300,000. The Asset Management Improvement Partnership. driving improvement through benchmarking PEOPLE PERFORMANCE PROCUREMENT PARTNERING PASSION FOR

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1 The Asset Management Improvement Partnership driving improvement through benchmarking BACKGROUND: The Asset Management Improvement Partnership (amip) goes from strength to strength as it s members realise real added value from sharing best practice and benchmarking of robust data. During the development of the club in 2006 it was agreed that the primary purpose of the group would be sharing good practice, based around the ability to benchmark rather than benchmarking being the key driver. AMIP Ideas Exchange CIH Manchester 2013 The amip club currently represents over: 300,000 Units The amip club currently represents over 300,000 units with an annual value of circa 330m. The measures all members utilise have been mutually developed to ensure every member is measuring against agreed criteria which are reviewed annually. WHY BENCHMARK WITH AMIP? AMIP offers its partners a unique opportunity to compare performance across a range of services with the sole driver being to deliver performance improvement. The Club has defined KPI s which can be used for both internal and external performance measurement, and therefore a range of benchmarking analysis. AMIP allows club members to compare performance as follows: Comparison against commonly defined standard AMIP KPI s Internally across projects and services Of members supply chain (to help inform selection) Comparison with selected AMIP Peers through bespoke comparison groups Club wide with all AMIP member organisations Housing Sector wide With other Industry sectors

2 Why join us A Key Performance Indicator (KPI) is the measure of performance of an activity that is critical to the success of an organisation AMIP Quarterly meeting No Anonymity - Unlike other benchmarking clubs a decision was made early on by all members that there would be no anonymity - all members within the club share data and can readily see who they are comparing against. Bespoke reporting structures - The reporting structure is bespoke to each member and can be set up to suit your existing reporting structures. AMIP issue a standard report quarterly but members can generate their own reports against club measures at any time and in any format. VISON - The vision of the partnership is as follows: To share Good Practice across the field of Asset Management To compare performance and use this information to drive improvement To become a single voice for the Asset Management practitioners within Social Housing Mark Johnson - Gosport BC AMIP Member To build relationships with the Housing and Communities Agency, Department of communities and Local Government and other Government Bodies To be recognised within the sector as being truly representative of the whole sector including ALMO s, Local Authorities and Housing Associations.

3 AMIP MEMBERSHIP COSTS The membership fees are as follows: Annual Membership: 3,000 One off Joining fee and set up costs: 500 (All costs are excluding VAT and will be invoiced in full on receipt of order. Payment terms are strictly 28 days - echelon standard terms and conditions apply) BENEFITS OF THE AMIP PARTNERSHIP A community of pan-housing Client organisations (HA s, ALMOs, RSLs and Local Authorities The means to share good practice Driving continuous improvement Regular structured meetings for AMIP members (members meet quarterly) An Annual Conference bringing together key players within the sector to share experiences Facilitated Workshops and the services of a dedicated AMIP Management Team Use of Measure2Improve Benchmark Club software to share and compare performance data A dedicated website and Information hub with a SharePoint site, which allows the sharing of information Bespoke reporting templates to match individual members needs A choice of a number of measures that are business critical for club members Regular and access to bespoke AMIP reports for external benchmarking and management reporting

4 Did you know...? Interesting facts... Measuring: Benchmarking for : The number of units the amip club currently represents: 51 KPI S across 6 different work streams AMIP represents organisations with an annual housing maintenance expenditure of circa: 7 years 300,000 32% 52% 330million Local Authorities The number of times the amip club has met: Housing Associations 16% 37 AMIP supported by: ALMO s and counting...!

5 WHAT ARE THE CLUB MEASURES? The current suite of measures is as follows and collected 2 monthly in arrears, quarterly and at the end of the year.: 1. RESPONSIVE REPAIRS Customer Satisfaction (repairs) Percentage of repairs finished on first visit Post Inspections as percentage of jobs complete Repairs - average completed on time Cost - Average job cost of repair Average Cost per Unit Per Annum Average time taken per job Appointments - Made and Kept Repair order frequency by unit (Day to day) Repairs Access rates 1. VOIDS 1. GAS Cost- Average job cost of Void repairs Voids - Average Turnaround time (key to key) Customer Satisfaction - Quality of new home Customer Satisfaction - Overall Service (Gas) Number of expired certificates Average time of expired certificates Cost per service 1. CYCLICAL DECORATION Customer Satisfaction - Service Average Cost per Property per annum Period of painting cycle - Internal and external 1. PLANNED WORKS Customer Satisfaction - Planned Works Percentage of Non decent homes Percentage of homes made decent within the last year Kitchen refurbishment cost Bathroom refurbishment cost Window replacement costs Boiler replacement costs Full heating installation costs Electrical upgrade costs Replacement roofing costs 1. ADAPTATIONS Customer Satisfaction - adaptations Unit costs - Adaptations Expenditure per unit per year - revenue Expenditure per unit per year - capital End to end revenue and capital Appointments made and kept Gas breakdown complete on first visit Number of breakdowns as percentage of stock