Third Quarter 2001/02 Comparator Action Plan
BVPI
69
The percentage of rent lost through the Council's dwellings becoming
vacant
Family
Trend
Salford's Targets
7.00%
5.95%
6.00%
5.06%
Percentage
5.00%
5.00%
4.70%
4.41%
4.00%
3.50%
4.70%
4.00%
3.85%
2.70%
3.00%
2.00%
1.00%
0.00%
1997/98
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
8th
Ranking against family authorities (of 21)
14th
Range for all Mets Councils
2.7% to 4.1%
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Family
Average
99/00
Met Top
Quartile
99/00
Salfords
Target
2001/02
PERFORMANCE IS
BELOW TARGET
Salfords
5 Year
Target
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
HIGHER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
Current void levels stood at 1355 a reduction of 64 since 2000/01 year end. This is also a reduction of 169 from
the end of the second quarter. We have achieved our 2000/2001 target and are on target to achieve our five year
target. Performance shows an improvement compared with performance during 1998/9, 1999,2000 and
2000/2001.
Barriers to Improvement:
The image and reputation of arrears continues to effect the demand for property.
 Delays in the void process
 Outdated computer system makes accurate information difficult to obtain.
Current/Proposed Action:
 Introduction of a new lettings system and allocations policy anticipated in April 2002.
 Opening of the Property Shop 5/6th April 2002.
 Further development of the property lettings website.
 Continuing review of redundant stock.
Top Quartile to be Achieved By (Date):
Lead Officer:
Pat Greenwood, Principal Officer rents
Third Quarter 2001/02 Comparator Action Plan
BVPI
66a
The percentage of Council house rents colected
Salford's
Targets
Family
Trend
99.00%
98.00%
98.00%
97.00%
97.00%
Percentage
96.00%
96.90%
96.33%
95.82%
97.25%
96.21%
95.64%
95.40%
95.00%
94.00%
92.70%
93.00%
92.00%
91.00%
90.00%
1997/98
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
8th
Ranking against family authorities (of 21)
16th
Range for all Mets Councils
94.5% to 96.9%
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Family
Average
99/00
Met Top
Quartile
99/00
Salfords
Target
2001/02
PERFORMANCE IS
BELOW TARGET
Salfords
5 Year
Target
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
HIGHER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
Over the 3rd Quarter collectable debit performance has improved from 90.27% to 92.7%. However this current
performance is 3.5% down on the equivalent period last year. Rent collection performance had shown a gradual
improvement over the four years from 1997/98 to 2000/2001 and over the last three years performance has been
comparable or has exceeded average and top quartile family authorities.
2001/02 performance is well down on the comparable period last year although a 2.5% improvement has been
achieved compared with the last quarter. Continuous improvement can only result from early action,
comprehensive welfare benefit advice and a cohesive approach to maximising housing benefit. This is the
combined work of three directorates.
Barriers to Improvement:
 Outdated computer system makes accurate information difficult to obtain.
 Delays in processing Housing benefits claims continues to have a detrimental effect on the collectable
debit. Housing benefit performance has worsened during the last quarter.
 Due to the introduction of a new computer system from Feb 2002 training has removed operational staff
from the workplace.
 High cases continue to achieve successful appeals in the Salford City Court.
 High turnover of staff and continuity of teams.
Current/Proposed Action:
 Meetings between Housing and Corporate Services are ongoing and working towards closer
relationships to ultimately improve performance on housing benefit.
 From the 14/1/02 10 Agency staff have been employed to supplement our resources in arrears collection
as a short term initiative until 29/3/02.
 A meeting is due to be arranged with Salford County Court but in the meantime the acting court officer
is asking for a 3 month adjournment instead of an indefinite one which at least ensures that a
subsequent hearing is arranged.
 Introduction of new computer system to manage rent accounts/arrears will streamline procedures.
Top Quartile to be Achieved By (Date):
Lead Officer:
2004/05
Pat Greenwood, Principal Officer rents
Third Quarter 2001/02 Comparator Action Plan
AC_D3
The percentage of all current tenants owing over 13 weeks rent at 31st
March excluding those owing less than £250
Family
Trend
Salford's Targets
8.50%
9.00%
8.00%
7.00%
7.20%
6.74%
6.55%
6.00%
Percentage
6.50%
6.50%
Salfords
Target
2001/02
Salfords 5
Year
Target
5.70%
4.70%
5.00%
4.00%
2.90%
3.00%
2.00%
1.00%
0.00%
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
5th
Ranking against family authorities (of 21)
16th
Range for all Mets Councils
Family
Average
99/00
Met Top
Quartile
99/00
PERFORMANCE IS
BELOW TARGET
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
Quartile level for Mets
4th
Quartile level for all Authorities
4th
LOWER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
The performance in this area has dipped to 8.5% from the previous quarters figure of 7.7%
Barriers to Improvement:
 Outdated computer system makes accurate information difficult to obtain.
 Delays in processing Housing benefits claims continues to have a detrimental effect on the collectable
debit. Housing benefit performance has worsened during the last quarter.
 Due to the introduction of a new computer system from Feb 2002 training has removed operational staff
from the workplace.
 High cases continue to achieve successful appeals in the Salford City Court.
 High turnover of staff and continuity of teams.
Current/Proposed Action:
 Meetings between Housing and Corporate Services are ongoing and working towards closer
relationships to ultimately improve performance on housing benefit.
 From the 14/1/02 10 Agency staff have been employed to supplement our resources in arrears collection
as a short term initiative until 29/3/02.
 A meeting is due to be arranged with Salford County Court but in the meantime the acting court officer
is asking for a 3 month adjournment instead of an indefinite one which at least ensures that a
subsequent hearing is arranged.
 Introduction of new computer system to manage rent accounts/arrears will streamline procedures.
Top Quartile to be Achieved By (Date):
Lead Officer:
2004/05
Pat Greenwood, Principal Officer rents
Third Quarter 2001/02 Comparator Action Plan
BVPI
66b
Rent arrears of current tenants as a proportion of the Coucnil's rental
income
Family
Trend
Salford's Targets
7.00%
6.00%
5.80%
5.45%
Percentage
5.00%
4.00%
3.80%
4.00%
3.75%
3.57%
3.54%
3.00%
3.50%
2.40%
2.00%
1.00%
0.00%
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
7th
Ranking against family authorities (of 21)
Joint 12th
Range for all Mets Councils
2.4% to 4.0%
Quartile level for Mets
3rd
Quartile level for all Authorities
3rd
Family
Average
99/00
Met Top
Quartile
99/00
Salfords
Target
2001/02
PERFORMANCE IS
BELOW TARGET
Salfords 5
Year
Target
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
LOWER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
Rent arrears performance has decreased in this area from 4.3% to 5.8% over the last quarter.
Barriers to Improvement:
 Outdated computer system makes accurate information difficult to obtain.
 Delays in processing Housing benefits claims continues to have a detrimental effect on the collectable
debit. Housing benefit performance has worsened during the last quarter.
 Due to the introduction of a new computer system from Feb 2002 training has removed operational staff
from the workplace.
 High cases continue to achieve successful appeals in the Salford City Court.
 High turnover of staff and continuity of teams.
Current/Proposed Action:
 Meetings between Housing and Corporate Services are ongoing and working towards closer
relationships to ultimately improve performance on housing benefit.
 From the 14/1/02 10 Agency staff have been employed to supplement our resources in arrears collection
as a short term initiative until 29/3/02.
 A meeting is due to be arranged with Salford County Court but in the meantime the acting court officer
is asking for a 3 month adjournment instead of an indefinite one which at least ensures that a
subsequent hearing is arranged.
 Introduction of new computer system to manage rent accounts/arrears will streamline procedures.
Top Quartile to be Achieved By (Date):
Lead Officer:
2004/05
Pat Greenwood, Principal Officer rents
Third Quarter 2001/02 Comparator Action Plan
BVPI
67
Proportion of homelessness applications of which the authority makes a
descision and issues written notification to the applicant within 33
working days
Family
Trend
Salford's Targets
98.00%
97.00%
96.00%
Percentage
94.00%
93.00%
92.00%
92.00%
90.00%
90.00%
89.00%
88.90%
Met
Average
99/00
Family
Average
99/00
NONE AVAILABLE
88.00%
86.00%
84.00%
1998/99
1999/00
2000/01
Met Top
Quartile
99/00
Salfords
Target
2001/02
Salfords 5
Year
Target
Ranking against all GM Councils (of 10)
Ranking against family authorities (of 21)
Range for all Mets Councils
Joint 3rd
86% to 97%
Quartile level for Mets
1st
Quartile level for all Authorities
1st
PERFORMANCE IS
GOOD
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date: 21/01/02
Comments on Current Performance:
This quarter is 92% and is still on target to achieve 93% for the end of year figure. Although performance has
dropped by 0.5 % this is due in part to staff shortages and a continued increase in cases relating to mental health
issues often additional information from relevant professionals takes time to collect
Barriers to Improvement:
 Size of the Homeless Team (2 Posts). This makes it difficult to improve the speed and quality of
decisions.
 There is currently a Manual Count System which makes the process Labour Intensive.
Increasing complexity of Homeless cased particularly in areas of mental health, drug/alcohol users. This means
that cases take longer to investigate on average.
Current/Proposed Action:
 Look at the make up of the Homeless Team. There is a need for Specialisation and Expansion (by
January 2002)
 The implementation of a computerised spreadsheet to log cases automatically. Methodology as
recommended at the District Auditor Workshop. (December 2001)
Devise and implement a Training Plan to enable officers to effect speedy investigation and decision. (By March
2002)
Top Quartile to be Achieved By (Date):
Lead Officer:
Janice Samuels
607 1600
Third Quarter 2001/02 Comparator Action Plan
BVPI 72
The percentage of urgent repairs completed within government time
limits
100.00%
98.00%
Salford's
Targets
Family
Trend
97.56%
96.00%
95.00%
96.00%
Percentage
94.00%
92.00%
90.00%
89.00%
88.00%
90.00%
88.11%
88.00%
85.00%
86.00%
84.00%
82.00%
80.00%
78.00%
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
9th
Ranking against family authorities (of 21)
15th
Range for all Mets Councils
85% to 96%
Quartile level for Mets
4th
Quartile level for all Authorities
4th
Family
Average
99/00
Met Top
Quartile
99/00
Salfords
Target
2001/02
PERFORMANCE
BELOW TARGET
Salfords 5
Year
Target
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
HIGHER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
Current performance has remained consistent over the last quarter. However there has been a significant dip in
performance in one of the areas in the city. This has reduced the overall city-wide performance by approximately
4%. We are concentrating our efforts on finding out why performance has dropped in this area, in order to rectify
the problem. Current performance is running at 85% which is just under the target of 90%. With continuing
review and monitoring of performance we are working towards the 5-year target of 95% of jobs being completed
within response time.
Barriers to Improvement:
The responsive repair response times in our contract are not the same response times as for the right to repair
response times.
The existing computer system does not identify on the job tickets printed at the contractors that the job is a
potential right to repair.
Too many emergencies and urgent jobs issued to the contractors that should be on lower priorities.
Current/Proposed Action:
We will be making changes to the new ISYS computer system, which will be implemented in June 2002, to
ensure we have a more consistent approach on response times.
We will ensure that the new ISYS computer system will identify where the repair work is a potential right to
repair job. The contractor must have this information on the job ticket.
We are actively reducing the number of emergencies by introducing a scripting system for Housing Assistants to
follow when asking question regarding the nature of the repair request. The questions will identify more
accurately whether the repair is an emergency or urgent.
Top Quartile to be Achieved By (Date):
Lead Officer:
Jeff Boardman
Ext. 1255
Third Quarter 2001/02 Comparator Action Plan
LPI
The percentage of all repairs requested by tenants completed within the
target times set by the council
Salford's
Targets
Family
Trend
120.00%
Percentage
100.00%
92.96%
98.00%
90.00%
88.00%
75.00%
80.00%
67.00%
61.00%
60.00%
40.00%
NONE AVAILABLE
20.00%
0.00%
1997/98
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Performance Indicator Action Plan
Family
Average
99/00
Met Top
Quartile
99/00
Salfords
Target
2001/02
PERFORMANCE
BELOW TARGET
Salfords
5 Year
Target
2000/01
Salfords
Current
Position
2001/02
2001/02
Q1
HIGHER FIGURE IS
PREFERABLE
Q2
Q3
Date: 21/01/02
Comments on Current Performance:
This is an area of work where further improvement is required. The performance indicator measures
performance from when a tenant reports a repair to the actual completion of the job. Previously, performance
was measured only from when the repair was issued to the repair contractor. This explains the difference in
performance over the years. Given this, the Best Value review currently in progress (area housing service
delivery) will look at both the administration involved in reporting repairs and also the performance of the
contractors.
Performance in the 3rd quarter has reduced slightly, mainly due to a reduction in performance in two areas. We
will be concentrating all our efforts to find what the problems are and resolving them. One of the reasons is we
are completing normal and low priority jobs that had been previously been on held work. It is necessary to
“hold” work of a low priority nature to review its priority, check budget availability and identify whether work
could be done more cost effectively on a programme basis. This relates to item 1. below. The barriers to
improvement remain the same as for the last quarter, but with some additional comments in that section, and also
in the Current/Proposed Action.
Barriers to Improvement:
The following notes will help explain the reasons for poorer performance. These barriers will continue to cause
problems, however we are looking at various ways of reducing the impact of the problems, for example we will
make changes to the new repairs computer system to make the appointment system more customer helpful.
1. If we hold any work for any length of time this reflects in the overall time from notification to completion by
the contractor.
2. On the urgent priority the repairs computer system makes an appointment 5 days in advance, as the indicator
target is 5 days by the time the contractor completes the work (their response time starts from the appointment
date) the repair work will fall outside the response time for housing performance.
3. If the area office wrongly prioritises a job or there is a large variation the contractor can ask for an extension
of time. Only the contractor gets the benefit of the extra time not the area office thus affecting housing
performance.
4. Difficulty in attracting sub-contractors due to very competitive rates in the industry.
5. Difficulty in recruiting operatives due to high workload in the industry.
Current/Proposed Action:
Best Value review, which will produce a final report in March 2002, to examine all the issues to lead to
improvement. This will review policy, procedures, capacity in addition to the 4 c’s
We are currently looking at different ways of providing the repair service in a Pilot Scheme in Salford North.
There are 7 trials in the scheme with the aim of providing a more efficient and a more streamlined repairs
service. The trials together with the introduction of the new ISYS computer system will address a number of the
problems we have at the moment.
We are looking at ways of trying to attract new subcontractors by increasing our rates.
We are currently looking at a recruitment drive in the local press to try and employ additional operatives.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top Quartile unknown at present time
Jeff Boardman
Ext. 1255