How are we performing?
How are we performing?
Outcomes report Quarter 4 2016/17
1
Contents Chapters
Sections
Page
Introduction
3
1a
Radian Direct
4
1b
Satisfaction with repairs
5
1c
Satisfaction with ASB services
7
1d
Complaints
9
2. Gas servicing compliance
2a
Gas servicing compliance
11
3. Tenancy and money matters
3a
Allocations and Voids
12
3b
Income management
14
4a
Satisfaction with the landlord service
16
1. Contact with our customers
4. Satisfaction with the landlord service
2
Introduction Welcome to our performance report for the final quarter of the 2016/17 financial year. The report summarises our performance and compares us to previous quarters. Highlights for the quarter are: • Improving customer satisfaction with the Landlord Service (across all tenures). • Strong arrears performance resulting in the best performance to date at the year end. • Quality of Radian Direct's service exceeded target. • Repairs satisfaction remained strong. • ASB performance has continued to exceed target. • Great performance against target for complaint handling and outcome was sustained. • Void turnaround times and rent loss figures exceeded target for the quarter (and year).
KPI targets are scrutinised by the Radian Residents’ Council and HASP (Housing Assets & Services Panel) and performance is compared through the HouseMark benchmarking club. This report includes validated 2014/15 HouseMark Upper Quartile information drawn from the HouseMark system on 15.01.2016. We have benchmarked our performance against 30 other registered housing providers with more than 7,500 homes in South East England, South West England and London. Where available we have added the upper quartiles for context. We have used top quartile performance published in December 2016 for target setting for the year ahead (2017/18). If you have any questions about this report, or any suggestions for improvements, please contact us using the information below.
Our contact details are: Radian Direct: Email: Text:
0300 123 1 567 [email protected] 07764 309 062
3
1. Contact with our customers
- .
2 34
,!'
1a. Radian Direct
"!'
16/17
16/17
16/17
16/17
14/15
15/16
H1. Percentage of calls answered
93.0%
89.4%
91.6%
93.3%
93.0%
95.6%
95.4
H1a. Quality of Radian Direct service
94.0%
95.8%
96.3%
96.1%
96.3%
---
---
Q3
Q4
*!' #!' '!' ,,!' ,"!' ,*!'
• % calls answered met target at the end of Q4. Performance was impacted by the automation of our rent arrears processes, which in turn generated greater inbound contact. • Quality scores have consistently exceeded target throughout the year, and we have therefore set a higher target (95%) for the year ahead. • There has been a 14% increase year on year with digital contact. • Incorporated within this was a 27% increase in customer self service.
$ % & ( #' ") & + & "
22,369 total calls
16/17
Q2
19,905 total calls
Q1
21,773 total calls
Housemark upper quartile
Radian target
Key Performance Indicator (KPI)
(/ 0 1 * #' ")
! ! !' !' !' #!*
"!# "! "! *!' *!"
Graph 1a:1 Note: Quality of Radian Direct was not a performance metric in March 2015
4
1b. Satisfaction with repairs Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
! $ ! $
15/16
"! $ H4. Satisfaction with repairs H5. Repairs completed right first time
95.0%
97.4%
97.6%
97.8%
97.9%
79.3%
80.0%
! $ ! $
94.0%
94.6%
94.8%
94.5%
94.7%
---
---
! $ #! $ ! "! !
! "! !
! ! "! "! !# !
! "! "!
! "! !
! "! !
! ! !
! ! ! "! !" !"
! ! !
! "! !
Graph 1b:1
5
• The implementation of a new system: DRS InfoSuite, has had a positive impact on the Technical Services teams' monitoring of performance. • A working group, including Planning and Trades team members, has recently been set up to identify further customer services improvements.
! % $! % ! % ! % ! % ! % $$! %
"
! "! !#
! ! !
! ! !
! ! !$
! ! "!
! ! !$
! ! !"
! #! !
! ! !"
! ! !
! "! !
! "! !
Graph 1b:1
6
1c. Satisfaction with ASB services Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile
# " #
14/15
15/16
# H6b. Respond to a minimum of 90% of initial ASB reports within one working day and draft an action plan H7b. Provide weekly progress updates to ASB complainants in a minimum of 90% of cases (in a format and frequency determined by the customer)
$ # 90.0%
100%
99.0%
99.0%
98.0%
---
#
---
# "" #
! 90.0%
97.0%
97.0%
97.0%
96.0%
---
" #
---
#
#
#
"
"
Graph 1c:1 Note: This was a new measure created in May 2015
7
! $
• A light touch Lean review, of our services to combat ASB, is underway. It has been two years since comprehensive changes were introduced to the service and now is the opportunity to enhance the service further.
$ "
$ $ $
!
!
$
"#
"
Graph 1c:2 Note: This was a new measure created in May 2015
8
1d. Complaints Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
14/15
15/16
H8. Satisfaction with complaint handling
71.0%
76.0%
78.8%
74.1%
75.6%
71.0%
68.9%
H9. Satisfaction with complaint outcome
70.0%
75.1%
77.1%
74.6%
72.8%
66.4%
64.2%
Key Performance Indicator (KPI)
%
Housemark upper quartile
$! % $
%
"! % "
% ! % % ! %
! !
" ! " # " ! #! ## $ !"
$
"
! " " " " "" $
#! #" "# $ "# " # #
$ !
Graph 1d:1
9
• More cases have been resolved at the first stage during the year when compared to last year (98.6% vs 98.0%). • Targets for complaint handling and outcome have been exceeded. • We continue to seek better ways to access customer feedback from complaints, as it can be challenging to get engagement from customers once a complaint has been resolved.
% $! % $
%
"! % "
%
! % % ! %
! !
" ! !"
" $ !#
" !
# !# !
$ !# !
" " # "$ " ! " " " !# !
! $
$ $ "
Graph 1d:2
10
2. Gas servicing compliance Target 100%
2a. Gas servicing compliance Key Performance Indicator (KPI)
H13. Gas safety percentage of homes with gas certification at month end
Radian target
Q1
Q2
Q3
Q4
Housemark upper quartile
16/17
16/17
16/17
16/17
16/17
14/15
15/16
100%
99.87%
100%
99.99%
100%
100%
100% ! " #
• Our gas engineers undertook a number of gas servicing visits outside of normal working hours in March to ensure 100%. • Preemptive work is being undertaken to maintain compliance throughout the summer months, where access can be more problematic.
$ % &
Graph 2a:1
11
3. Tenancy and money matters "
Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
15/16
---
---
0.6%
0.5%
(General Needs,HfOP & Supported combined and affordable rents)
H21. General Needs & HfOP percentage rent loss due to properties being empty
%
H20. Combined void turnaround time
& '
3a. Allocations and voids
25 days
0.8%
17.9 days 20.6 days 20.6 days 21.4 days
0.5%
0.5%
0.5%
0.5%
! $ $ ! $ !
# !$
"# "
! $
# "
!"
Graph 3a:1
12
• The letting of shared keyworker accommodation in the Thames area was a real challenge with limited applications/demand for the accommodation. The Royal Borough of Windsor & Maidenhead have agreed that we expand the criteria to those with employment in the borough. • Challenges in Avon were shorter/empty waiting lists from the LA and a continuous stream of new build lets.
! " # !
Graph 3a:2
13
3b. Income management Key Performance Indicator (KPI)
H22. All net current tenant arrears (as percentage of annualised debt)* H23. Social & Affordable only net current arrears (as percentage of annualised debt)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
& !
15/16
! !
2.5%
1.8%
1.7%
1.9%
1.5%
---
---
! !
2.2%
1.7%
1.7%
2.0%
1.6%
1.7%
---
* Includes Sheltered, Supported, General Needs, Market Rent, Intermediate Rent, Shared Ownership and Leasehold debt and other charges such as sewerage and mobile home pitch fees.
"# # #
! ! ! $!
! ! ! %!
! $! $! %!
! ! ! %!
! ! $! !
! $! ! !
! ! $! !
! ! ! !
! ! ! $!
! ! $! !
! ! ! !
! %! %! !
Graph 3b:1
14
& #
#
!" # #" "
$ % %
% %
$ $
% %
$ $ #
$ #
$
%
• New arrears processes have been implemented over the past year which has automated much of the lower level arrears work. This has created capacity for Income Officers to spend more time on complex cases, engaging with customers to prevent arrears increasing. • A new arrangement module has been set up within our IT systems which monitors agreements, this enables staff to act quickly when arrangements fail. • Text messages have been automated and customers have responded positively by making payments, often without the need to speak to Radian Direct or an Income Officer. • Financial Inclusion Officers have relocated to the Tenancy Sustainment Team, which increases the amount of support that can be given to customers.
Graph 3b:2
15
4. Satisfaction with landlord service 4a. Satisfaction with the landlord service Key Performance Indicator (KPI)
H35. Overall satisfaction with the landlord service*
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
'
15/16 '
84.9%
85.3%
85.6%
85.3%
85.5%
---
---
(Combined tenants and owners)
a ! "#
$#%# &
$
'
'(
'"
''
'
'"
'
'(
'(
''
''
* Note: This was a new measure created in April 2016
• Performance has been consistently strong over the year. • Tenant satisfaction (87.5%) remains strong and in the top quartile of our peers. • Owner satisfaction has resulted in a high 74.3%, which is a marked improvement on 2015/16 (68.1%).
Graph 4a:1 Note: This was a new measure created in April 2016
16
Outcomes report Quarter 4 2016/17
1
Contents Chapters
Sections
Page
Introduction
3
1a
Radian Direct
4
1b
Satisfaction with repairs
5
1c
Satisfaction with ASB services
7
1d
Complaints
9
2. Gas servicing compliance
2a
Gas servicing compliance
11
3. Tenancy and money matters
3a
Allocations and Voids
12
3b
Income management
14
4a
Satisfaction with the landlord service
16
1. Contact with our customers
4. Satisfaction with the landlord service
2
Introduction Welcome to our performance report for the final quarter of the 2016/17 financial year. The report summarises our performance and compares us to previous quarters. Highlights for the quarter are: • Improving customer satisfaction with the Landlord Service (across all tenures). • Strong arrears performance resulting in the best performance to date at the year end. • Quality of Radian Direct's service exceeded target. • Repairs satisfaction remained strong. • ASB performance has continued to exceed target. • Great performance against target for complaint handling and outcome was sustained. • Void turnaround times and rent loss figures exceeded target for the quarter (and year).
KPI targets are scrutinised by the Radian Residents’ Council and HASP (Housing Assets & Services Panel) and performance is compared through the HouseMark benchmarking club. This report includes validated 2014/15 HouseMark Upper Quartile information drawn from the HouseMark system on 15.01.2016. We have benchmarked our performance against 30 other registered housing providers with more than 7,500 homes in South East England, South West England and London. Where available we have added the upper quartiles for context. We have used top quartile performance published in December 2016 for target setting for the year ahead (2017/18). If you have any questions about this report, or any suggestions for improvements, please contact us using the information below.
Our contact details are: Radian Direct: Email: Text:
0300 123 1 567 [email protected] 07764 309 062
3
1. Contact with our customers
- .
2 34
,!'
1a. Radian Direct
"!'
16/17
16/17
16/17
16/17
14/15
15/16
H1. Percentage of calls answered
93.0%
89.4%
91.6%
93.3%
93.0%
95.6%
95.4
H1a. Quality of Radian Direct service
94.0%
95.8%
96.3%
96.1%
96.3%
---
---
Q3
Q4
*!' #!' '!' ,,!' ,"!' ,*!'
• % calls answered met target at the end of Q4. Performance was impacted by the automation of our rent arrears processes, which in turn generated greater inbound contact. • Quality scores have consistently exceeded target throughout the year, and we have therefore set a higher target (95%) for the year ahead. • There has been a 14% increase year on year with digital contact. • Incorporated within this was a 27% increase in customer self service.
$ % & ( #' ") & + & "
22,369 total calls
16/17
Q2
19,905 total calls
Q1
21,773 total calls
Housemark upper quartile
Radian target
Key Performance Indicator (KPI)
(/ 0 1 * #' ")
! ! !' !' !' #!*
"!# "! "! *!' *!"
Graph 1a:1 Note: Quality of Radian Direct was not a performance metric in March 2015
4
1b. Satisfaction with repairs Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
! $ ! $
15/16
"! $ H4. Satisfaction with repairs H5. Repairs completed right first time
95.0%
97.4%
97.6%
97.8%
97.9%
79.3%
80.0%
! $ ! $
94.0%
94.6%
94.8%
94.5%
94.7%
---
---
! $ #! $ ! "! !
! "! !
! ! "! "! !# !
! "! "!
! "! !
! "! !
! ! !
! ! ! "! !" !"
! ! !
! "! !
Graph 1b:1
5
• The implementation of a new system: DRS InfoSuite, has had a positive impact on the Technical Services teams' monitoring of performance. • A working group, including Planning and Trades team members, has recently been set up to identify further customer services improvements.
! % $! % ! % ! % ! % ! % $$! %
"
! "! !#
! ! !
! ! !
! ! !$
! ! "!
! ! !$
! ! !"
! #! !
! ! !"
! ! !
! "! !
! "! !
Graph 1b:1
6
1c. Satisfaction with ASB services Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile
# " #
14/15
15/16
# H6b. Respond to a minimum of 90% of initial ASB reports within one working day and draft an action plan H7b. Provide weekly progress updates to ASB complainants in a minimum of 90% of cases (in a format and frequency determined by the customer)
$ # 90.0%
100%
99.0%
99.0%
98.0%
---
#
---
# "" #
! 90.0%
97.0%
97.0%
97.0%
96.0%
---
" #
---
#
#
#
"
"
Graph 1c:1 Note: This was a new measure created in May 2015
7
! $
• A light touch Lean review, of our services to combat ASB, is underway. It has been two years since comprehensive changes were introduced to the service and now is the opportunity to enhance the service further.
$ "
$ $ $
!
!
$
"#
"
Graph 1c:2 Note: This was a new measure created in May 2015
8
1d. Complaints Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
14/15
15/16
H8. Satisfaction with complaint handling
71.0%
76.0%
78.8%
74.1%
75.6%
71.0%
68.9%
H9. Satisfaction with complaint outcome
70.0%
75.1%
77.1%
74.6%
72.8%
66.4%
64.2%
Key Performance Indicator (KPI)
%
Housemark upper quartile
$! % $
%
"! % "
% ! % % ! %
! !
" ! " # " ! #! ## $ !"
$
"
! " " " " "" $
#! #" "# $ "# " # #
$ !
Graph 1d:1
9
• More cases have been resolved at the first stage during the year when compared to last year (98.6% vs 98.0%). • Targets for complaint handling and outcome have been exceeded. • We continue to seek better ways to access customer feedback from complaints, as it can be challenging to get engagement from customers once a complaint has been resolved.
% $! % $
%
"! % "
%
! % % ! %
! !
" ! !"
" $ !#
" !
# !# !
$ !# !
" " # "$ " ! " " " !# !
! $
$ $ "
Graph 1d:2
10
2. Gas servicing compliance Target 100%
2a. Gas servicing compliance Key Performance Indicator (KPI)
H13. Gas safety percentage of homes with gas certification at month end
Radian target
Q1
Q2
Q3
Q4
Housemark upper quartile
16/17
16/17
16/17
16/17
16/17
14/15
15/16
100%
99.87%
100%
99.99%
100%
100%
100% ! " #
• Our gas engineers undertook a number of gas servicing visits outside of normal working hours in March to ensure 100%. • Preemptive work is being undertaken to maintain compliance throughout the summer months, where access can be more problematic.
$ % &
Graph 2a:1
11
3. Tenancy and money matters "
Key Performance Indicator (KPI)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
15/16
---
---
0.6%
0.5%
(General Needs,HfOP & Supported combined and affordable rents)
H21. General Needs & HfOP percentage rent loss due to properties being empty
%
H20. Combined void turnaround time
& '
3a. Allocations and voids
25 days
0.8%
17.9 days 20.6 days 20.6 days 21.4 days
0.5%
0.5%
0.5%
0.5%
! $ $ ! $ !
# !$
"# "
! $
# "
!"
Graph 3a:1
12
• The letting of shared keyworker accommodation in the Thames area was a real challenge with limited applications/demand for the accommodation. The Royal Borough of Windsor & Maidenhead have agreed that we expand the criteria to those with employment in the borough. • Challenges in Avon were shorter/empty waiting lists from the LA and a continuous stream of new build lets.
! " # !
Graph 3a:2
13
3b. Income management Key Performance Indicator (KPI)
H22. All net current tenant arrears (as percentage of annualised debt)* H23. Social & Affordable only net current arrears (as percentage of annualised debt)
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
& !
15/16
! !
2.5%
1.8%
1.7%
1.9%
1.5%
---
---
! !
2.2%
1.7%
1.7%
2.0%
1.6%
1.7%
---
* Includes Sheltered, Supported, General Needs, Market Rent, Intermediate Rent, Shared Ownership and Leasehold debt and other charges such as sewerage and mobile home pitch fees.
"# # #
! ! ! $!
! ! ! %!
! $! $! %!
! ! ! %!
! ! $! !
! $! ! !
! ! $! !
! ! ! !
! ! ! $!
! ! $! !
! ! ! !
! %! %! !
Graph 3b:1
14
& #
#
!" # #" "
$ % %
% %
$ $
% %
$ $ #
$ #
$
%
• New arrears processes have been implemented over the past year which has automated much of the lower level arrears work. This has created capacity for Income Officers to spend more time on complex cases, engaging with customers to prevent arrears increasing. • A new arrangement module has been set up within our IT systems which monitors agreements, this enables staff to act quickly when arrangements fail. • Text messages have been automated and customers have responded positively by making payments, often without the need to speak to Radian Direct or an Income Officer. • Financial Inclusion Officers have relocated to the Tenancy Sustainment Team, which increases the amount of support that can be given to customers.
Graph 3b:2
15
4. Satisfaction with landlord service 4a. Satisfaction with the landlord service Key Performance Indicator (KPI)
H35. Overall satisfaction with the landlord service*
Radian target
Q1
Q2
Q3
Q4
16/17
16/17
16/17
16/17
16/17
Housemark upper quartile 14/15
'
15/16 '
84.9%
85.3%
85.6%
85.3%
85.5%
---
---
(Combined tenants and owners)
a ! "#
$#%# &
$
'
'(
'"
''
'
'"
'
'(
'(
''
''
* Note: This was a new measure created in April 2016
• Performance has been consistently strong over the year. • Tenant satisfaction (87.5%) remains strong and in the top quartile of our peers. • Owner satisfaction has resulted in a high 74.3%, which is a marked improvement on 2015/16 (68.1%).
Graph 4a:1 Note: This was a new measure created in April 2016
16
