered – CORE & PPB – Quarterly and average time taken to answer inbound telephone calls (in seconds) – CORE & PPB - Quarterly Customer Experience % complaints resolved at first contact Housemark. This measures the ability of the service provider to deliver a good customer experience reputational risk to the Council. Core & PPB - Quarterly

27. Discussion and next steps Key considerations Are these the right PIs?  Numbers  Coverage Can the information be sourced? Is there an appetite for collection? Frequency of collection?

28. Thank you for listening Contact details: paul.edwards@housemark.co.uk 07841 861974