Key Performance Indicators and Service Level Definitions

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1 Key Performance Indicators and Service Level Definitions An understanding of Key s and Service Level Standards within Rykneld Homes Ltd Page 1 of 3

2 1. Introduction This handbook has been created to give the reader an understanding of the Key Performance Indicators and Service Level Standards agreed by the Senior Management Team within Rykneld Homes and validated by North East Derbyshire District Council per financial year. 2. What do we measure? Rykneld Homes measures indicators represented by the following Performance and Quality categories: Tenant Involvement and Empowerment Home Tenancy Neighbourhood and Community Value for Money (VFM), Financial Viability and Governance Workforce. Within each of these categories there are company specific targets which are reported on a monthly basis and analysed for any further improvement needed where a target is not met. This is highlighted by the relevant Service Manager and Performance and Quality Manager and is managed by the relevant member of staff/team. Where a target is met, this process is managed business as usual. A copy of all the specific KPI s are attached to the back of the document (Appendix 1 those KPI s highlighted in bold are new targets identified for 2013/2014) 3. How do we measure the KPI s and Service Levels? For each indicator, there may be a different way to report the results as they cover all aspects of the business and often require a narrative to explain the progression of an indicator result. Often the business will use the relevant software systems to monitor performance, for instance, Rykneld Homes has a Contact Centre where all calls from tenants, partners and external bodies are received, as a matter of marketing, tenant agreements, tenant property repairs etc The Contact Centre Service Manager will use MacFarlane, this is a software system used to record and report all calls received and made by the Contact Centre, with detail such as; the length of each call, how many were lost or abandoned, how long the caller has been waiting etc. These results will offer the Service Manager a view of when the Contact Centre is at its most busy i.e. the first working day following a bank holiday, where we have had extreme weather conditions, or where the calls may be sporadic the Team Leaders will be able to resource appropriately. These outside influences could demonstrate a part of the business which may be not hitting a target for that month but when viewed for the relevant quarter it may not affect it significantly Page 2 of 3

3 and thus the target met as agreed. Tolerances to the target will often be documented to show an element of flexibility in our approach. 4. What are Tolerances? Tolerances are often given to an indicator where variation to a target has to be factored in to demonstrate flexibility in the nature of our business and gives us the opportunity to meet a realistic standard and/or target. 5. Why does Rykneld Homes use Tolerances? Tolerances are allocated to certain indicators and documented on the Monthly Performance Reports/Balanced Score Card. Tolerances are often referred to in the indicator narrative or through discussion at Board Meetings. Tolerances are offered to both: Predictable Targets These are where a target can be set i.e. we are certain following previous year s results and managing a business as usual process, there is a predictable environment Unpredictable Targets These are where there is a low level of certainty of a measureable target i.e. Welfare Reform 2013 As there are no case studies and it a new way of customers claiming their benefit, we need to give ourselves a realistic target but have a tolerance level that factors in a unpredictable environment Page 3 of 3

4 Appendix 1 of Key s Definitions (PI) RH1 Satisfaction with overall service provided by RHL: NI 160 customer service delivered to tenants through the Contact Centre, and Neighbourhood Services RH2 Proportion of tenants satisfied that their views are being taken into account customer service delivered to tenants through the Contact Centre, and Neighbourhood Services and communication of suggested changes made by tenants to business processes RH3 Equality Framework for Social Housing Profiling tenants and staff of Rykneld Homes Annual Diversity Monitoring Report Quarterly Performance Template/Balanced Score Card (BSC) To ensure we deliver an equal and fair service to all profiles of tenants and staff A lack of profiles could result in poor quality of overall service RH4 Number of new complaints received Total amount of new complaints received relevant to the month/quarter Open Housing (in house data collection effective and efficient customer service experience to all Rykneld customer service delivered to tenants through the Contact Centre, and Neighbourhood Services RH5 Number of those new complaints upheld Of all new complaints received a count of those that are upheld according to our Complaints Policy and the subject of complaint Open Housing (in house data collection To actively respond to a justified customer complaint with an investigation and response within a reasonable timeframe Tenant not satisfied with the response time to their complaint with an investigation and response within a reasonable timeframe PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 1 of 8

5 Appendix 1 of Key s Definitions (PI) RH6 % Contact Centre calls answered Number of calls answered daily by our in house Contact Centre Macfarlane (in house telephony system Monitoring the level of incoming calls received through our in house Contact Centre Adverse weather conditions or following bank holidays causing an influx in incoming calls RH7 Average answered wait time Average time incoming calls have held in a call queue for the in house Contact Centre Macfarlane (in house telephony system Monitoring the length of wait time of incoming calls received through our in house Contact Centre Adverse weather conditions or following bank holidays causing an influx in incoming calls RH8 Independent Living Service Independent Living Services QAF Qualification Accreditation Directed by our ILS contract N/A RH9 % of tenants satisfied with Tenant feedback following a repair completed by our operatives Tenant Satisfaction Monitoring the quality of operatives work against Rykneld expectations Low customer services scores with quality of the repair and materials used, incl operatives manner RH10 % completed on target Dependent upon priority level of a repair will determine the target date i.e. an emergency is on the same day, urgent completed by the next working day Tenant Satisfaction Monitoring the quality of operatives work against Rykneld expectations Adverse weather conditions Supply of necessary materials RH11 % expenditure planned to Amount spent on against amount forecast Monitoring expenditure spent on Unforeseen, unexpected situations i.e. adverse weather conditions PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 2 of 8

6 Appendix 1 of Key s Definitions (PI) RH12 Gas Safety Certificates outstanding Count of which properties have not had a Gas Safety check completed on their heating system within the relevant service period Monitoring the services completed to ensure our tenants reside in a safe and healthy environment Unable to access property/heating system RH13 % Tenant satisfaction with Decent Homes Programmes Decent Homes Tenant Decent Homes Tenant customer service, Decent Homes process, duration of work and materials used RH14 % of homes non-decent Rykneld Homes properties which would be surveyed and categorised as non-decent according to the Decent Homes definition Decent Homes Monitor and manage the upgrade of the Rykneld Homes Decent Homes Programme customer service, Decent Homes process, duration of work and materials used Limitations on funding throughout the programme RH15 Number of major adaptations on the waiting list outstanding Count of those Rykneld Homes properties expected to have an adaptation completed Monitor and deliver housing solutions at tenants request or third party recommendation Adaptation requests are realistic and relevant to the tenant and their lifestyle RH16 Average time to complete a major adaptation (following order or works) Count of working days from a job raised by a Supervisor in Open Housing Monitor and deliver housing solutions at tenants request or third party recommendation Access to property PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 3 of 8

7 Appendix 1 of Key s Definitions (PI) RH17 Average time to complete a minor adaptation (following receipt by the Adaptations Team) Count of working days from a job raised by a Supervisor in Open Housing Monitor and deliver housing solutions at tenants request or third party recommendation Access to property RH18 Satisfaction with Regeneration following results from the relevant Regeneration Regeneration Tenant effective and efficient customer service experience to all Rykneld customer service, Regeneration process, duration of work and materials used RH19 % Tarran programme delivered/phase delivery Percentage of Tarran programme delivery against project plan Programme/Project plans Monitor and manage project progression Project products slippage RH20 EX-BV 212 average time (days) taken to relet voids Count of working days it has taken to re-let a void property from when the Choice Based Lettings property advert has closed Associated templates Manage and monitor perspective tenant expectations following bids placed, advert closed and multiple viewings completed Prospective tenant refuses the property Void property requires repair work prior to occupation RH21 Satisfaction with allocations and lettings process following letting process CBL Tenant Satisfaction Prospective tenant refuses the property Void property requires repair work prior to occupation RH22 Rent arrears of current tenants Full calculation of current tenant arrears Associated templates Monitor and manage arrears against annual forecasting and organisations expectations Tenant accounts managed inefficiently resulting in further arrears PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 4 of 8

8 Appendix 1 of Key s Definitions (PI) RH23 Former tenancy arrears Full calculation of former tenant arrears Associated templates Monitor and manage arrears against organisations expectations Tenant accounts managed inefficiently resulting in further arrears RH24 % new tenancies sustained for more than 12 months Supporting tenants in order to maintain tenancy Specifically measuring new tenancies Offering Rykneld desirable properties and neighbourhoods to occupy Quality of property undesirable to new tenants. RH25 Satisfaction with neighbourhood as a place to live Ensure the tenants expectations are met by managing Rykneld Homes neighbourhoods customer service delivered to tenants through the Contact Centre, and Neighbourhood Services RH26 Proportion of estates meeting visual standard Excellent/Good A proportion of Rykneld Homes neighbourhoods are inspected on a regular basis by the relevant Neighbourhood Support Officer (NSO) and any issues reported to the relevant department Estate inspections carried out by NSO s Ensure high standards are met and maintained in and around tenant properties and neighbourhoods Lack of reporting neighbourhood issues by NSO s/tenants RH27 Satisfaction with handling of Anti- Social Behaviour (ASB) case ASB Tenant Satisfaction ASB Tenant Satisfaction customer service delivered to tenants through the Contact Centre and Neighbourhood Services PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 5 of 8

9 Appendix 1 of Key s Definitions (PI) RH28 Number of new Nuisance ASB cases Total Number of Nuisance ASB cases per relevant month/quarter Open Housing (in house data collection To monitor the levels of Nuisance ASB cases reported and manage the outcome with satisfactory results ASB response targets not achieved this KPI will replace Number of new ASB cases per 1,000 population as of April 2013 RH29 Number of new Serious ASB cases Total Number of Serious ASB cases per relevant month/quarter Open Housing (in house data collection To monitor the levels of Serious ASB cases reported and manage the outcome with satisfactory results ASB response targets not achieved this KPI will replace Number of new ASB cases per 1,000 population as of April 2013 RH30 Number of new ASB cases per 1,000 population Average number of ASB cases per 1,000 population To monitor the levels of ASB cases reported and manage the outcome with satisfactory results ASB response times not achieved RH31 Expenditure against planned General Revenue budget Spend against forecasted General Revenue budget Monthly Budget Template Monitored on a monthly basis and investigated where any exceptions are found Unforeseen, unexpected situations, particularly with RH32 Expenditure against planned Capital Revenue budget Spend against forecasted Capital Revenue Budget Monthly Budget Template Monitored on a monthly basis and investigated where any exceptions are found Adverse weather conditions Alterations to Capital Programme Unplanned works i.e. voids and structural works PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 6 of 8

10 Appendix 1 of Key s Definitions (PI) RH33 DLO Trading position Monthly income received against expenses going out Total database Open Housing Monitored on a monthly basis and investigated where any exceptions are found Unforeseen, unexpected situations, particularly with Not covering incomes, impacting production of DLO and the income on trading account is derived from the volume of works required RH34 % Tenant Scrutiny Panel reviews completed against planned Tenant Scrutiny Panel assess and feedback on projects for their review Meeting Minutes Slippage on progress on projects RH35 % Attendance at Board Meetings Core Members attend Board Meetings Meeting Minutes Ensure all the Board Members are informed of Rykneld Homes progress Board Meeting will not be quorate RH36 Average sickness days per employee Average sickness days per employee North East Derbyshire District Council (NEDDC) HR and Payroll system software Fully resourced and equipped to complete organisation tasks High sickness rates RH37 Staff Turnover Staff Turnover NEDDC HR and Payroll system software Fully resourced and equipped to complete organisation tasks This KPI will be replaced by RH38 and RH39 KPI s documented below PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 7 of 8

11 Appendix 1 of Key s Definitions (PI) RH38 Total Voluntary Resignations Staff Turnover NEDDC HR and Payroll system software Fully resourced and equipped to complete organisation tasks This KPI will replace Staff Turnover as of April 2013 RH39 Total Compulsory Resignations Staff Turnover NEDDC HR and Payroll system software Fully resourced and equipped to complete organisation tasks Redundancy - this KPI will replace Staff Turnover as of April 2013 RH40 IIP Accreditation Accreditation Accreditation Accreditation Accreditation RH41 Staff satisfaction with employer Employee feedback Annual Employee Annual Employee effective and efficient workplace experience to all Rykneld Homes employees Resources Poor feedback Poor returns PLEASE NOTE: New Key s (KPI) for 2013/2014 are highlighted in bold. Page 8 of 8

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