Scrutiny Committee
Monday 18th February 2008
Salix Homes
“More than just a place to live” Salix Homes Vision
What kind of organisation have we made?
• Customer led
• Forward thinking
• Project planning / managing
• Self aware / Challenging
• Performance focused
• Driven by excellence
‘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 Homes
1.
2.
3.
4.
5.
6.
7.
Customers
Equality and Diversity
Value For Money
The Salix Way
Neighbourhoods
Unique Service Provision
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
Improvement
Strategy
• 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
On target wk 42, above target all year
Salix Homes Rent Collection Performance 2007/08
97.20
97.00
96.80
96.60
96.40
LAUNCH
96.20
96.00
95.80
1
3
5
7
Target BVPI66a
9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51
Actual Performance
Lower Expectation
Upper Expectation
 CPA Upper threshold target= 98.2%
Rent Collection: BVPI 66b
 Over target (6.75% year end)
Salix Homes BVPI 66b - % Tenants Owing 7 Weeks Plus Rent
8
7
6
5
4
% Tenants 7 Weeks Plus Rent Arrears
Target
43
41
39
37
35
33
31
29
27
25
23
21
19
11
9
7
5
3
1
0
17
1
15
2
13
LAUNCH
3
Total current rent arrears
On target (£1m year end)
£1,150.00
£1,100.00
£1,050.00
£1,000.00
£950.00
Current Tenant Arrears
Stepped Target
41
39
37
35
33
31
29
27
25
23
21
19
11
9
7
5
3
£750.00
17
£800.00
15
£850.00
13
LAUNCH
£900.00
1
Thousands
Salix Homes Monetary Arrears 2007/08
Avg relet times (BVPI 212)
Reletting long term development voids
City Wide Average Relet Times 2007/8
60
50
40
30
LAUNCH
20
10
BVPI 212 2007/8 salix
BVPI 212 Local
41
39
37
35
33
31
29
27
25
23
21
19
17
15
13
11
9
7
5
3
1
0
Bvpi 212 Target
 CPA Upper Threshold target= 34.2 days
Rent loss from Voids
On target
Salix Homes Percentage Rent Lost from Voids 2007-8
2.5
2
1.5
Void Loss
Target
41
39
37
35
33
31
29
27
25
23
21
19
17
11
9
7
5
3
1
0
15
0.5
13
LAUNCH
1
Urgent repairs (RtoR) xBVPI 72
Improving during Q3
Salix Homes Right to Repair Performance 2007/08
100.5
100
99.5
99
98.5
% On Time
Target
41
39
37
35
33
31
29
27
25
23
21
19
17
11
9
7
5
3
1
97
15
97.5
13
LAUNCH
98
% 8 Week Rolling
 CPA Upper threshold target = 97%
Non- urgent repair (avg time)
 Not at target but improving since launch
Salix Homes Ave Days for Non Urgent Repairs 2007/8
Reported To Complete
Target
41
39
37
35
33
31
29
27
25
23
21
19
17
15
13
11
9
7
5
3
1
LAUNCH
20
18
16
14
12
10
8
6
4
2
0
8 Week Rolling
 CPA upper threshold target = 11 days
Repair Appointments
On target and improving
Salix Homes Repair Appointment Performance 2007/08
94
92
90
88
86
% Appointments Kept
Target
8 Week Rolling
41
39
37
35
33
31
29
27
25
23
21
19
11
9
7
5
3
1
78
17
80
15
82
13
LAUNCH
84
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
Next Steps (3)
•
•
•
•
•
•
Develop a new customer handbook
Area office refurbishment
Community Interest Company
Spotlight: Neighbourhood Renewal
Development and management options
Sponsorship Manchester FA Soccer
Festival 2008
“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.”